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Case Western Reserve (Weatherhead)

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Case Western Reserve (Weatherhead) 11119 Bellflower Road
Cleveland, OH, 44106-7235
United States
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Demographic Information

Number of full-time MBA students (2011): 

87

Number of part-time MBA students (2011): 

76

Total duration of full-time MBA program: 

21 months

MBA faculty (Fall 2010): 

104

Females as percent of student body: 

39%


Description of MBA Program: 

Weatherhead confronts today’s most important global issues from a business perspective, and prepares students to see the opportunities in each challenge. The considerable diversity of our international student body enriches the graduate experience with points of view from countries and cultures around the world—in a world that technology makes ever smaller. Through the study of design and sustainability, we harmonize business practices with care for human values and the natural world. The Weatherhead MBA graduate is uniquely positioned to serve the financial bottom line, while being socially and environmentally conscious. We take our MBA teams’ first place wins of the Aspen Institute’s Business & Society International MBA Case Competition and the National Society of Hispanic MBAs Cleveland chapter’s case competition as endorsements of our program’s effectiveness.

 

Our Sustainable Enterprise and Manage by Designing themes are unique in the business education space, emphasizing creative and responsible commercial practices. The Manage by Designing approach empowers students to look at problems from multiple angles before arriving at a solution…or two, or ten. As our students learn to Manage by Designing, they leverage design practices—like reframing questions and challenging standard protocols—to generate new perspectives on hard problems, leading to game-changing alternatives. Traditional management looks at every issue through the same, profit-driven lens, but our students are not content with such a narrow perspective. Instead, they learn to gather a whole-system view by seeking input from all stakeholders, ensuring decision-making that starts from the ground up, and system design for sustainability in every sense of the word. That, in essence, is what it means to Manage by Designing—and in recognition of this growing competency, Businessweek named our MBA program one of the 30 best design programs in the world.

 

Weatherhead’s Sustainable Enterprise initiative shows how environmental and social challenges can turn into business opportunities when we capitalize on the entrepreneurial instinct. We believe in making a difference while making a profit, whether that means greening a supply chain, growing fuel, or turning waste into widgets. This notion has made an immediate impact outside the academy, too, as our faculty’s research has helped more than 20 large businesses shift to greener, more responsible practices, from the way they source supplies to the standard of living their employees may expect. Under the umbrella of Sustainable Enterprise, Sustainable Business and Social Entrepreneurship are emerging as twin engines of commerce in the new century. Sustainable Business aims to integrate world betterment into industry supply chains and strategy development, while Social Entrepreneurship seeks to improve societal conditions through entrepreneurship and other business models. Our seminar in Sustainable Value and Social Entrepreneurship—named one of the 10 Most Innovative Business School Courses by Forbes—shapes entrepreneurs who take the health of people and the environment to heart.

 

On Case Western Reserve University’s campus, located at the heart of University Circle, students find themselves in one of the most dense concentrations of educational, scientific, medical, and cultural institutions in the United States. Weatherhead is within a few minutes’ walk of the Cleveland Museum of Art, the Cleveland Museum of Natural History, and the Cleveland Orchestra, to name a few. The example of these world-class assets shows our MBA students that their career aspirations need not be limited to corporate positions, because non-profit institutions like these may benefit as much as for-profit companies from their managerial expertise, and may provide rewarding avenues for management practitioners who are interested in fostering a culturally rich community.

 

Weatherhead’s redesigned Full-Time MBA curriculum emphasizes leadership and analytical skills in the first year and includes day-long “executive”-style workshops in sustainability and design practices that introduce our signature curricular themes, Manage by Designing and Sustainable Enterprise. During the second year of the MBA program, two year-long classes, the MBA Practicum in Sustainable Value and Social Entrepreneurship and Design in Management: Concept and Practices, deepen students’ mastery of our themes. Because these hands-on classes span the entire academic year, students have the time to work on intensive applied projects, reinforcing theory with on-the-ground practice in ways that can surprise, instruct, and enlighten. They work as teams of consultants with local companies and nonprofits that benefit directly from our students’ knowledge and creativity.

 

Weatherhead promotes involvement in Net Impact, sustainability-related internships (through Climate Corps, Net Impact, the Institute for Sustainable Development, and other organizations), and volunteer opportunities through the University Presidents’ Climate Commitment, Student Sustainability Council, Case for Community Day, and Squire Valleevue Farm (where the university operates a local food program). Weatherhead’s Net Impact club partnered with Accenture to add the Accenture Eco Challenge (an online carbon footprint tool) to the university president’s Climate Action Plan (CAP), and is involved in planning events for the university’s “Year of Water.”

 

A generous endowment from Char and Chuck Fowler has made possible the Fowler Center for Sustainable Value which promotes environmentally aware entrepreneurial activity. The Fowler Center’s mandate is to support faculty in the integration of sustainability-related knowledge and practice into standard curriculum. In addition to custom curriculum consulting, Fowler Center staff and faculty are drafting case studies of triple-bottom-line success stories to enhance MBA coursework at Weatherhead and, of course, wherever sustainability is a component of management scholarship. The center also sponsors campus visits by experts in the field, like Simon Fineman, head of British wood products supplier Timbnet and a champion of forestry practices that respect people and ecosystems, to enrich students’ learning with outstanding real-life examples of Sustainable Enterprise.



How does the MBA program 'walk the talk' of social and environmental impact?: 

The mission of Case Western Reserve University is to improve people’s lives through preeminent research, education, and creative endeavor. Among our core values are inclusiveness and diversity, civic and international engagement, integrity and transparency, ethical behavior, and sustainability. We continuously improve our sustainability and social responsibility efforts and are proud to be named one of the 2010 Sierra Club 100 “Cool Schools” and included in The Princeton Review’s Guide to 310 Greenest Schools (2nd Edition), just two years after President Barbara Snyder signed the ACUPCC, committing CWRU to carbon neutrality by 2050.

Our newly completed Climate Action Plan (CAP) outlines our strategy and will drive sustainability initiatives across campus. Working Groups formed to explore and help implement areas for improvement include: Communications, Energy Consumption and Conservation, Campus Planning and the Built Environment, Education and Research, Waste, Transportation, Information Technology, Renewable Energy and Offsets, Community Outreach and Campus Life, and an At Large Committee. Areas in which we have progressed include the following:

Energy management: Our energy efficiency improved by 30% in two years. We recently installed one of three planned wind turbines and a solar PV array. We purchase RECs to offset emissions of two of our LEED-certified buildings (Gold and Silver), and we have placed 15 solar-powered garbage and recycling compactors across campus. Weatherhead partners with Cisco and Dell to pilot low-e equipment, technologies that minimize paper use, and energy-conserving building controls that have improved the school’s efficiency by 10% since spring 2009.  

Transportation: Free shuttle services access all points of our campus and connect CWRU with surrounding communities. Public transit passes may be purchased through CWRU pre-tax, and a car sharing service is offered as well. Meanwhile, 15% of CWRU employees carpool, and our fleet includes five electric vehicles and two hybrids.

Purchasing practices: Our green purchasing strategy for goods and services includes a supplier diversity initiative through which we support local businesses, directing contracts toward minority- and woman-owned businesses in Cleveland and offering sustainability training to our suppliers. 100% of our laptop and desktop equipment is Energy Star- and EPEAT-certified.

Waste management: On-campus recycling achieves a 30% waste diversion rate, and CWRU participates annually in RecycleMania to decrease consumption, reduce waste, and increase recycling. All landscaping material and pre-consumer food waste is composted.

Research: The Fowler Center for Sustainable Value develops sustainability-related course materials and helps faculty integrate sustainability into the curriculum. Executive Director Roger Saillant, PhD, is working with MBA students to write five case studies on sustainable value in the corporate space. David Cooperrider, PhD, and Ron Fry, PhD, continue to develop their groundbreaking Appreciative Inquiry (AI) technique; the two led the 2009 AI summit for Sustainable Cleveland 2019 and spoke at the 2010 summit.

Community involvement: As outlined in CWRU’s strategic academic plan, faculty and staff formed campus-wide alliances around the university’s core value areas: sustainability, ethics, social justice, and advanced energy. Faculty, staff, and students participate in campus “green teams” and contribute to the development and implementation of the CAP.  Elizabeth Royte, author of Bottlemania, delivered the 2010 Convocation keynote to kick off our “Year of Water” events, which explore this vital resource through speakers, events, and community service sponsored by CWRU Facilities Services, Engineers Without Borders, Squire Valleevue Farm, the Student Sustainability Council, the Institute for Sustainability and others. The Institute for Sustainability promotes sustainability through research and scholarship, education, and community engagement. The CWRU chapter of Sigma XI, the Scientific Research Society, has teamed with WCPN IdeaStream, our local NPR affiliate, to convene Science Café Cleveland each month. Science Café Cleveland is a monthly free public lecture in the European salon model, with topics to include, in spring 2011, river and watershed health, in honor of the Year of Water. Dr. Saillant is on the boards of the Great Lakes Energy Institute at CWRU and Entrepreneurs for Sustainability and heads up the university’s CAP Renewable Energy and Offsets Committee.

Academic Department

Course Name: Action Learning
Instructor: Bonnie Richley

This course allows teams of students to integrate functional core knowledge from the first year of the M.B.A. program and apply analysis and strategic management skills in a real-world setting. Students may face issues such as team development, ethics, leadership development, or aspects of sustainable value creation in client organizations. Students will be evaluated by the instructor and the project managers at the client organizations. Recommended preparation: Second year full-time M.B.A. status.

Course Name: Advanced Corporate Finance
Instructor: CNV Krishnan

The course deals with the firm as a nexus of contracts between stakeholders and the overall (social) value impact of stakeholder conflicts. The course deals with value consequences of capital structure choices and of payout policy choices across groups of stakeholders. It deals with the sustainability of capital structure and payout policy choices made by managers. The course deals with managerial greed and agency costs, ethical considerations, and the design and sustainability of incentive contracts.

Course Name: Appreciative Inquiry
Instructor: Susan Case

This course studies organizational analysis through appreciative inquiry. It explores multiple frame works for understanding the complexity of organizational life, identifying opportunities for creating more just and sustainable practices and processes. Students form teams and conduct appreciative studies across industries. This course also addresses questions of organizational change (how to move from theory/ideal to practice). Learning is experiential in nature.

Course Name: Business Ethics
Instructor: Steven Feldman

This course is built around two core learning tracks. The first is extended analyses of case studies, which identifies ethical problems, diagnoses import, and develops strategic programs to address them. The second learning track uses short pieces of fiction to explore issues of ethical character, leadership, and organizational responsibility. Each student keeps an ethics journal over the course of the semester to reflect on ethical issues, both inside and outside the classroom. In addition, small student groups are formed to write case studies focusing on a business ethics problem.

Course Name: Corporate Finance I
Instructor: Ajai Singh

This is the first part of a 2-semester-long MBA core course. In this semester, students are introduced to the basics of corporate finance, including the objectives of and the decisions made by corporate financial managers. Topics covered include time value of money, stock and bond valuation, cost of capital and risk and return, investment decision rules, cash flows and free cash flows, and capital budgeting. The course envisages extensive use of spreadsheets, an intensive workshop involving data analysis, and will use problems and cases related to sustainable value and finance.

Course Name: Design Prac & Sust Enterprise
Instructor: Fred Collopy, Roger Saillant

This course is offered as a series of six full day executive educations sessions. Students will get an overview and basic introduction to the school's two thematic areas, learning to manage by designing and creating sustainable value.

Every day, managers have opportunities to improve their organizations by creating and remaking processes, structures, products, and services. To excel at this, they need to expand on their roles as analysts and decision-makers to become competent as designers. When managers study designing, they learn to reframe problems, to sketch and prototype ideas, to apply the logic of possibilities to see through default situations, and to iterate in productive ways. When managers come in contact with sustainability, it is usually seen as a problem, but for successful managers it will be seen as providing business opportunities. Sustainable value can be achieved through the design of strategies that successfully address water, climate, disease, race-to-the-bottom social justice, and food nutrition and availability challenges.

Course Name: Dialogues in Top Management
Instructor: Stanton Cort, N. Mohan Reddy

Students must take both MBAC 514A and 514B in sequence. The courses comprise a series of dialogues with teams of top-echelon managers and of student groups' analytic papers based on the content of the dialogues and on readings. Readings address both the character and dynamics of complex, enterprise wide management problems and the characteristics and dynamics of the process of effectively managing them. Students meet practicing top echelon managers and are introduced to the practice and theory of effective top-echelon/general management that involves applying skill in all functional areas of management. Student groups' analytical essay after each dialogue stimulate in-depth discussion of both possible models of the process of top-echelon management and of the relationships among the course materials in the graduate programs, and the process of effective top management. The criteria for selecting the organizations that participate include significant efforts related to sustainability and/or design.

Course Name: Economics for Nonprofit Mgrs
Instructor: John Kleinhenz

This course is designed to familiarize students with basic ideas of microeconomic analysis so that they may apply this reasoning to important resource-related decisions facing contemporary nonprofit organizations. This introductory course will orient the student to the role of nonprofit organizations in a market economy, familiarizing the student with basic concepts of microeconomic analysis and how they apply to resource-related decisions, and provide the student with tools and concepts for analyzing pricing, compensation, outsourcing, investment of funds, and engaging in partnerships.

Course Name: Executive Leadership
Instructor: Diana Billimoria

This course explores answers to questions such as: Who are leaders? Are they different than managers, heroes and heroines? How do the effective ones think and act? What situations create leaders, foster their emergence or provide opportunities? What makes us want to follow them? What are the personal pits of being a leader (i.e., sex, drugs, alcohol, insomnia, ulcers, etc.)? How are leaders developed? Case studies, self-study and at-work projects will be the primary methods used in the course.

Course Name: Fraud, Governance & Reporting
Instructor: Lewis Baum

This course examines managerial fraud, primarily made possible by the manipulation of accounting. This includes treatments of the motives for fraudulent behavior but focuses primarily upon the techniques of earnings management and the processes of its detection. Governance of organizations in the post-Enron, WorldCom and Tyco environment will also be studied. Regulation and the duties of those responsible for proper governance will be among the topics in this portion of the course. Guest speakers from the forensic industry and materials from practice institutes will be employed.

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Type of Offering

Great Lakes Brewing Company Site Visit
Type: Green Business Tours / Site Visits
Date: August, 2009

The Great Lakes Brewing Company is a pioneering organization in NE Ohio, demonstrating an extensive sustainability program that highlights zero waste initiatives, and corporate citizenship in action. The MBA students were given a tour of their brewing facility (which produces beer and biodiesel), composting process, and held a networking lunch afterwards. This event was a collaboration between the Case Entrepreneurship Club and Net Impact. Great Lakes Brewing Company’s founder, Pat Conway was the main speaker of the event. He spoke about his entrepreneurial experiences as well as how sustainability was incorporated into his current company from the ground up.

After the formal presentation, the event allowed new MBA students to get acquainted with how sustainable value can be created through supply chain, operations, purchasing decisions, and processes. Additional benefits of this event include introducing new students wtih Weatherhead's Net Impact chapter and exposes recently relocated students to highlights of the Cleveland area. Site visits to other firms employing sustainable processes take place annually. Examples include Tremco, Bon Appetit, GE, and Eaton.

Aspen Institute Business Case Competition
Type: Competition
Date: April, 2010

Weatherhead School of Management MBA students took first place at the Aspen Institute’s 2010 Business & Society International MBA Case Competition.

The students were flown to New York to compete against teams from four other leading business schools for worldwide recognition. The Aspen Institute’s case competition is the largest focusing on social, ethical, and environmental issues, and has been held annually since 2002, with this year’s event seeing a record number of participating schools.

Weatherhead's team went up against twenty contending teams in the second round of the competition to advance to the finals, held in April. During the last round of judging, the Weatherhead students overcame finalists from the University of Notre Dame’s Mendoza College of Business, New York University’s Leonard N. Stern School of Business, the University of Jyväskylä’s School of Business and Economics (Finland), and Northwestern University’s Kellogg School of Management as they presented their submissions to a panel of judges from Fortune 500 companies as well as an audience of over 100 business, nonprofit, and academic attendees. Coached by Associate Professor of Marketing and Policy Studies Simon Peck, PhD; Adjunct Professor of Organizational Behavior Bonnie Richley, PhD; and Executive Director of the Fowler Center Roger Saillant, PhD, the Weatherhead team received a $20,000 prize, plus $3,000 to donate to a 501(c)(3) charity of their choice. The team chose to donate the money to Remember Nhu, a charity that combats the child sex trade worldwide.

Team member Maria Ismail says that in addition to her background in Sustainable Enterprise, the unique emphasis in Weatherhead’s curriculum on Manage by Designing greatly contributed to her group’s success. “My teammate Patricia [Jurca] and I both took sustainability and design classes at Weatherhead, so we were able to think through the demands of different stakeholders while being cognizant of not having premature closure,” she explains. “Something we learned from design is not to jump to conclusions without weighing all the evidence.”

“Congratulations to Nicholas, Maria, Patricia, and Lei on their hard work and ingenuity,” says Mohan Reddy, PhD, Dean of the Weatherhead School of Management. “I’m so proud of our team’s achievement and the Aspen Institute’s recognition of our talented graduate students. Winning the Aspen Institute’s Business & Society Case Competition is especially meaningful for a team from our school, because Sustainable Enterprise is one of our core transdisciplinary themes at Weatherhead. It is emphasized throughout our graduate programming.” He continues, “We believe that businesses can and must pursue financial success in a positive, socially-responsible manner, and our commitment to sustainability is part of that conviction.”

Green Jobs: Sustainability Career Explorer Seminar
Date: September, 2010

This annual event, organized by the Net Impact MBA club, is held to provide students with insight on how sustainability creates a competitive advantage and fosters longevity for company existence. Panelists that participated were from the Corporate Sustainability Network, Cleveland Indians Baseball Team / Progressive Field, The Taylor Companies, Eaton Corporation, and Case Western Reserve. Each panelist came from different executive concentrations and shared how the application of deeper sustainable ventures has benefitted their companies. Speakers met with small groups of attendees (which shifted to the next panelist after 15 minutes) and offered advice on key skills, experience, and other factors necessary for success in these sustainability-related careers.

Sustainable Food Systems: A Talk by Hal Hamilton
Date: October, 2010

Hal Hamilton, founder and co-director of the Sustainable Food Lab, shared the story of this important organization, its development, and the businesses and NGOs that are changing as sustainability becomes real for them. Specific companies include Unilever, Costco, Sysco, and others as they embrace sustainability, struggle with organizational change, and go only as far as the financial markets and competition allow them to go. Hamilton's talk also explored big trends in agriculture/food and the business case for sustainability engagement. This talk is part of the Fowler Center for Sustainable Value's speaker series.

Weatherheadless Ball
Type: Fundraising Event
Date: October, 2009

Annual Costume Party that benefits the Cleveland Foodbank. The entrance fee is canned food. In 2009, 16,000 lbs of canned goods were donated.

Innovate for a Better World: Insights and Stories from the Nike Journey
Date: April, 2010

Darcy Winslow shared the Nike story from her perspective and role in the journey toward a higher level of sustainability. For more than 20 years Winslow held senior positions and led several aspects of Nike’s business and strategic initiatives (not in Corporate Responsibility) and consistently found ways to use values to create value. In her Fowler Center talk, she brought to life the various approaches used to engage and inspire Nike employees and partners throughout the value chain to take action—from her early Nike days of being the first woman product developer within the footwear business to her work and experience with their contract manufacturing partners throughout Asia. She will outline the critical factors for creating sustainable value, like personal commitment, experimentation (and failure), collaboration, innovation, persistence and above all humility. In the spirit of one of Nike’s most famous mantras, There Is No Finish Line, Winslow’s message calls for us to sustain the integration of equal parts innovation and inspiration in all that we do to further progress toward a sustainable and regenerative future. This is the first speaker in the Fowler Center for Sustainable Value speaker series.

WSOM Zero Waste Tailgate
Type: Fundraiser & Sustainability Awareness Event
Date: October, 2009

The Zero Waste Tailgate provided a unique experience to Weatherhead's undergraduate and MBA students, faculty and staff members. The Tailgate demonstrates progressive ways to reduce waste, while highlighting local corporate efforts to do well by doing good. Corporate partners in this event included the Great Lakes Brewing Company, Bon Appetit, Nature Friendly Products, and Whole Foods. Students were able to network with representatives from these organizations. In addition to the learning and networking, the "entry fee" for attending the gathering was canned foods, which are donated to the Cleveland Foodbank after the event. Weatherhead's Net Impact chapter organized this event.

Weatherhead Tax Assistance Program
Type: Community Service
Date: March, 2010

The Weatherhead Tax Assistance Program is an initiative annually coordinated by the Community Service Committee. TAP works with over 20 Cleveland-area agencies to provide tax preparation and assistance to low-income individuals and families. TAP teaches Weatherhead students, faculty, staff and alumni volunteers how to prepare taxes, then those volunteers work with agencies to provide tax assistance to those in need.

Casino Night
Type: Fundraising Event
Date: February, 2010

Casino Night an annual forma event and fund raiser, open to the CWRU community, hosted by Weatherhead. The event is organized by the Graduate Business Students Association and each year a local non-profit organization / charity is selected to be the recipient of all proceeds.

Sustainable Cleveland 2019: Annual Summit
Date: September, 2010

MBA students, faculty, and staff participated in the annual "Sustainable Cleveland 2019 Summit". Student participation was organized through the Fowler Center for Sustainable Value and the Net Impact club. MBA students participate in topic-based working groups, addressing regional issues of energy management, educational efforts, local foods, regional transportation, and more. Students also assisted in the event planning and acted as "scribes" in each break out room, helping to facilitate conversations based on the Appreciative Inquiry approach.

Community Service Award
Type: Public Recognition For Weatherhead Community Service
Date: May, 2010

Weatherhead has a Community Service Award Program, which recognizes those students who participate in 40 or more community service hours.

From Bull to Berries: A Trader Grows Greener
Date: February, 2011

This is the 3rd speaker in the Fowler Center for Sustainable Value Speaker series. Simon Fineman is Chairman and CEO of Timbmet, one of Britain’s leading privately owned, hardwood and panel product traders, with sales of approx $200 million. Fineman will tell how he went from sustainability skeptic to environmental advocate and talk about his new venture, LaHave Forests, which is showing how agroforestry can preserve woodlands for future generations. He is a strong advocate for the forests products industry taking its environmental responsibilities seriously and is committed to modernizing and improving the supply chain efficiency of the timber trade.

Sustainability Brown Bag Speaker Series

Over the 09-10 academic year four sustainability thought leaders presented their experiences in a brown bag speaker series. These events were intended to introduce students to innovative corporate citizenship initiatives, career possibilities, and on-campus opportunities for academic and community involvement. The speakers we welcomed to campus included: Christina Vernon, Sr. Director, Sustainability and Environmental Strategy, Cleveland Clinic Professor David Cooperrider, Fairmount Minerals Professor of Social Entrepreneurship and Faculty Director, Fowler Center for Sustainable Value, Case Western Reserve University John Viera, Director, Sustainable Business Strategies, Ford Motor Company Roger Saillant, Executive Director, Fowler Center for Sustainable Value, Case Western Reserve University.

United Nations Global Compact US Network Meetings
Type: United Nations Global Compact Conference
Date: November, 2009

Weatherhead's Fowler Center for Sustainable Value serves as the Secretariat of the US Network of the UN Global Compact and co-convened the annual Fall meetings of the UNGC'S US Network (2009 and 2010).

MBA students had the opportunity to plan the autumn 2009 and 2010 meetings with US Network leaders (including Deputy Director of the Global Compact Gavin Power, Cecily Joseph of Semantac, and Sara Broadbent of Seagate Technologies). The meeting attracted 70 stakeholders from business, non-profits, academia, and the public sector.

Case For Community Day
Type: Community Service
Date: September, 2010

The purpose of this university-wide event is to mobilize campus teams to donate time and skills to the greater Cleveland community. A team of MBA students provided maintenance and upkeep to the landscaping and urban garden at a local historical monument. It was a great chance to work on a project together to benefit our community.

Career Development Center

The Career Development Center sets the stage at Orientation by promoting a values-based approach to career interest/decision and personal accountability through an interactive examination of values exercise. Orientation also includes a Business as an Agent of World Benefit/Net Impact outing that focuses on sustainability at Weatherhead and the Cleveland community.

The principles of ethics and integrity are embedded in workshops, coaching sessions and panel discussions throughout the academic year. In addition, our leadership program, developing tomorrow’s business leaders through exploration of their values and purpose, underpins the MBA curriculum. This core course asks the students to see themselves as forces for positive change and they receive personalized coaching to help them achieve their career goals.

Career Development also partners with the Mandel Center for Non-Profit Management and other organizations and enterprises in the provision of career education and intern and career roles that help students prepare for and pursue opportunities relevant to social impact and environmental management.

We are a member of the MBA Non-Profit Connection that allows students access to MBA level full time and internship positions at non-profit organizations. We are also a member of Net Impact and were a school sponsor for the Net Impact Conference in Ann Arbor for 2010. Weatherhead serves in an advisory capacity for the Net Impact Club. We promote EDF fellowship to our students and two of our students got the prestigious fellowship last year.

MBA and Masters of Public Health
MBA/JD
MBA and Master of Science in Social Administration
The Fowler Center for Sustainable Value
Business School Housing? Yes
Number of Faculty: 7
Contact Name: Roger Saillant
Contact Email: roger.saillant@case.edu

In 2006, the United Nations Global Compact and the Academy of Management partnered with Case Western Reserve University to establish the Global Forum for Business as an Agent of World Benefit (B.A.W.B.), headquartered at Weatherhead’ Center for B.A.W.B. T

Pages

A Peter Drucker Moment: Harnessing the Innovation Producing Potential of a Stakeholder Theory of the Firm
Author(s): David Cooperrider; Ronald Fry

The article discusses various reports published within the issue including one by Pamela Sloan on the new generation of stakeholder engagement modalities, one by Ante Glavas and Sandy Piderit on corporate citizenship as workforce motivator, and one by Christina Tangora Schlachter on the role of documentary films in elevating stakeholder expectations

Journal Title: Journal of Corporate Citizenship Volume: Edition: 36 Page Numbers: pgs.3-6
Auditing Standards Setting and Inspection for US public Companies: a critical assessment for reccomendations for fundamental change
Author(s): Steven Glover; Mark Taylor

The Sarbanes-Oxley Act of 2002 (SOX) established the Public Company Accounting Oversight Board (PCAOB) to oversee the accounting firms that audit publicly traded companies in the United States. In this commentary we outline why we believe the PCAOB's audit standard-setting and inspection models are inefficient and dysfunctional. We assert that the Board's ability to achieve its mission is limited by its early choices, together with its incentives, organizational composition, and structure. We support our assertions with a number of indicators of serious problems and flaws in the current approach. We also present high-level recommendations for change for policy makers, regulators, and leaders in the profession to consider in developing improved approaches to audit standard setting, inspection, and enforcement.

Journal Title: Accounting Horizons Volume: 2 Edition: 23 Page Numbers: 221
CEO Risk-Related Incentives and Income Smoothing
Author(s): Grant, Julia

The authors investigate whether risk-related incentives of executive stock option (ESO) compensation plans are associated with income smoothing. Given that risk has both potential benefits and costs, including possible losses and/or large fluctuations that affect reported financial outcomes, flexibilities in financial reporting enable a manager to make apparent risk lower while masking the underlying real risk. From an agency perspective, a chief executive officer (CEO) who is employed by a company and whose compensation is heavily related to firm performance has an incentive to accept less risk than that accepted by diversified shareholders. Using three-stage least squares, the authors find that risk-taking incentives are positively related to income-smoothing measures. This relationship is robust to controlling for firm performance, growth opportunities, firm risk, institutional presence and sell-side analyst coverage, CEO ownership, and industry membership. This result is also robust for alternative specifications of income smoothing and risk-taking incentives, as well as for controlling for CEO option holdings and firm governance characteristics.

Journal Title: Contemporary Accounting Research Volume: 26 Edition: 4 Page Numbers: 1029-1065
Corporate Governance in the 19th Century: Evidence from the Chesapeake and Ohio Canal Company
Author(s): Previts, Gary J

Presenting evidence from a 19th century corporation, the Chesapeake and Ohio Canal Company (C&O), the paper shows that issues of corporate governance have existed since the first corporations were established in the U.S. The C&O used a stockholder review committee to review the annual report of the president and directors. The paper shows how the C&O stockholders used this committee to supplement the corporate governance structure. The corporate governance structure of the C&O is also viewed from a theoretical structure as espoused by Hart [1995]. In the case of the C&O, the stockholder review committee gave the providers of capital, the stockholders, a more active involvement in corporate management. Since companies that draw on the experience of the stockholders will be more efficient [O'Sullivan 2000], the model of a stockholder review committee utilized by the C&O might well be utilized in corporate governance today.

Journal Title: Accounting Historians Journal Volume: 36 Edition: 2 Page Numbers: 113-137
Developing Women Athletes: Insights from Business and Management
Author(s): Bilimoria, Diana

This review presents the unique needs of women in the dual domains of business and sports, and proposes that there are parallels between the talent development of women in management and women in sports. We first describe the specific development needs and characteristics of women in both the business and sports arenas. Next, we examine three leading practices in business and management (executive coaching, mentoring, and emotional intelligence skills development) and discuss their relevance to women’s development in business as well as in sports. Recommendations for how each management practice informs the effective development of women athletes are then made. Finally, we offer suggestions for future research directions regarding the effective development of women athletes.

Journal Title: Annual Review of High Performance Coaching and Consulting Volume: 1 Edition: 1 Page Numbers: 73-96
Emotional, Social, and Cognitive intelligence competencies distinguishing effective italian manager and leadersin a private company or cooperatives
Author(s): Richard Boyatzis

The purpose of this study is to report data showing competencies that distinguish effective managers and leaders in a large Italian company and in Italian cooperatives. The approach takes the form of analysis competencies coded from 51 interviews and 53,360 assessments of managers and leaders comparing more and less effective managers and leaders. Emotional, social and cognitive intelligence competencies predict effectiveness in management and leadership roles in a variety of Italian organizations. Although each sample is small, together they create a basis for future confirmatory research. Competencies needed to be effective can be identified. The paper and the studies reported are the first to be published showing competencies that distinguish effectiveness in Italian managers and leaders.

Journal Title: Journal of Management Development Volume: 28 Edition: 9 Page Numbers: 821-838
Estimating the Impact of the Hajj: Religion and Tolerance in Islam's Global Gathering
Author(s): Clingingsmith, David

We estimate the impact on pilgrims of performing the Hajj pilgrimage to Mecca. Our method compares successful and unsuccessful applicants in a lottery used by Pakistan to allocate Hajj visas. Pilgrim accounts stress that the Hajj leads to a feeling of unity with fellow Muslims, but outsiders have sometimes feared that this could be accompanied by antipathy toward non-Muslims. We find that participation in the Hajj increases observance of global Islamic practices, such as prayer and fasting, while decreasing participation in localized practices and beliefs, such as the use of amulets and dowry. It increases belief in equality and harmony among ethnic groups and Islamic sects and leads to more favorable attitudes toward women, including greater acceptance of female education and employment. Increased unity within the Islamic world is not accompanied by antipathy toward non-Muslims. Instead, Hajjis show increased belief in peace, and in equality and harmony among adherents of different religions. The evidence suggests that these changes are likely due to exposure to and interaction with Hajjis from around the world, rather than to a changed social role of pilgrims upon return.

Journal Title: Quarterly Journal of Economics Volume: 124 Edition: 3 Page Numbers: 1133-1170
Gender in the Management Education Classroom: A Collaborative Learning Journey
Author(s): Diana Billmoria

In this article, the authors describe a classroom incident and their subsequent learnings about effectively managing issues of gender diversity in an MBA course titled “Women in Organizations.” The authors employ Kolb’s learning cycle as a framework for describing the incident (concrete experience), reflecting on and discussing what occurred (reflective observation), examining pertinent literature for possible explanations (abstract conceptualization ), and devising practical strategies to mitigate such incidents in the future (active experimentation). The study describes the collaborative learning journey in which the authors engaged as a team of instructors and researchers to make sense of this incident and refine their pedagogical practices. The article concludes by offering practical suggestions for improved pedagogy in management education settings, specifically fostering greater gender reflexivity in the classroom, and using functional subgrouping to encourage understanding and integration of differences.

Journal Title: Journal of Management Education Volume: 34 Edition: 6 Page Numbers: 848-873
Managing as Designing in an Era of Massive Innovation
Author(s): Cooperrider, David

In this article, the author attempts to articulate an exciting and rapidly emerging learning agenda at the intersection of corporate citizenship and the field of design thinking. To realize its vast potential, the discipline of corporate citizenship now needs to become a leading-edge vortex of innovation -- all about seeing the world not simply as it is but as it could be -- and that's what the field of design thinking is all about. This article outlines the contours of the design thinking focus of the 2009 second Global Forums for Business as an Agent of World Benefit. This article has attempted to bring focus to a major movement happening in the fields of management and corporate citizenship and provide an insight into the range of exciting dialogues taking place across these fields and the discipline of design thinking.

Journal Title: Journal of Corporate Citizenship Volume: 37 Edition: Page Numbers: 24-33
Sustainability: A Whole Systems Perspective
Author(s): Bonnie Richely

This study highlights an organization widely recognized as the most successful cooperative in history, Mondragón Corporación Cooperativa (MCC) located in Basque Country. Using MCC as the primary case this research focuses on three central concerns: 1) MCC as representative of an innovative model of work organization hallmarked by democracy both in principle and practice and one that also simultaneously enjoins business and social good, specifically what I have named a socio-business innovation (SBI); 2) seven characteristics that define a SBI and 3) understanding how organizing at the intersection of business and society is actualized to create a new way of work and to developing communities; one with high adaptive potential. This research offers the concept of an SBI as a way to challenge existing frameworks for how we think about and enact business and social good through an alternative paradigm for work organization co-constructed and embedded in community.

Journal Title: Organizacja i Zarządzanie : kwartalnik naukowy Selected Volume: Edition: 4 Page Numbers: 117-140
The Effect of Plant Downsizing on Disability Pension Participation: evidence from plant downsizing
Author(s): Mark Votruba

We investigate the impact of plant downsizing on disability pension utilization in Norway. Plant downsizing substantially increases the disability entry rate of workers in affected plants. Workers originally employed in plants that downsized by more than 60% between 1995 and 2000 were 24% more likely to utilize disability pensions in 2001 than comparable workers in non-downsized plants. We also estimate significant effects of downsizing on future earnings and mortality, which suggest that the increase in disability participation could be driven by an adverse effect of downsizing on the economic opportunities or the health of affected workers.

Journal Title: Journal of the European Economic Association Volume: 7 Edition: 4 Page Numbers: 754-785
The impact of emotional and social competencies on effectiveness of Spanish executives
Author(s): Boyatzis, Richard E.

The objective of this paper is to address the predictive validity of the behavioral approach of EI by Boyatzis and Goleman. There are two research questions guiding this study: emotional and social competencies are positively and significantly related with job performance; and emotional and social competencies will be more successful in predicting performance than universal personality dimensions, like the Big Five personality traits. The paper is based on the data of three medium-sized Spanish organizations (n=223) that were involved in a competency management project based on emotional and social competencies. SPSS and structural modeling techniques available in the SEM program LISREL 8.51 software are used to enter the empirical analyses of the paper. Results show that emotional competencies and personality traits are valuable predictors of job performance as measured by the nominations procedure in the study. In addition, competencies seem to be more powerful predictors of performance than global personality traits. The sample size is small. The paper will provide reflective practitioners with useful conceptual and developmental handles for emotional competencies within organizations. The paper helps to build a body of research that contributes to overcoming the paucity of evidence for the predictive validity of EI measures claimed by many authors.

Journal Title: The Journal of Management Development Volume: 28 Edition: 9 Page Numbers: 771-793
Why encouraging more people to become entrepreneurs is bad public policy.
Author(s): Shane Scott

Policy makers often think that creating more start-up companies will transform depressed economic regions, generate innovation, and create jobs. This belief is flawed because the typical start-up is not innovative, creates few jobs, and generates little wealth. Getting economic growth and jobs creation from entrepreneurs is not a numbers game. It is about encouraging the formation of high quality, high growth companies. Policy makers should stop subsidizing the formation of the typical start-up and focus on the subset of businesses with growth potential. While government officials will not be able to “pick winners,” they can identify start-ups with a low probability of generating jobs and enhancing economic growth. By eliminating incentives to create these low probability companies, policy makers can improve the average performance of new businesses.

Journal Title: Small Business Economics Volume: 33 Edition: 2 Page Numbers: 141-149