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Beyond Grey Pinstripes

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Columbia Business School

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Columbia Business School 3022 Broadway
Suite 1801
New York, NY, 10019
United States
View A School Profile: Compare to Another School

Demographic Information

Number of full-time MBA students (2011): 

741

Number of part-time MBA students (2011): 

0

Total duration of full-time MBA program: 

20 months

MBA faculty (Fall 2010): 

288

Females as percent of student body: 

32%
Who Are the Students? See what percentage of the 2010-2011 graduating class came to this MBA program from the private sector, the non-profit sector and government jobs
 
Private Sector (92%)
 
Non-profit (5%)
 
Government (3%)


  • School Information
  • Courses
  • Outside the Classroom
  • Faculty Research

Description of MBA Program: 

Columbia Business School's philosophy is to provide a framework for students to think in broader terms about their role in business and society, and prepare them with the skills, knowledge and experience to respond to the challenges of a rapidly changing world. The School ensures that environmental and social issues are woven throughout the core curriculum, elective courses, extra-curricular activities and in academic research.

 

The School’s Individual, Business and Society (IBS) curriculum equips students not only with the fundamentals of management, but also with the ability to thoughtfully consider the sometimes competing demands of business, individuals and society at large. Core course lectures and case studies prepare students to think critically about these topics. Orientation events, guest lecturers and panels complement the in-class discussions.

 

The School also offers a range of electives that address social and environmental issues across many divisions, including: Business Economics, Finance, International Business, Management, Marketing, Operations Management and Social Enterprise. Faculty members include leading academics, as well as practitioners who come to campus as adjunct professors, guest lecturers and speakers in the classroom.

 

Columbia Business School places strong emphasis on attracting students with diverse backgrounds and interests. These students take leadership roles in organizing events, bringing speakers to campus and collaborating with faculty and staff members on activities that highlight social and environmental issues, including annual conferences, distinguished speaker sessions, lunchtime panels, career activities, study trips and social events with students, alumni and professionals. Specific activities include the annual Social Enterprise conference, Paul M. Montrone Seminar Series on Ethics, Global Social Venture Competition, the KPMG Peat Marwick/Stanley R. Klion Forum and pro bono consulting projects with international development organizations, small businesses and nonprofits.

 

A number of centers and programs encourage students to explore social and environmental issues within and outside the classroom. The Sanford C. Bernstein & Co. Center for Leadership and Ethics is the umbrella for activities related to: individual leadership and integrity; corporate governance; and corporate social responsibility. The Social Enterprise Program supports summer internships with nonprofit and public sector organizations.



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

Beyond the School’s courses centered on clean energy, socially responsible investing, and finance and sustainability—which address the use of financial services and business practices to improve the environment, reduce poverty, advance developing countries, improve corporate governance, develop social entrepreneurs, and more—Columbia Business School is continually taking steps to reduce its environmental footprint and create a positive social and environmental impact.



The Business School, housed in three buildings on Columbia University’s Morningside campus, reduces its waste in many areas. The School minimizes printing as much as possible, adhering to a digital default for most marketing and communications materials. It has also been exploring more options to further reduce its resource use and is investigating e-reader options to replace course-related printing, which will allow students to access course readings electronically.



What resources the School does use, it recycles—including paper, plastic, aluminum, other office supplies such as batteries and printer ink cartridges, etc. There are recycling bins in all public spaces in the School and throughout campus. The University as a whole has long-term sustainability goals that the Business School fully supports, including reducing its greenhouse gas emissions on campus by 30 percent per square foot by 2017. The Business School uses fluorescent bulbs throughout all offices and classrooms, which is a University-wide initiative that reduces CO2 emissions by 1.6 percent. The University has also adopted more efficient ways of cooling buildings with chilled water systems, which are expected to reduce CO2 emissions by 5 percent. These cooling systems have already been implemented in the three buildings the Business School occupies. Additionally the University does not use styrofoam in any of its cafeterias, including Uris Deli in the Business School.



The University has also led the way in building green—buildings on campus that a renovated or newly built strive for LEED (Leadership in Energy and Environmental Design) certification standards. This goal is also set for the construction of the University’s new Manhattanville campus, where the new Business School buildings will be built. These buildings are projected to meet LEED certification standards, and the construction site will be monitored by a proactive approach—Environmental Performance Commitments Plan (EPC Plan)—to reduce its diesel emissions and minimize impacts of construction on the surrounding community.



In addition to its environmental impact, the School also positively impacts local and international communities. Columbia Business School students have applied their business skills at numerous organizations that directly impact New York City and beyond. Through the Social Enterprise Summer Fellowship Program—which helps provide MBA talent through summer internships to public and nonprofit organizations, NGOs, and social ventures—students work to create social and environmental value. There is a large interest in the community development and education sectors, and many students have worked with charter school networks like Uncommon Schools and KIPP, as well as the NYC Port Authority and the Department of Cultural Affairs. This past summer, one of the summer fellows interned at Living Cities, a philanthropic collaborative that uses mainstream financial markets to improve historically neglected urban neighborhoods and is based out of Harlem.

 

The School's Nonprofit Board Leadership Program (NBLP) cultivates the next generation of nonprofit board leaders by engaging them with alumni who serve on nonprofit boards within NYC. These MBA students then work with alumni mentors and the executive directors of these nonprofits on specific projects relevant to these organizations. NBLP students have worked on projects with such organizations as the Environmental Advocates of New York, the Riverside Park Fund, Jumpstart, Crutches for Kids, the Chinese American Planning Council, Girls Inc., Friends of the Children, Figure Skating in Harlem, Chege Orphanage, the West Side YMCA, and more.

 

Ultimately, the School’s greatest accomplishments lie in what our students go on to do after business school and how they impact the world. Many of our students proceed into business areas focused on creating social and environmental value upon graduation. One of our widely known alumni is Ron Gonen '04 who co-founded RecycleBank, a green rewards program that motivates people to take environmental actions. The company measures and tracks the amount a household recycles and then awards points that can be used at more than 1,500 partners, including Target, Starbucks, and Coca-Cola. We also have alumni at such organizations as Greenwich Energy Solutions, Kilroy Realty Corporation's Sustainability Programs, Deloitte Sustainability, the Environmental Defense Fund, and Greentech Capital Advisors. Andrea Wenner '05 founded Out2Play, a nonprofit that builds playgrounds at city schools. So far, her organization has raised $20 million and built more than 100 playgrounds at elementary schools, mostly in low-income areas. She was featured as one of Crain's New York Business Forty Under 40 rising stars.

 

Columbia Business School also facilitates groups for alumni to connect and network with fellow alumni in their common interest areas focused on improving society and the environment. These groups include such interest areas as arts management, clean technology, international development, microfinance, community development, and more. These networks allow alumni to engage with other alumni and the School in a positive way, focusing on innovation and ideas at the intersection of business, society, and the environment.

Academic Department

  • Finance
    13 items
  • Management
    12 items
  • Economics
    8 items
  • Entrepreneurship
    7 items
  • International Management
    6 items
  • Public & Non-Profit Management
    6 items
  • Marketing
    4 items
  • Accounting
    4 items
  • Production and Operations
    4 items
  • Quantitative Methods
    2 items
  • Strategy
    2 items
  • Business and Government
    2 items
  • Business Law
    2 items
  • Organizational Behavior
    1 items
  • CSR/Business Ethics
    1 items
  • Environmental Management
    1 items
Course Name: Advanced Corporate Finance
Instructor: Patrick Bolton, Charles Calomiris, John Moon

This course provides a comprehensive examination of selected corporate finance issues. It focuses on the design of financial policy, financial transactions and the valuation of firms, both in the United States and internationally. Topic areas include the measurement of the cost of capital, capital budgeting, project valuation, costs of accessing public securities markets, risk management and securitization, the effects of information and control costs on contract design, valuation of real options, corporate payout policy and capital structure, highly levered transactions, the market for corporate control, financial distress and debt restructuring in bankruptcy. Corporate governance topics include: the role of the board of directors, executive compensation, fiduciary duties, the market for corporate control, regulatory intervention and the Sarbanes-Oxley Act. Governance systems and case examples in Japan and Germany are explored. Evidence of earnings management from research studies and the effect of options on earnings ‘management’ are also discussed. Relevant cases discussed include: USX Corporation and Livedoor.

Course Name: Advanced Seminar on Managing Teams
Instructor: Michael Morris

This seminar focuses on learning about various styles of leadership, in particular coaching individuals and leading teams. It studies models of coaching relationships and the coaching process as well as specific techniques for reading people, giving feedback, and building commitment and confidence. Topics covered are related to the use of teams in organizations. The course analyzes the best practices for structuring teams and leading them, particularly virtual and multicultural teams. The course uses a combination of assessment, experiential activities, and coaching to ensure that the seminar is not just an academic discussion—but also a clinic for developing skills. Specific social impact topics include how cultural diversity on teams can be a source of creativity or frustration, depending on how it is managed. The course explores why firms use internationally diverse teams and develops frameworks for leveraging diversity as an opportunity for team performance rather than an obstacle.

Course Name: Applied Wealth Management
Instructor: Josephine Linden, Erin Belissimo

This course exposes students to the complexities of managing personal wealth, taking into consideration social and emotional issues as well as investment strategies that support family goals. The course is taught primarily through lectures, interactive case discussions, and supplemented by relevant guest speakers. The asset allocation curriculum is based on Graham and Dodd investment principles and draws from the value investing framework taught at the Heilbrunn Center at Columbia Business School. In addition, other basic functions of wealth management, including goal setting, organizational structure and family governance, as well as philanthropy and wealth transfer decisions are addressed.

Course Name: Behavioral Economics and Decision Making
Instructor: Eric Schoenberg, Eric Johnson

It is well established that successful marketing and business strategies depend on a thorough understanding of how customers make decisions. However, traditional models of customer decision making, especially so-called normative or rational models, have serious limitations. Rather than making decisions in the manner postulated by these models, customers often use a variety of rules and processes that lead to (sometimes counterintuitive) decision behavior. The purpose of this course is to inform future managers and consultants of customers’ decision rules and their associated biases and to enable these future managers and consultants to incorporate such insights in their business and marketing strategies. The course has two facets. First, it gives students a broad overview of important results from various behavioral sciences (e.g., behavioral decision research, social and cognitive psychology, consumer research) that clarify how customers really make decisions. Second, it investigates how these results can be leveraged to design original and more effective marketing and business strategies. Specific social and environmental impact topics covered include how to innovate based on behavioral principles, using a case on hybrid electric vehicles, the auto industry’s response to fuel economy standards, and related readings on the psychology of new product adoption.

Course Name: Business in Society: Doing Well by Doing Good?
Instructor: Geoffrey Heal

There is a clear intellectual underpinning for the use of a market-based economy: under certain conditions a competitive market system meets the needs of consumers, and does so efficiently. In a world where this insight holds, there is no conflict between maximizing shareholder value and maximizing stakeholder or social value: maximizing one attains the other. You do well (financially) by doing good (socially) - or as Adam Smith put it you do good as a by-product of seeking to do well.

In practice it is clear that matters do not always work out like this and that conflicts can arise between maximizing profits and doing what is good for stakeholders and society. Are these first or second-order effects? When do these conflicts arise? How serious are they? How can they be resolved?

This course focuses on these timely and classical issues and looks both at the ideas behind them and cases of companies that have been affected by possible conflicts between shareholder and stakeholder values, and at how they have managed these conflicts.

Topics include: governments and NGOs, business in low wage countries, socially responsible investing, and the environment and business.

Course Name: Business Innovations in International Development
Instructor: Antony Bugg-Levine

Rapid industrialization in countries such as China and India in the past 20 years has lifted hundreds of millions of people out of poverty and exemplified the power of private enterprise to drive economic growth at a scale that traditional development practice has not. In the face of this evidence, development orthodoxies that traditionally rejected the role of the private sector are crumbling. However, as billions of people remain mired in poverty, so too are simplistic assertions that markets can cure all problems. Against this backdrop, business expertise and business practices are being harnessed to the goals of economic and social development. This course describes how to harness business approaches and resources, often through unexpected partnerships, to promote economic and social development. The course aims both to introduce students to the different ways in which business skills and experience can promote development and to provide a deeper appreciation for the complexities and challenges inherent in making this work. Innovations in products and services, as well as innovations in finance and investing (social investment and impact investing) are explored.

Course Name: Carbon Finance
Instructor: Bruce Usher

This course explores the science of climate change and its related economic and environmental impacts, and carefully examines the financial tools and techniques that can be applied to combat climate change in the context of evolving global policy. Specific areas to be covered include the use of capital markets to create market-based emissions trading systems, venture capital to develop low emissions technologies, project finance to build clean energy projects, and corporate finance to manage businesses impacted by climate change and ultimately, related regulatory changes.

Course Name: Corporate Finance
Instructor: Daniel Paravisini, Navin Chopra, Daniel Wolfenzon, David Beim

Topics addressed: Should managers maximize just shareholder value? Should it be the sole or primary objective? Is this equivalent to maximizing the current stock price? What if this involves manipulating the stock price? Is there a short-run versus long-run distinction?

Shareholder value comes from the present value of the future. Managers who cheat or take shortcuts — even if they have yet to be discovered by the market — are destroying shareholder value, because they will eventually be caught. Managers must recognize that maximizing shareholder value does not mean doing the wrong thing. In fact, such actions as corporate charitable giving or recalling a potentially defective product may very well be in the shareholders’ best interest. Maximizing shareholder value can also mean maximizing societal value, simultaneously doing well by the company and doing the right thing. Students explore broader constituencies that have a stake in the firm, and what evidence (e.g. the DJSI) that sustainability and CSR strategies can lead to long term firm value. Inside a corporation, “making the world better,” is not an idealistic notion but rather something to be achieved by maximizing shareholder value.

Course Name: Corporate Governance
Instructor: Franklin Edwards

As boards of directors go, Enron's was a Dream Team, stacked with sophisticated, distinguished captains of industry as well as experts in finance, investing and accounting. So what went wrong? How was it that this directorial dream team failed to prevent one of most shocking corporate scandals in history, one that reduced the nation's seventh biggest company to a pathetic, bankrupt carcass in a matter of weeks?

But the questions shouldn't stop there. Although the board is surely meant to serve as a first line of defense against the sort of misdeeds that transpired at Enron - or WorldCom, or Tyco, or Adelphia, or Global Crossing, or Healthsouth - it is merely one mechanism within an elaborate system of checks and balances that is supposed to protect the shareholders who own the company. What about the government regulators? The auditors? The stock exchanges? Money managers and big institutional investors? Equity analysts? Debt rating agencies? Did the entire system of corporate governance break down? Is it hopelessly flawed, or merely in need of fine-tuning. Would this have happened in other countries?

To find some answers, this new course will provide a broad understanding of how and why the system came to be what it is today, and how it compares with the way corporate governance is handled overseas. We will examine each mechanism of corporate governance in terms of how it works - and how it doesn't. But this won't be a textbook discussion. We'll delve into these themes through a provocative discussion of current and historical events, ranging from the Enron debacle to the landmark legal cases that govern proper corporate behavior.

Topics include: why has corporate governance become a central issue in the United States as well as in most other countries, the role of corporate law in the functioning of the modern corporation and in financial markets, the limits of corporate law, the fiduciary duties of officers and directors, the role of the board of directors and the audit committee, the implications of the Enron debacle, shareholder rights and the proxy system, executive compensation and incentive alignment, stock options and equity compensation, the role of large owners, the protection of minority shareholders, institutional ownership and the role of institutional investors in corporate governance, the role of gatekeepers, hostile takeovers and takeover defenses, derivative stockholder suits, and recent proposals to improve corporate governance, such as the Sarbanes-Oxley Act and recent stock exchange listing requirements. While the central focus of the course is U.S. corporate governance, throughout the course the U.S. is compared to the corporate governance systems used in other countries on a topic specific basis, and the trend towards international convergence in corporate governance systems is examined.

In the end, students will hopefully walk away with a foundation of knowledge with which to ask the right questions at the right time as they step out into the real world, whether within the corporation, or outside as analyst, auditor, banker, or investor.

Course Name: Credit Crisis: As Seen Through Different Lenses
Instructor: Thomas Russo

This course explores the credit crisis from multiple vantage points within the financial services industry, studies the effects of policy and regulation, and presents recommendations on how to move forward. The first part of the course focuses on the current issues facing large global financial services companies, and the second part explores policy issues the U.S. Government is facing in determining the future regulatory structure of the industry. Social impact topics include: the role of business leaders, ethical principles, and risk management; interactions with the Press, executive compensation, and the role of future of government regulation.

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Type of Offering

  • Extracurriculars
    10 items
  • Career Services
    2 items
  • Degree Types
    5 items
  • Institutes and Centers
    5 items
  • Student Clubs
    6 items
Corporate Social Responsibility Case Competition
Type: Case Competition
Date: November, 2009

Columbia Business School’s Corporate Social Responsibility Case Competition is an MBA case competition organized by the Social Enterprise Club, and the General Management Association with the support of Columbia CaseWorks. It challenged teams of first- and second-year students to apply concepts and theories to a current challenging CSR issue. The case last year, written by Professor Andrew Ang, considered the exclusion of Wal-Mart from the Norwegian Government Pension Fund’s investment universe and the subsequent divestiture of Wal-Mart by the fund; it looks at the issues socially responsible investing raises for portfolio managers.

Paul M. Montrone Seminar Series on Ethics

The Paul M. Montrone Seminar Series on Ethics is organized by the Bernstein Center with professors and the Student Leadership and Ethics Board. This series focuses on real-life ethical issues and the consequences of decisions, and on fostering open dialogue between business leaders and a small group of students, providing an opportunity for discussion and reflection, which students do not always have in a lecture. While everyone carries values from their upbringing, these values are often latent, not examined or discussed. This is a forum for bringing assumed values into the open, where they can be challenged and honed.

Leadership and Ethics Month
Type: Month of Student-run Activities
Date: March, 2010

Leadership and Ethics Month is organized by the Bernstein Center’s Student Leadership and Ethics Board. Events and activities highlight current ethical and leadership issues and energize the Columbia Business School community about such matters in business. Students organize debates, workshops, speaker events and roundtable discussions that focus on a variety of topics, including insider trading, the sub-prime lending crisis, climate change, and marketing to the conscious consumer.

Global Social Venture Competition
Type: Student Competition
Date: April, 2010

The Global Social Venture Competition (GSVC) began in 1999 at the Haas School of Business. In 2001, Columbia Business School and The Goldman Sachs Foundation partnered with Haas to extend the reach of the competition. London Business School and a number of other business schools have joined this partnership. GSVC aims to foster a new generation of business leaders that value the social as well as the profit potential of business. Winning ventures have included an alternative energy company, a nonprofit charter school, a microfinance venture, and a community-employment enterprise operating in rural and low-income urban areas. Please visit www.gsvc.org.

The Botwinick Prizes in Business Ethics and Ethical Practice in the Professions
Date: October, 2010

The Botwinick Prize in Business Ethics recognizes an outstanding leader who exhibits the highest standard of ethical conduct in business or the professions. This prize was established through a generous donation from Columbia Business School alumnus Benjamin Botwinick (BS '26). This annual event is part of the school's individual Business and Society program, which emphasizes a commitment to ethical management in its core curriculum, extra curricular activities, faculty-led seminars and research. Prize recipients in the past have included Peter Blom, CEO of Triodos Bank, Patrick Cescau, CEO of Unilever, and James Sinegal, President and CEO of Costco. More information: www.gsb.columbia.edu/leadership/speakerseries/botwinick

International Impact Investing Challenge
Type: Competition
Date: March, 2011

The International Impact Investing Challenge is an invitation-only pitch competition focused on designing investment vehicles that create sustainable impact and are of the size and scope that would be of interest to institutional investors. MBA students are challenged to propose and defend a sustainable investment strategy for an institutional investor that has a $10 to $50 million mandate for making sustainable investments. The final event, in its first year, will be held at the J.P. Morgan headquarters in New York in April. A selection panel of experienced investors and officers who currently manage family foundations, pension funds, university endowments, etc. review the pitches. Judging criteria rewards high performance, sustainability-driven investments. Portfolios are judged for an understanding of the interdependence among business, society and the environment for a competitive advantage.

Microlumbia Fund - Conference
Date: April, 2010

Columbia Business School students manage Microlumbia, a student-run microfinance fund with the intent to not only educate students about assets that can empower the poor through investment in developing countries, but also to provide students with opportunities in consulting, investment management, and financial assistance to microfinance organizations. The fund’s conference has featured Nancy Barry, founder of Nancy Barry Associates and former president of Women’s World Banking, as well as other microfinance professionals and alumni. Please visit www.microlumbia.org.

Clean Tech Month
Type: Networking and speakers events, career sessions
Date: February, 2011

Clean Tech Month is organized by the Green Business Club, in partnership with the Energy Club and other relevant student groups across the School and University. Events and activities highlight major trends, technologies, investment strategies, and opportunities for impact investors. Students organize networking and career events, speaker events, and roundtable discussions. These focus on a variety of topics, including impact investing in the renewables value chain, infrastructure project finance, the green collar economy, sustainable communities and green building, smart grid technologies, climate change and carbon trading, and sustainable transportation.

Annual Social Enterprise Conference
Date: October, 2010

The Social Enterprise Conference brings together industry leaders, students, academics and practitioners to share best practices and engender new ideas surrounding the intersection of business, society and the environment. Past conferences have explored strategies and challenges in areas including: Social and Environmental Impact, Leadership and Ethics, and Social Capital Markets. Panels feature speakers from all sectors to challenge and deepen current understanding of topics such as global health and business, corporate social responsibility, community development finance, bottom of the pyramid business strategies, climate change and renewable energy, private equity in emerging markets, multinationals and corruption, and education. More information: www.gsb.columbia.edu/socialenterprise/events/conferences/

Annual Social Enterprise Program Reception
Type: Social Event
Date: February, 2010

The annual Social Enterprise Program reception is an opportunity for alumni, students and practitioners to network, learn about the many innovations occurring in the program and catch up with old friends. Receptions in past years have been held at the Whitney Museum of American Art, and Christie’s auction house in New York.

Annual Social Enterprise Executive Recruiters

The Annual Social Enterprise Executive Recruiters discussion brings together experts who recruit for high level positions with companies (sustainability, CSR, renewables, energy), international development, nonprofit and public sector, and social ventures. Students and alumni are invited to learn, not just about the immediate job search process, but how to develop a career path over a lifetime, with organizations pursuing strategies and programs designed to benefit society and the environment, as well as be financially sustainable (whether through revenue generation/business models, or from grants and philanthropic funding).

Career Services

Students pursuing careers in public and nonprofit management, international development, corporate social responsibility/sustainability and social entrepreneurship, have access to numerous resources at the school. Staff, faculty and students work collaboratively to develop relationships with organizations, provide industry information, organize career days, speaker panels, networking events, and annual study/career trips, and to circulate job announcements.

The Career Management Center maintains a library of materials related to social enterprise industries, including a research guide with online resources, books, industry directories and periodicals. The School contracts with MBA-Nonprofit Connection for full-time and internship postings, and counseling services. Students also connect with Net Impact, Bridgestar, JustMeans, Commongood Careers and other organizations that identify jobs and internships.

As well as supporting students pursuing social enterprise related positions immediately after graduation, the Social Enterprise Program is also a resource for students who seek to gain skills and experience in other areas before transitioning into social enterprise related positions within business, nonprofit or public organizations. Loan assistance is also provided to support graduates working in nonprofit or public sector organizations. Alumni working for companies also find ways to create social value, both within and outside their careers.

MBA/Master of Science in Earth Resources Engineering
MBA/Master of International Affairs
MBA/Masters in Public Health
MBA/Master of Science (Urban Planning)
MBA/MS in Social Work
Eugene Lang Entrepreneurship Center
Business School Housing? Yes
Number of Faculty: 34
Contact Name: Murray Low
Contact Email: mbl2@columbia.edu

The mission of the Eugene Lang Entrepreneurship Center is to instill entrepreneurial thinking in all Columbia Business School students and to create a community of business practitioners with a lifelong commitment to achieving social and economic progress through entrepreneurship. Entrepreneurship is integrated throughout the core MBA curriculum, crossing all disciplines and touching all students. For students interested in launching their own ventures, both for profit and not for profit, the school offers a comprehensive program of specialized courses, labs, workshops and funding opportunities.

The Center has numerous initiatives that highlight social and environmental issues. The Lang Fund provides seed capital to qualifying student ventures and has invested in several social ventures. The Entrepreneurial Greenhouse Program helps both for profit and not for profit student ventures prepare for launch by providing access to experts and opportunities to present ideas to investors and/or potential donors. Active participation in the Global Social Venture Competition promotes the creation of businesses that aim for both financial and social returns. The Center also partners with the Social Enterprise Program in offering electives related to social impact management.

The Social Enterprise Program
Business School Housing? Yes
Number of Faculty: 20
Contact Name: Raymond Fisman
Contact Email: rf250@columbia.edu

The Social Enterprise Program advances the understanding of how management can contribute to society and the environment and develops the next generation of social enterprise leaders. The program supports a broad range of activities that help expose students to the breadth and depth of social enterprise, help students develop a perspective on how to apply business skills to social enterprise endeavors, and help align personal and professional values to navigate careers that result in social benefits to a broader community.

The program is a resource for all students and alumni, whether they seek a career in the field, have an interest in volunteering or serving on a nonprofit board, or simply want to learn more about social innovations in business. An array of elective courses are tailored to specific career interests, including nonprofit and public sector management, corporate social responsibility and sustainability, international development and emerging markets, and social entrepreneurship. A wide range of activities organized by the program and by such clubs as the Social Enterprise Club, the International Development Club, and others, offer MBA students exposure to exciting social innovations happening in all sectors of business.

Paul Milstein Center for Real Estate
Business School Housing? Yes
Number of Faculty: 11
Contact Name: Lynne Sagalyn
Contact Email: lbs4@columbia.edu

"The Paul Milstein Center for Real Estate is home to the MBA Real Estate Program at Columbia Business School. In addition to offering a curriculum focused on real estate finance, investment management and entrepreneurship, the center hosts a variety of activities, some of which include broader social and environmental themes. Industry experts speak at center sponsored activities on such topics as green building, creating smart communities, and establishing socially and economically beneficial public-private partnerships. The Center also encourages faculty, staff and student participation in the Urban Land Institute, an industry group whose mission is to provide responsible leadership in the use of land in order to enhance the total environment.

The Sheldon Seevak Real Estate Business Plan Competition attracts entrepreneurial real estate projects in all areas of real estate: investment, development, asset management and technology-driven initiatives. Entrants are paired with an industry mentor, who provides critical feedback during the plan development stage; final submissions are judged by a panel of senior real estate practitioners. Open to Columbia MBA students, this annual event has counted community-development focused plans among its winners. Reclaimed brownfields, urban renewal and affordable housing are among the themes addressed by cash-prize winners over the years."

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A Framework for Financial Reporting Standards: Issues and a Suggested Model
Author(s): Stephen Penman

This paper addresses the issues that confront the FASB and IASB in developing a new conceptual framework document. First, we suggest characteristics that a conceptual framework ought to exhibit. Most of these suggestions are based on our critique of the existing framework and the FASB-IASB work in progress. Second, we present a model framework that exhibits these characteristics. We emphasize up front that this framework is quite explicit. It goes to the heart of what a framework document should do: it places specific restrictions on what constitutes admissible accounting standards. The purpose of our effort is to stimulate broad discussion of alternative approaches to foundational documents and to offer a specific example of such an alternative approach.

Journal Title: Accounting Horizons Volume: 24 Edition: 3 Page Numbers: 471-485
A Perspective on the Canadian Accounting Standards Board Exposure Draft on Generally Accepted Accounting Principles for Private Enterprises
Author(s): Stephen Penman

SYNOPSIS: The Canadian Accounting Standards Board (hereafter, AcSB) recently issued an exposure draft to adopt separate GAAP for private enterprises. This new GAAP is justified as being consistent with the current FASB/IASB conceptual framework, but is sensitive to the different cost-benefit considerations facing private entities. We view this proposal as being innovative and responsive to the differential reporting needs of private entities. In this article we explain our reasoning and conclusions on several issues raised by the exposure draft starting with a discussion about the need for a separate conceptual framework for private enterprises. We sketch a preliminary conceptual framework that could be used to develop and justify the type of changes proposed in this exposure draft. We then discuss key issues raised in the exposure draft such as reliance on historical cost as the key basis of measurement, the significant reduction in disclosure requirements for private enterprises, and stopping the emerging issues committee from providing implementation guidance (no EICs). We also comment on the mechanism for financing the standard-setting board, the need to ensure compatibility between accounting and auditing standards, and a process for adjusting the education system to support this new private enterprise GAAP.

Journal Title: Accounting Horizons Volume: 24 Edition: 1 Page Numbers: 129-137
An Experimental Test of Advice and Social Learning
Author(s): Bogachan Celen

Social learning describes any situation in which individuals learn by observing the behavior of others. In the real world, however, individuals learn not just by observing the actions of others but also from seeking advice. This paper introduces advice giving into the standard social-learning experiment of Celen and Kariv (Celen, B., S. Kariv. 2005. An experimental test of observational learning under imperfect information. Econom. Theory 26(3) 677-699). The experiments are designed so that both pieces of information-action and advice-are equally informative (in fact, identical) in equilibrium. Despite the informational equivalence of advice and actions, we find that subjects in a laboratory social-learning situation appear to be more willing to follow the advice given to them by their predecessor than to copy their action, and that the presence of advice increases subjects' welfare.

Journal Title: Management Science Volume: 56 Edition: 10 Page Numbers: 1687-1701
Are CEOs compensated for value destroying growth in earnings?
Author(s): Sudhakar Balanchandran

Prior research shows that firms generating earnings growth by improving profitability create shareholder value, while firms generating earnings growth through investment destroy value. This paper examines whether compensation committees consider this while determining CEO compensation. We first confirm prior results that growth from increased profitability is perceived by markets to add value while growth from investment does not. While growth from increased profitability is positively associated with compensation, so is growth from investment. The presence of institutional ownership increases the weight on growth from increased profitability, but does not reduce the weight on growth from investment. Further, value-oriented institutional ownership increases the sensitivity of compensation growth to growth from increased profitability and reduces the sensitivity to growth from investment. Contrarily, growth-oriented institutional ownership increases the sensitivity of compensation growth to growth from investment. Our results highlight the importance of understanding the nature of earnings growth in determining executive compensation.

Journal Title: Review of Accounting Studies Volume: 15 Edition: 3 Page Numbers: 545-577
Consumer Expectations and Culture: The Effect of Belief in Karma in India
Author(s): Donald Lehmann

In the customer expectations arena, relatively little attention has been paid to the impact on expectations of variation in cultural variables unique to a country. Here we focus on one country, India, and a major cultural influence there-the extent of belief in karma. Prior research in the United States suggests that disconfirmation sensitivity lowers expectations. Here we examine whether belief in karma and, consequently, having a long-term orientation, counteracts the tendency to lower expectations in two studies that measure and prime respondents' belief in karma. Results show that the extent of belief in karma, operating largely through its impact on long-run orientation, does moderate (decrease) the effect of disconfirmation sensitivity on expectations. These findings suggest that it is important to tailor advertising messages by matching them with customer expectations and their cultural determinants.

Journal Title: Journal of Consumer Research Volume: 37 Edition: 2 Page Numbers: 251-263
Contingent Reliance on the Affect Heuristic as a Function of Regulatory Focus
Author(s): Michel Tuan Pham; Tamar Avnet

Results from four studies show that the reliance on affect as a heuristic of judgment and decision-making is more pronounced under a promotion focus than under a prevention focus. Two different manifestations of this phenomenon were observed. Studies 1-3 show that different types of affective inputs are weighted more heavily under promotion than under prevention in person-impression formation, product evaluations, and social recommendations. Study 4 additionally shows that valuations performed under promotion are more scope-insensitive-a characteristic of affect-based valuations-than valuations performed under prevention. The greater reliance on affect as a heuristic under promotion seems to arise because promotion-focused individuals tend to find affective inputs more diagnostic, not because promotion increases the reliance on peripheral information per se.

Journal Title: Organizational Behavior and Human Decision Processes Volume: 108 Edition: 2 Page Numbers: 267-278
Corruption and Cross-Border Investment in Emerging Markets: Firm-Level Evidence
Author(s): Shang-Jin Wei; Beata Javorcik

This paper studies the joint impact of corruption on the entry mode and volume of inward foreign direct investment (FDI) using a unique firm-level data set. We find that corruption not only reduces inward FDI, but also shifts the ownership structure towards joint ventures. The latter finding supports the view that corruption increases the value of using a local partner to cut through the bureaucratic maze. However, R&D intensive firms are found to favor sole ownership.

Journal Title: Journal of International Money and Finance Volume: 28 Edition: Page Numbers: 605-624
Deriving Value from Social Commerce Networks
Author(s): Olivier Toubia; Andrew Stephen

Social commerce is an emerging trend in which sellers are connected in online social networks and sellers are individuals instead of firms. This article examines the economic value implications of a social network between sellers in a large online social commerce marketplace. In this marketplace, each seller creates his or her own shop, and network ties between sellers are directed hyperlinks between their shops. Three questions are addressed: (1) Does allowing sellers to connect to each other create value (i.e., increase sales)? (2) What are the mechanisms through which this value is created? and (3) How is this value distributed across sellers in the network and how does the position of a seller in the network (e.g., its centrality) influence how much he or she benefits or suffers from the network? The authors find that (1) allowing sellers to connect generates considerable economic value, (2) the network's value lies primarily in making shops more accessible to customers browsing the marketplace (the network creates a "virtual shopping mall"), and (3) the sellers who benefit the most from the network are not necessarily those who are central to the network but rather those whose accessibility is most enhanced by the network.

Journal Title: Journal of Marketing Research (American Marketing Association) Volume: 47 Edition: 2 Page Numbers: 215-228
Does Public Ownership of Equity Improve Earnings Quality?
Author(s): Sharon Katz

We compare the quality of accounting numbers produced by two types of public firms-those with publicly traded equity and those with privately held equity that are nonetheless considered public by virtue of having publicly traded debt. We develop and test two hypotheses. The "demand'' hypothesis holds that earnings of public equity firms are of higher quality than earnings of private equity firms due to stronger demand by shareholders and creditors for quality reporting. In contrast, the "opportunistic behavior'' hypothesis posits that public equity firms, because their managers have a greater incentive to manage earnings, have lower earnings quality than their private equity peers. The results indicate that, consistent with the "opportunistic behavior'' hypothesis, private equity firms have higher quality accruals and a lower propensity to manage income than public equity firms. We further find that public equity firms report more conservatively, in line with their greater litigation risk and agency costs.

Journal Title: Accounting Review Volume: 85 Edition: 1 Page Numbers: 195-225
Doing Good or Doing Well? Image Motivation and Monetary Incentives in Behaving Prosocially
Author(s): Stephan Meier; Dan Ariely; Anat Bracha

This paper examines image motivation -- the desire to be liked and well-regarded by others -- as a driver in prosocial behavior (doing good), and asks whether extrinsic monetary incentives (doing well) have a detrimental effect on prosocial behavior due to crowding out of image motivation. By definition, image depends on one's behavior being visible to other people. Using this unique property we show that image is indeed an important part of the motivation to behave prosocially. Moreover, we show that extrinsic incentives interact with image motivation and are therefore less effective in public than in private. Together, these results imply that image motivation is crowded out by monetary incentives; this means that monetary incentives are more likely to be counterproductive for public prosocial activities than for private ones.

Journal Title: American Economic Review Volume: 99 Edition: 1 Page Numbers: 544-555
Effectiveness of Corporate Well-Being Programs A Meta-Analysis
Author(s): Donald Lehmann

Health is a major component of well-being and quality of life (QOL) and an increasingly costly one. We examine the role of employers for promoting QOL. A meta-analysis examines the impact of fifty well-being programs, which address six health issues and use seven marketing approaches. The analysis indicates that well-being programs and marketing approaches significantly improve employee health and depend on company size and employee gender. Results, based on sixty studies, show there is significant opportunity to efficiently tailor corporate health programs.

Journal Title: Journal of Macromarketing Volume: 29 Edition: 3 Page Numbers: 279-302
Global Customer Management Programs: HOW TO MAKE THEM REALLY WORK
Author(s): Christoph Senn; Noel Capon

Identifying the right business model for addressing global customers and formalizing that model into a global customer management program is a key task for any firm with global aspirations. The key success factor is embedding the program firmly within the firm's corporate strategy. Simply leveraging domestic or regional account management into such a program will not deliver the desired results. Based on extensive research with a global company database, this article presents a framework for successfully introducing a global customer management program. It describes evolutionary stages and explains the challenges companies face. Finally, it identifies specific strategies and key principles for firms to master the transition to becoming truly customer centric on a global basis and thus generate substantial shareholder value.

Journal Title: California Management Review Volume: 52 Edition: 2 Page Numbers: 32-55
Information and Incentives Inside the Firm: Evidence from Loan Officer Rotation
Author(s): Andrew Hertzberg; Daniel Paravisini; Jose Maria Liberti

We present evidence that reassigning tasks among agents can alleviate moral hazard in communication. A rotation policy that routinely reassigns loan officers to borrowers of a commercial bank affects the officers' reporting behavior. When an officer anticipates rotation, reports are more accurate and contain more bad news about the borrower's repayment prospects. As a result, the rotation policy makes bank lending decisions more sensitive to officer reports. The threat of rotation improves communication because self-reporting bad news has a smaller negative effect on an officer's career prospects than bad news exposed by a successor.

Journal Title: Journal of Finance Volume: 65 Edition: 3 Page Numbers: 795-828
Optimal Mortgage Design
Author(s): Tomasz Piskorski

This article studies optimal mortgage design in a continuous-time setting with volatile and privately observable income, costly foreclosure, and a stochastic market interest rate. We show that the features of the optimal mortgage are consistent with an option adjustable-rate mortgage (option ARM). Under the optimal contract, the borrower is given discretion of how much to repay until his balance reaches a certain limit. The default rates and interest rate payment on the mortgage correlate positively with the market interest rate. Gains from using the optimal contract relative to simpler mortgages are the biggest for those who face more income variability, buy pricey houses given their income level, or make little or no down payment. Our model thus may help to explain a high concentration of option ARMs among riskier borrowers

Journal Title: Review of Financial Studies (Oxford University Press) Volume: 23 Edition: 8 Page Numbers: 3098-3140
Package Size Decisions
Author(s): Oded Koenigsberg; Rajeev Kohli

W e describe a model examining how a firm might choose the package size and price for a product that deteriorates over time. Our model considers four factors: (1) the usable life of the product, (2) the rates at which consumers use the product, (3) the relation between package size and the variable cost of the product, and (4) the minimum quantities consumers seek to consume for each dollar they spend (we call these reservation quantities). We allow heterogeneity in the usage rates and reservation quantities for the consumers. We show that when the cost increases as a linear or convex function of the package size, the firm should make packages of the smallest possible size. Smaller packages reduce waste and allow consumers to more closely match their purchases with desired consumption. This in turn allows the firm to charge a higher unit price and also sell more unit volume. The results imply that in a market with multiple package sizes ( produced by the same or competing firms), at least one of the packages must have the smallest possible size, provided the fixed cost of making the product is sufficiently low. For concave cost functions, the firm may find it optimal to make larger than smallest-size packages.

Journal Title: Management Science Volume: 56 Edition: 3 Page Numbers: 485-494
Pharmaceutical Price Discrimination and Social Welfare
Author(s): Frank Lichtenberg

Price discrimination is an extremely common type of pricing strategy engaged in by virtually every business with some discretionary pricing power. The issue of whether price discrimination reduces or increases social welfare has been considered by economists since at least 1920. At that time, it was demonstrated that, under certain (restrictive) conditions, price discrimination will reduce social welfare. Subsequent research has shown that price discrimination can increase social welfare, and that a necessary (but not a sufficient) condition for welfare to rise is that total output with discrimination exceeds the no-discrimination level. First, we present evidence about international drug price differentials. Drug prices in the top 5 countries are almost five times as high as they are in the bottom five countries. Certain features of the drug price distribution are surprising. For example, according to our drug price index, the price of drugs in Mexico (which has the second-highest drug prices) is 24% higher than it is in the U.S. (which ranks sixth out of 38 countries). There is a highly significant positive correlation between per capita income and the drug price index: on average, the price of drugs is lower in low-income countries. However, there are large deviations from the regression line. Countries (particularly low-income countries) with similar levels of income pay vastly different prices for drugs. Next, we examine income-related price differentials in the U.S. When price is defined as the amount paid by the patient, there is an inverted-U-shaped relationship between income and price. People in the lowest income category pay 25% less than high income people (16% less in cases when the patient paid nothing are excluded), but people in the middle income category (whose income is 125-200% of the poverty line) pay 6% more than high income people (whose income exceeds 400% of the poverty line). We perform an empirical investigation of whether the necessary condition for price discrimination to increase welfare—that it increase total output—is satisfied in the case of international pharmaceutical prices, by analyzing the relationship across drugs between total output growth and growth in international price dispersion. Drugs that had larger increases in international price dispersion had larger increases in total utilization, controlling for the growth in the mean price of the drug and the drug's vintage. Numerous studies have shown that increased prescription drug use results in improved health outcomes, or the converse: reductions in drug use result in worse health outcomes, such as higher risk of hospitalization and death. In addition to increasing the output of existing products, the ability to engage in price discrimination is likely to increase the number of new products. Contrary to the assumptions of some theoretical models, some markets that would not be served under uniform pricing will be served under price discrimination. This would be the case whenever there are fixed production costs, and the pharmaceutical industry has much higher fixed costs (especially R&D expense) as a percentage of sales than most other industries. Studies have shown that the amount of pharmaceutical R&D investment is influenced by factors (other than the ability to price discriminate) that determine the expected profitability of investment. Studies have also provided evidence that the development and use of new drugs has resulted in significant increases in longevity and health, and that overall, new drugs have been highly cost-effective.

Journal Title: Capitalism and Society Volume: 5 Edition: 1 Page Numbers: Article 2
Powerful People Are Better Liars
Author(s): Dana Carney

The stress of lying produces involuntary physiological reactions--such as half shrugs, rapid speech, and cognitive impairment--but liars who have power are much better at masking or suppressing those telltale signs than liars without power. Physiologically, high-power liars closely resemble truth tellers. Bottom line: Powerful people are more comfortable lying, and it is harder to tell that they're being dishonest.

Journal Title: Harvard Business Review Volume: 88 Edition: 5 Page Numbers: 32-33
Reflections-The Economics of Renewable Energy in the United States
Author(s): Geoffrey Heal

Greater use of renewable energy is seen as a key component of any move to combat climate change, and is being aggressively promoted as such by the new U.S. administration. Yet there has been little economic analysis of renewable energy. This article surveys the literature on the economics of renewable energy and adds to it. The conclusion is that the main renewables face a major problem because of their intermittency (the wind doesn't always blow nor does the sun always shine) and that this has not been adequately factored into discussions of their potential. Without new storage technologies that can overcome this intermittency problem, much of the decarbonization of the economy will have to come from nuclear, carbon capture and storage (CCS), and energy efficiency, with geothermal and biofuels making small contributions. Nuclear and CCS are not without their problems. New energy storage technologies could greatly increase the role of renewables, but none are currently in sight.

Journal Title: Review of Environmental Economics and Policy Volume: 4 Edition: 1 Page Numbers: 139-154
Securitization and distressed loan renegotiation: Evidence from the subprime mortgage crisis
Author(s): Tomasz Piskorski

We examine whether securitization impacts renegotiation decisions of loan servicers, focusing on their decision to foreclose a delinquent loan. Conditional on a loan becoming seriously delinquent, we find a significantly lower foreclosure rate associated with bank-held loans when compared to similar securitized loans: across various specifications and origination vintages, the foreclosure rate of delinquent bank-held loans is 3% to 7% lower in absolute terms (13% to 32% in relative terms). There is a substantial heterogeneity in these effects with large effects among borrowers with better credit quality and small effects among lower quality borrowers. A quasi-experiment that exploits a plausibly exogenous variation in securitization status of a delinquent loan confirms these results.

Journal Title: Journal of Financial Economics Volume: 97 Edition: 3 Page Numbers: 369-397
Shaping Customer Satisfaction Through Self-Awareness Cues
Author(s): Donald Lehmann; Michel Tuan Pham

Six studies show that subtle contextual cues that increase customers' self-awareness can be used to influence their satisfaction with service providers (while holding the objective service delivery constant). Self-awareness cues tend to increase customers' satisfaction when the outcome of a service interaction is unfavorable, but they tend to decrease customers' satisfaction when the outcome of the interaction is favorable. This is because higher self-awareness increases customers' tendency to attribute outcomes to themselves rather than to the provider. Self-awareness can even influence satisfaction with service interactions that occurred far in the past. The authors demonstrate these effects across a variety of lab and field settings with different simulated retail experiences and with different real-life service interactions, including college courses, meals taken at a university cafeteria, and items purchased at an actual clothing store. The results further show that attempts to shape customers' satisfaction by means of self-awareness are more likely to be effective when there is substantial customer responsibility for the outcome; when customers' responsibility is limited, such attempts may backfire.

Journal Title: Journal of Marketing Research (American Marketing Association) Volume: 47 Edition: 5 Page Numbers: 920-932

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