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NYU (Stern)

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NYU (Stern) 44 West 4th Street
New York, NY, 10012
United States
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Demographic Information

Number of full-time MBA students (2011): 

425

Number of part-time MBA students (2011): 

725

Total duration of full-time MBA program: 

21 months

MBA faculty (Fall 2010): 

313

Females as percent of student body: 

38%


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

Description of MBA Program: 

At NYU Stern, our mission is to develop ideas and leaders that transform the problems of the 21st century into opportunities that create value for business as well as society. The size and complexity of the problems—and opportunities—facing business today require leaders who understand the linkages between the financial and the real economy, between business and policy, and who can balance the quest for profit with a responsibility to the public good.   Tomorrow’s global business leaders must be forward-looking to succeed. Through the Stern MBA experience, we aim to cultivate an integrative mindset in our students—the ability to see the world through a wider lens, to grasp the bigger picture and to ask the right questions, in an effort to create value on a broad scale.


Stern was one of the first business schools to require an ethics course more than 30 years ago as part of its curricular requirements. Faculty across disciplines teach it and author the textbook for which the course is named, "Professional Responsibility."


NYU Stern also offers a specialization in Social Innovation and Impact and gives students access to the Social Impact Internship Fund, which provides funding to Stern MBA students who pursue summer internship opportunities in the social sector. Additionally, NYU Stern has officially "gone green" with the creation of a cross-functional task force led by students, the Stern Campus Greening Initiative, which works to devise and implement sustainability initiatives throughout the School at both the graduate and undergraduate levels.


We launched a comprehensive initiative in 2003 under our Business and Society Program Area called the Citi Leadership and Ethics Program, made possible through the generous support of the Citi Foundation. A hallmark is the annual appointment of a distinguished fellow, recognized for his or her activism in sustainability and business ethics. Students interact frequently with the fellow throughout the year. Dorian Dale, energy director and sustainability officer of Babylon, New York, is serving as the program’s eighth distinguished fellow, following in the footsteps of previous fellows including: Arthur Levitt, John Biggs, Harvey Goldschmidt, Charles D. Ellis, Alice Tepper Marlin, Fred Krupp and Mary Ellen Iskenderian.


At Stern, we don’t believe that learning begins and ends in the classroom. Our students express their social consciousness while putting into practice the business knowledge they’re gaining through their MBA program experience. Through our Stern Consulting Corps program, Stern MBAs provide pro-bono management and consulting services to small minority-owned businesses and not-for-profit groups serving the New York City community. As part of the NYU Stern Board Fellows Program, MBA students serve nine month fellowships on the boards of New York City based not-for-profit organizations. Students also take on leadership roles in the social impact arena through numerous student clubs, including the Social Enterprise Association, a chapter of Net Impact.


To help shape the future of the dynamic field of social entrepreneurship, the NYU Stern Berkley Center for Entrepreneurship and Innovation sponsors an annual Social Venture Competition, part of NYU Stern's Entrepreneurs Challenge. Participating teams, led by NYU students and alumni, pursue a double bottom line of social impact and financial sustainability or profitability, and the winners receive $100,000 in seed money and in-kind support. Recent prize-winning social ventures have taken on large-scale issues including dental care, childhood nutrition and access to clean water.



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

At NYU Stern, our philosophy includes instilling a sense of social responsibility in our MBA students. This includes environmental stewardship, and Stern is a trailblazer in putting a School-wide focus on how its community can actively reduce its environmental footprint and foster a double bottom-line culture. Stern has officially "gone green," with the creation of a cross-functional task force, the Stern Campus Greening Initiative (SCGI), which works to devise and implement sustainability initiatives throughout the School at both the graduate and undergraduate levels. SCGI was started in 2007 and has worked with the Stern administration on installing motion sensor-activated lighting, instituting double-sided printing on all campus printers, establishing refillable water stations, installing high-efficiency hand dryers, implementing single-stream recycling and placing new recycling bins throughout the School.

Academic Department

  • Management
    24 items
  • Marketing
    21 items
  • Finance
    17 items
  • Economics
    13 items
  • Organizational Behavior
    4 items
  • Accounting
    4 items
  • Strategy
    4 items
  • International Management
    3 items
  • CSR/Business Ethics
    3 items
  • Entrepreneurship
    2 items
  • Business Law
    1 items
  • Public & Non-Profit Management
    1 items
  • Production and Operations
    1 items
  • Quantitative Methods
    1 items
Course Name: Advanced Topics in Management Communication: Strategies in Persuasion for Financial Services Executives
Instructor: Stephen Mellas

No longer can executives rely on strong technical and analytical skills alone. Leaders must also be able to effectively communicate financial models, analytic results, strategic plans, and business forecasts to be credible, accountable and govern in a responsible manner. This course, designed for students who are both experienced communicators and seasoned professionals, will blend theoretical models for effective persuasion with practical application of course material. In this course, you will be placed into a simulated firm, where you will function as an individual, on a team, and as part of the firm itself. The simulation will be based on a firm dealing with the challenges of entering new markets, accessing capital, developing new products, and dealing with the challenges of growth and expansion while dealing with external challenges such as demonstrating adherence to industry related compliance matters, investor relation issues and expectations of corporate citizenship. Students will be challenged to operate outside their comfort zone as they establish relationships and partnerships with other departments in the firm, senior management, clients and public/private partnerships while learning tactics to achieve individual work-life balance and career goals. This course is built on the concept of a “career life cycle”. The life cycle encompasses a number of individual and group situations that an employee will face during the course of their career. One concept that we stress is while many of us look at a given situation at a given point of time, it is vitally important for individuals to realize that their “career life cycle” plays out in many different phases over a longer term. Imbedded in the life cycle will always be a number of personal, business, workplace, corporate and environmental events that must be considered when trying to establish a successful communication strategy; key to foster an overall balanced and progressive career and personal goal oriented path. As a result of taking a longer term view, students are able to embrace that learning and developing stronger professional, technical and communicative skills is a life long process (and not merely to be rushed because there is an upcoming business situation that needs addressing) which ultimately is key to their success in any business or industry. A benefit of the classroom teaching and role playing is that the strategies and lessons can be put into action immediately in a students “real” business and personal environment.

Course Name: Advanced Topics in Negotiation
Instructor: Seth Freeman, Gregory Janicik

Advanced topics are presented to illustrate specialized concepts in managerial negotiations, such as negotiating cross-culturally, making effective group decisions, negotiating mergers and acquisitions, and managing business integration teams. A full class session focuses on "Social Dilemmas", including a class exercise called Shark Harvesting and Resource Conservation (S.H.A.R.C.), which provide students with the opportunity to think about issues associated with the use of natural resources, as well as illustrating negotiation concepts. The original case is used to teach students about asymmetric social dilemmas and egocentric interpretations of fairness.

Course Name: Advertising Management
Instructor: Durairaj Maheswaran

This course deals with the management of advertising function in modern profit and nonprofit enterprises. This is primarily an advertising management course with a focus on understanding the effectiveness of advertising as a marketing tool. The emphasis is on exploring “why and when” advertising works rather than “how” advertising is done. While, a significant part of the course is about advertising management, we will also address some other elements of integrated marketing communication strategies such as direct marketing and interactive marketing.

The major purposes of this course include:

1. To provide analytical skills useful in planning and evaluating advertising campaigns.

2. To analyze critically the task of advertising under contemporary conditions and to examine the role of advertising as it relates to other marketing functions.

3. To evaluate the various types of policies that can be employed in guiding the advertising activity.

4. To develop an awareness of the major types of advertising problems faced by organizations with emphasis on the application of marketing concepts for effective decision making.

Course Name: An Integrated Approach to Financial Statement Analysis
Instructor: Haim-Dov Fried, Pepa Kraft, Joshua Livnat, Paul Zarowin

This course describes financial reporting objectives and methods used by corporations. Focuses on the analysis of the information in corporate financial statements, including the impact of alternative accounting procedures and assumptions. Offers ways to adjust for selected reporting differences. Discusses applications using cross-sectional and time series analysis. Case studies (including firms with international operations), computer databases, and computer-based assignments may be used. The course incorporates environmental liabilities and costs in financial statements. Relevant topics covered in the course include (1) the social impact of pension accounting as well as (2) environmental liabilities accounting.

Course Name: Application Of Portfolio Analysis
Instructor: Robert Gordon

Advanced professional strategies for managing portfolios and evaluating financial instruments are examined. Topics range from arbitrage trading strategies to contrarian investing to issues in public pension fund management. Class discussions include the social benefits of the arbitrageur, how taxes effect investor behavior, the benefits (and costs) of diversification and the Trading of Pollution Credits.

Course Name: Authentic Leadership Development
Instructor: Mayer, Diana

The purpose of Authentic Leadership Development is to prepare students to become leaders of organizations and embark on paths of personal leadership development. This course encourages students to recognize accountability for both long term impacts and short term contributions, and to be aware consciously about fiduciary responsibility to all stakeholders. It also encourages students to step up to leadership responsibilities early and often, and to develop practices and disciplines for leadership effectiveness. Emphasis is placed on discussing values, principles, and ethical boundaries, and on defining leadership purposes that transcend self-interest.

Course reading materials include fourteen Harvard Business School business cases concerning the challenges of leaders’ life stories, including social entrepreneur Wendy Kopp of Teach For America, Narayana Murthy of Infosys and his values of Compassionate Capitalism, Andrea Jung of Avon and her focus on empowering women, and John Whitehead and his Life and Legacy of Leadership. In our classroom discussions, students are challenged to orient their moral compass, recognize the importance of corporate citizenship, and seek ways to empower leaders at all levels of an organization. In small discussion groups, students expand their exploration of issues such as leadership accountability, authenticity, personal responsibility, diversity, context, work/life balance challenges, and stewardship.

Course Name: Bankruptcy and Reorganization
Instructor: Edward Altman, Achim Holmes.

Since the start of, and even before, the current financial market crisis we have been discussing several relevant issues related to the social aspects of the crisis. These include: (a) incentive misalignment in financial institutions that led to the excessive risk taking and subordination of risk management. This was particularly true in the issuance of enormous amounts of sub-prime mortgage backed securities that has poisoned our financial markets and impacted the real economy leading to what we expect to be a long and severe economic recession. Enormous social costs through unemployment increases will be with us for several years, not to mention the significant upheaval caused by the loss of a home that has been foreclosed. In our courses we discuss the importance of a credit culture in organizations, like banks, and what happens when we lose that culture.

Course Name: Brand Planning/Strategy
Instructor: Scott Galloway

This course provides the framework for building a brand-equity driven, sustainable business. It explores what it takes to build a long-term customer experience and mutually rewarding relationship. Assesses the global competitive marketplace and discovers what it will take to win the war and the net value that may be gained. Once we believe in the certainty of winning, then we move on to defining the business, creating a vision, positioning, setting objectives, developing a competitive marketing strategy, and the marketing mix program. Creatively explores multiple ways that the branded product experience can create associations in the mind that may develop into mindshare (e.g., the immediate and preferential recalling of your brand when a need arises). Measures the knowledge effects of brand awareness, disposition, propensity, expectations, attitudes, and behavior and discovers the resulting level of brand equity. Students get a sense of what it will take to compete effectively in the challenging and vastly changing brand world. The class is organized around multiple methods of learning including text readings, case analyses, a team-based Brand Building Project, and market-based visitor presentations. A portion of the course is based on the branding of social causes.

Course Name: Building & Managing Customer Relationships
Instructor: Young-Hoon Park

This course focuses on the new marketing tools and techniques - one-to-one marketing; databases; data mining and modeling; CRM; testing and measurement; Internet marketing; and integrated marketing communications - that businesses use to attract the right new prospects, convert them to buyers, and gain their loyalty over the long term. Customer acquisition and retention is where the art of marketing and the science of data come together. This kind of marketing is targeted, measurable, and ROI-driven. With these marketing approaches, marketing can be accountable to shareholders and stakeholders. Industries for which these concepts are particularly applicable include pharmaceutical, automotive, financial services, telecom, media, high-tech, travel and tourism, and business to business. Relevant topics include the legal and ethical issues related to consumer privacy and database marketing.

Course Name: Business and the Federal Government
Instructor: Thomas Smith

This course explores the roles of business and the United States federal government in the functioning of the global economy. Whether or not students plan to live or work in the United States after graduation, they will face the challenges of operating a business in a place that has a national government of some kind. National governments perform essential functions with respect to the economy, and this course is intended to force students to wrestle with large and complicated public policy issues, many of which they will face over and over again in their professional careers. Each of six seminars will explore a key point of tangency between the private sector and the national government: Growing the national economy; Financing the national economy; Trading between companies across borders; Regulating the relationship between labor and capital; Providing a social safety net; Conserving public resources, esp., the environment The course is designed for students who are preparing to be future business leaders, but who have an interest in understanding the public policy context in which firms operate. How does the economy work? What is government's role in the business cycle? What should the role of government be in regulating other aspects of the private sector? How should business relate to national governments? What ethical considerations come into play?

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Type of Offering

  • Extracurriculars
    21 items
  • Career Services
    8 items
  • Degree Types
    3 items
  • Institutes and Centers
    4 items
  • Student Clubs
    17 items
Reynolds Foundation Graduate Fellowship in Social Entrepreneurship
Type: Fellowship
Date: 2010

New York University offers tuition scholarships for graduate students interested in social entrepreneurship. The Reynolds Foundation Graduate Fellowship in Social Entrepreneurship is available to students pursuing a master’s or professional degree in any of NYU’s graduate or professional schools on a full-time basis. The fellowship includes a speaker series, social entrepreneurship coaching sessions and courses focused on social entrepreneurship. Reynolds Fellows have the opportunity to meet other students interested in social entrepreneurship from a wide range of disciplines throughout NYU.

Sixth Annual Satter Conference of Social Entrepreneurs: Measuring Impact, Valuing Investment
Date: November, 2009

The Sixth Annual NYU Stern Satter Conference of Social Entrepreneurs convened prominent thought-leaders in the social entrepreneurship field to present strategies and techniques on measuring social impact at the organizational level. Partnering with advisers from the Acumen Fund, Ashoka and McKinsey & Co., among others, to set the conference agenda, NYU Stern’s Berkley Center for Entrepreneurial Studies engaged leading social entrepreneurs, investors and philanthropists, scholars and educators in a dialogue on lessons learned in outcome measurement for social value creation and the latest approaches in assessing social impact.

Fifth Annual Haitkin Lecture
Date: October, 2009

Hosted by NYU Stern's Business and Society Program Area, the Haitkin Lecture series highlights issues of ethics and integrity in the practice of business. The 2009 Haitkin Lecture was delivered by Rosanne Haggerty, founder and president of Common Ground, a non-profit organization focused on developing solutions to homelessness.

Seventh Annual NYU Stern’s Citi Leadership and Ethics Conference
Date: March, 2010

NYU Stern's Business and Society Program Area and Citi Leadership and Ethics Program, supported by the Citi Foundation, convened executives, academics and students for its Seventh Annual Conference, "New Challenges in Microfinance." The forum explored market-based solutions to some of the world's most intractable social problems. The keynote speaker was the program's Distinguished Annual Fellow, Mary Ellen Iskenderian, president and CEO of Women's World Banking.

Seventh Annual Satter Conference of Social Entrepreneurs: Measuring Social Impact
Date: November, 2010

The Seventh Annual NYU Stern Satter Conference of Social Entrepreneurs brought together leading experts from the public, nonprofit, for-profit and academic fields to discuss new knowledge, theories and strategies around measuring social impact and the social capital market. In gathering a diverse and committed group of leaders, the conference provided the latest approaches in assessing social impact in the maturing social entrepreneurship field, and included discussions on the benefits of investing in social enterprises and the importance of selling organizational impact to investors.

Association of Hispanic and Black Business Students’ (AHBBS) 25th Annual Conference: Moving Forward: Building Momentum for the Milestones Ahead
Date: October, 2010

The Association of Hispanic and Black Business Students’ (AHBBS) 25th Annual Conference featured a number of speakers, including Kym Hubbard, treasurer and chief investment officer for Ernst & Young, Barbara Byrne, vice chairman of investment banking for Barclays Capital, and Lance LaVergne, chief diversity officer for New York Life Insurance. The conference centered on a variety of diversity issues.

The Center for Japan - U.S. Business & Economic Studies Speaker: Professor Mark Tilton
Date: April, 2010

Professor Mark Tilton of Purdue University spoke to Stern MBA students about Japan’s role as a leader in combating climate change. Citing reduced energy usage supported by the population’s reliance on public transportation and high gasoline taxes, Professor Tilton praised Japan’s record on carbon emission control and discussed the Japanese government’s challenges in further reducing emissions.

SEA Speaker Series
Date: 2010

The SEA Speaker Series aims to expose SEA members to leaders who are successfully leveraging business skills to create positive social impact, and to provide innovative organizations with access to talented and entrepreneurial students who are eager to make a difference. 2010 speakers included John Wood, Room to Read; Mary Ellen Iskenderian, Women's World Banking; Peter Goldmark, Environmental Defense Fund; Acumen Fund Fellows; Rafael Jappa, the AfDB; and Tim McCollum, Madecasse.

Ross Roundtable: Not-for-Profit Organizations in Economic Uncertainty
Date: February, 2010

The Vincent C. Ross Institute hosted a panel of experts from the nonprofit sector and legal and accounting professions to discuss issues facing nonprofit management and boards of directors during times of economic uncertainty. The panel discussed their views on how nonprofit organizations can survive in turbulent times.

Tenth Annual Global Business Conference: Diverse Opportunities and Innovation in Emerging Markets
Date: February, 2010

Nine MBA student clubs at NYU Stern collaborated to host the Tenth Annual Global Business Conference, "Diverse Opportunities and Innovation in Emerging Markets." The conference served as a forum to examine emerging and frontier financial markets around the world, with a focus on risk management. Topics included the role of social accountability in business, cross-sector partnerships in meeting business and social needs in emerging markets, regional challenges and opportunities, and the role of ethics in investment in frontier markets. A highlight of the conference was a presentation by Alice Tepper Marlin, founder of Social Accountability International, on working conditions in Indian factories.

2010 NYU Directors' Institute
Date: May, 2010

The 2010 NYU Directors' Institute, hosted by the NYU Pollack Center for Law & Business, is a one-day continuing education program for newly elected board of directors members focused on strengthening corporate governance practices. By fostering interaction among peers and with experts and practitioners in the fields of law, business and regulation, members learn the legal, fiduciary and ethical responsibilities of their board roles. The 2010 Institute, "Board Monitoring of Risk Management," featured John Thain, chairman & CEO of CIT Group Inc. as the keynote speaker.

Association of Hispanic and Black Business Students’ (AHBBS) 24th Annual Conference: Reflect, Rethink, Reshape: Exploring the New Normal
Date: October, 2009

The Association of Hispanic and Black Business Students’ (AHBBS) 24th Annual Conference featured panel discussions, interactive workshops and a lineup of distinguished speakers. Morning keynote speaker Richard Gay, executive vice president of strategy and operations for MTV and VH1, reflected on his career to give participants practical career advice. The 2009 Distinguished Alumni Award was presented to Allan Boomer, vice president of private wealth management at Goldman, Sachs & Company and chair of the NYU Stern Alumni Council. Two concurrent industry discussion panels focused on new challenges and opportunities in the financial sector and strategies for implementing new tactics and mediums in marketing. An intercultural communications workshop, "Managing Across Cultures" was presented by William Cruz, President of TCB Consulting.

2010 Pre-Term Community Service
Date: September, 2010

Each fall during NYU Stern Pre-Term, first-year students partner with several organizations to conduct community service projects. Partner organizations have included Big Brothers Big Sisters of New York City, Multiple Sclerosis Society, Avon Walk for Breast Cancer, Leukemia & Lymphoma Society, Food Bank for New York City and the Alzheimer's Association.

NYU Pollack Center for Law & Business Student Luncheon Lecture Series: Thoughts on Business, Professionalism and Responsibility to Society
Date: March, 2010

The NYU Pollack Center for Law and Business hosted Larry D. Thompson, senior vice president, government affairs, general counsel and secretary of PepsiCo, to share his insights on business, professionalism and responsibility to society. His talk was part of the Student Luncheon Lecture Series which exposes students to distinguished practitioners in business and corporate law through discussions of topics of interest.

2009 Pre-Term Community Service
Date: September, 2009

Each fall during NYU Stern Pre-Term, first-year students partner with several organizations to conduct community service projects. Partner organizations have included Big Brothers Big Sisters of New York City, Multiple Sclerosis Society, Avon Walk for Breast Cancer, Leukemia & Lymphoma Society, Food Bank for New York City and the Alzheimer's Association.

The Center for Japan - U.S. Business & Economic Studies Speaker: Professor Frank Upham
Date: November, 2009

Professor Frank Upham of NYU Law School spoke to Stern MBA students on the role of property rights in economic development. Professor Upham discussed the creation of property rights in Japan after the Meiji Restoration of 1868 and China's recent economic growth within the context of poorly-defined property rights. He stressed the importance of legally defined and enforceable property rights in ensuring social justice.

2010-11 Annual Social Venture Competition

The NYU Stern Entrepreneurs Challenge, which includes the Annual Social Venture Competition, is the premier platform for identifying, nurturing and showcasing entrepreneurial talent at NYU. Managed by Stern’s Berkley Center for Entrepreneurship and Innovation, the Challenge provides aspiring entrepreneurs with frameworks, mentoring and financial support to stimulate new venture creation. Social ventures must pursue the double bottom line of social impact and financial sustainability or profitability. Winners of the Social Venture Competition will receive the Stewart Satter Family Prize of $100,000, supported by Stern alumnus, Stewart Satter. The 2010-11 winners will be announced in the spring.

2009-10 Annual Social Venture Competition

The NYU Stern Entrepreneurs Challenge, which includes the Annual Social Venture Competition, is the premier platform for identifying, nurturing and showcasing entrepreneurial talent at NYU. Managed by Stern's Berkley Center for Entrepreneurship and Innovation, the Challenge provides aspiring entrepreneurs with frameworks, mentoring and financial support to stimulate new venture creation. Social ventures must pursue the double bottom line of social impact and financial sustainability or profitability. Winners of the Social Venture Competition receive the Stewart Satter Family Prize of $100,000, supported by Stern alumnus, Stewart Satter. The winning social ventures included a fast, networked water testing device for disaster response efforts, and an organization that aims to bring oral health care to millions of Americans who do not have adequate access to dental care.

First Annual NYU Social Innovation Symposium
Date: February, 2011

NYU Stern MBA student club Social Enterprise Association is collaborating with student organizations at NYU Wagner and NYU Law School to host the First Annual Social Innovation Symposium in Spring 2011. The symposium will feature keynote speaker Chris Hughes, founder and executive director of Jumo, and discussions of new technologies, meaningful impact, emerging strategies and professional development in social enterprise.

Eighth Annual NYU Stern's Citi Leadership and Ethics Conference
Date: February, 2011

NYU Stern's Business and Society Program Area and Citi Leadership and Ethics Program, supported by the Citi Foundation, will host the Eighth Annual Conference for MBA students and alumni to explore how to apply market-based approaches to address environmental issues and foster economic growth. Distinguished Citi Fellow Dorian Dale, energy director and sustainability officer of Babylon, NY, will keynote.

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A Meta-Ethical Perspective on Organizational Identity
Author(s): Matthew Statler

Although much of the growing literature on organizational identity implicitly recognizes the normative nature of identity, the ethical implications of organizational identity work and talk have not yet been explored in depth. Working from a meta-ethical perspective, we claim that the dynamic, processual, and temporal activities recently associated with organizational identity always have an ethical dimension, whether “good” or “bad.” In order to describe the ethical dimensions of organizational identity, we introduce the balance theory of practical wisdom as a theoretical framework, and connect this theory to existing organizational identity concepts. We present an empirical case focused on an international paint company to illustrate the relevance of this theory for empirical organizational identity research. Our intention is to expand existing theory by bringing an aspect of organizational identity that has been tangentially acknowledged to the forefront, and by identifying it as a fruitful avenue for future theory development as well as empirical research.

Journal Title: Journal of Business Ethics Volume: 94 Edition: 3 Page Numbers: 427-440
Alexander Hamilton, Central Banker: Crisis Management During the US Financial Panic of 1792
Author(s): Richard Sylla; David Cowen

Most scholars know little about the panic of 1792, America's first financial market crash, during which securities prices dropped nearly 25 percent in two weeks. Treasury Secretary Alexander Hamilton adroitly intervened to stem the crisis, minimizing its effect on the nascent nation's fragile economic and political systems. US policymakers soon forgot the crisis-management techniques Hamilton invented but failed to codify. Many of them were later rediscovered and became theoretical and practical standards of modern central-bank crisis management. Hamilton, for example, formulated and implemented "Bagehot's rules" for central-bank crisis management eight decades before Walter Bagehot wrote about them in Lombard Street.

Journal Title: Business History Review Volume: 83 Edition: 1 Page Numbers: 61-86
An Analysis of the Role of Gender and Self-Efficacy in Developing Female Entrepreneurial Interest and Behavior
Author(s): Jill Kickul

To capture the talents of the next generations in new venture creation and to maintain the levels of entrepreneurship in our society, a vibrant "pipeline" of potential entrepreneurs is required. Previous research has shown this pipeline may still be weak, especially for women entrepreneurs. This paper explores the relationships between gender, entrepreneurial education, and entrepreneurial self-efficacy on entrepreneurial intentions and behaviors using the data from different sample groups in three different stages of education and career development: middle and high school students, MBA students, and early career adults. The results of our analyses underscore the importance of entrepreneurial self-efficacy as a key component in understanding entrepreneurship interest and actual career choice. The positive influence of entrepreneurship education on self-efficacy proved stronger for women than for men. Implications for entrepreneurship educators as well as study limitations and areas for future research are discussed.

Journal Title: Journal of Developmental Entrepreneurship Volume: 14 Edition: 2 Page Numbers: 105-119
Biases in social comparisons: Optimism or pessimism?
Author(s): Geeta Menon

Social comparisons typically lead to two kinds of biases: A comparative optimism bias (i.e., a tendency for people to view themselves as more likely than others to be the beneficiaries of positive outcomes) or a comparative pessimism bias (i.e., a tendency for people to view themselves as less likely than others to be such beneficiaries); rarely are people fully calibrated in terms of how they compare to others. However, there is little systematic research on the factors that determine when a comparative optimism versus pessimism bias will occur, how they can be attenuated and whether such attenuation is always desirable. In this paper, we report four studies which demonstrate the following key results: First, we show that perceived level of control over the outcome drives whether a comparative optimism or pessimism bias will occur (Study 1). Second, an increase in perceived similarity between self and a comparison target person attenuates the comparative optimism bias in domains that people view as highly controllable (Study 2a) and attenuates the comparative pessimism bias in domains that people view as less controllable (Study 2b). Finally, we show that people are willing to work harder when they experience more comparative optimism in higher control scenarios and when they experience less comparative pessimism in lower control scenarios, illustrating that motivating people to strive harder for positive outcomes can result from exacerbated or attenuated bias, depending on the context (Study 3).

Journal Title: Organizational Behavior and Human Decision Processes Volume: 108 Edition: 1 Page Numbers: 39-52
Corporate Governance Externalities
Author(s): Viral Acharya

When firms compete in the managerial labor market, the choice of corporate governance by a firm affects, and is affected by, the choice of governance by other firms. Firms with weaker governance offer managers more generous compensation packages to incentivize them. This behavior forces firms with good governance to pay their management more than they would otherwise. This externality reduces the value to firms of investing in corporate governance and produces weaker overall governance in the economy. The effect is stronger the greater the competition for managers. The need to raise external capital by firms can improve governance levels not just in the firms that are directly affected by these mechanisms, but also in the competing firms. However, poor governance can also be employed by incumbent firms as a strategic deterrent to entry by new firms. We discuss the implications of this externality view of corporate governance for regulatory standards, ownership structure of firms, and the market for corporate control.

Journal Title: Review of Finance (was European Finance Review) Volume: 14 Edition: 1 Page Numbers: 1-33
Deductio Ad Absurdum: CEOs Donating Their Own Stock to Their Own Family Foundations
Author(s): David Yermack

I study large charitable stock gifts by Chairmen and CEOs of public companies. These gifts, which are not subject to insider trading law, often occur just before sharp declines in their companies’ share prices. This timing is more pronounced when executives donate their own shares to their own family foundations. Evidence related to reporting delays and seasonal patterns suggests that some CEOs fraudulently backdate stock gifts to increase personal income tax benefits. CEOs’ family foundations hold donated stock for long periods rather than diversifying, permitting CEOs to continue voting the shares.

Journal Title: Journal of Financial Economics Volume: 94 Edition: Page Numbers: 107-123
Government Bureaucracy, Transactional Impediments, and Entrepreneurial Intentions
Author(s): Jill Kickul

In environments where information asymmetries and changing market conditions are ever-present, discerning between different macro-level and contextual factors that stimulate or inhibit entrepreneurial activity still needs to be validated. Utilizing our own primary data ( N = 1473 across 10 countries) as well as secondary data (World Bank Economic Forum, Global Financial Data, and Transparency International), we investigate the role that several contextual indices (e.g. perceptions of an entrepreneurial culture) and macro-level indices (e.g. government corruption, GDP per capita, and ease of doing business indices) have on entrepreneurial intentions. Results reveal the impact government corruption and the concomitant transactional impediments have on the degree of entrepreneurial interest across countries. Entrepreneurship interest and behavior is important in many of these emerging countries to fuel new economic growth, social stability and overall prosperity.

Journal Title: International Small Business Journal Volume: 27 Edition: 5 Page Numbers: 626-645
Government Bureaucracy, Transactional Impediments, and Entrepreneurial Intentions.
Author(s): Jill Kickul

In environments where information asymmetries and changing market conditions are ever-present, discerning between different macro-level and contextual factors that stimulate or inhibit entrepreneurial activity still needs to be validated. Utilizing our own primary data ( N = 1473 across 10 countries) as well as secondary data (World Bank Economic Forum, Global Financial Data, and Transparency International), we investigate the role that several contextual indices (e.g. perceptions of an entrepreneurial culture) and macro-level indices (e.g. government corruption, GDP per capita, and ease of doing business indices) have on entrepreneurial intentions. Results reveal the impact government corruption and the concomitant transactional impediments have on the degree of entrepreneurial interest across countries.

Journal Title: International Small Business Journal Volume: 27 Edition: 5 Page Numbers: 626-645
Innovation Ecology as a Precursor to Entrepreneurial Growth: A Cross-Country Empirical Investigation
Author(s): Jill Kickul

Purpose – The purpose of this paper is to examine the governmental, economic, and technological factors contributing to a country's innovation ecology that have an impact on sustainable economic growth.

Design/methodology/approach – This paper investigates governmental, economic, and technological supports that comprise the innovation ecology of 34 nations using ordinary least squares, discriminant analysis, and mediated regression. It is proposed that the strength of a country's innovation ecology is associated with greater sustainable entrepreneurial growth opportunities. Innovation indicators and trend analyses were collected from Eurostat Yearbook 2007, Science and Technology, and Global Financial Data over the 1995-2005 period.

Findings – The results reveal that while the influence of government and the economic environment encourage innovation ecology, having resources at the research and development levels, human capital, and early seed funding were key indicators of innovation. The greater the degree of research and development, the availability of a highly skilled labor force, and the amount of private and public venture capital funding, the more likely it is that a strong national innovation ecology will emerge leading to the creation of new business ideas and growth opportunities.

Originality/value – The results contribute to the understanding of the significant role of innovation investment for new business development and growth.

Journal Title: Journal of Small Business and Enterprise Development Volume: 16 Edition: 3 Page Numbers: 375-390
Investor protection and cross-border acquisitions of private and public targets
Author(s): Kose John

We examine the announcement-period acquirer returns and target values for a large sample of cross-border acquisitions by U.S. firms, differentiating between private and public targets and paying particular attention to the legal protection of minority shareholders in the target country. For high-protection target countries, acquirer announcement-period returns are significantly negative for public targets and significantly positive for private targets. For low-protection target countries, the acquirer returns are significantly positive for public targets and insignificantly different from zero for private targets. For public targets, acquirer returns are decreasing and target-firm values and acquisition premia are increasing with the level of investor protection. For private targets, investor protection does not affect acquirer returns or target-firm values. We find that bidder returns decrease with the level of creditor protection in the target country and increase with the quality of accounting standards. Our results also show that in low- protection countries, firm-level corporate governance mechanisms, such as higher insider ownership, may substitute for the lower level of investor protection.

Journal Title: Journal of Corporate Finance Volume: 16 Edition: 3 Page Numbers: 259-275
Is Doing Good Good for You? How Corporate Charitable Contributions Enhance Revenue Growth
Author(s): Baruch Lev

This study examines the impact of corporate philanthropy growth on sales growth using a large sample of charitable contributions made by U.S. public companies from 1989 through 2000. Applying Granger causality tests, we find that charitable contributions are significantly
associated with future revenue, whereas the association between revenue and future contributions is marginally significant at best. We then identify the mechanism underlying our findings. Our results are particularly pronounced for firms that are highly sensitive to consumer perception, where individual consumers are the predominant customers. In addition, we document a positive relationship between contributions and customer satisfaction. Overall, our evidence suggests that corporate philanthropy, under certain circumstances, furthers firms’ economic objectives.

Journal Title: Strategic Management Journal Volume: 31 Edition: 2 Page Numbers: 182-200
More Insiders, More Insider Trading: Evidence from Private Equity Buyouts
Author(s): Viral Acharya

This paper studies how insider trading intensity is affected by the joint effects of competition and regulation. Prior theoretical research has found that, in the absence of regulation, more insiders leads to more insider trading. We show that optimal regulation, however, features detection and punishment policies that get stricter as the number of insiders increases, giving rise to lower insider trading in equilibrium. We construct measures of the likelihood of insider activity prior to bid announcements of private equity buyouts during the period 2000-2006 and relate these to the number of financing participants. We find that suspicious stock and options activity is associated with more equity participants, while suspicious activity in bond and CDS markets is associated with more debt participants. These results may be consistent with models of limited competition among insiders, but are inconsistent with our model of optimal regulation.

Journal Title: Journal of Financial Economics Volume: 98 Edition: 3 Page Numbers: 500-523
Outside monitoring and CEO compensation in the banking industry
Author(s): Kose John; Hamid Mehran

We hypothesize that CEO compensation is optimally designed to trade off two types of agency problems: the standard shareholder-management agency problem as well as the risk-shifting problem between shareholders and debtholders. Analyses in this setup produces two predictions: (1) the pay-for-performance sensitivity of CEO compensation decreases with the leverage ratio; and (2) the pay-for-performance sensitivity of CEO compensation increases with the intensity of outside monitoring on the firm's risk choice. We test these two hypotheses for the banking industry where regulators and nondepository (subordinated) debtholders provide outside monitoring on the risk choice. We construct an index of the intensity of outside monitoring based on three variables: subordinated debt rating, non performing loan ratio and examination rating assigned by regulators. We find supporting evidence for both hypotheses.

Journal Title: Journal of Corporate Finance Volume: 16 Edition: 4 Page Numbers: 383-399
Teaching History in Business Schools: An Insider's View,
Author(s): Robert Wright

I question Madansky’s (2008) critique of standalone business history courses by arguing that the subprime mortgage crisis of 2007 and the financial panic of 2008 may not have occurred if business history was taught more widely and thoroughly in business and public policy schools. The current crisis is the seventh of its kind in U.S. history and occurred for the same reason, perverse incentives, as the first six. History can also illuminate the best way out of the crisis and reduce the likelihood of recurrence.

Journal Title: Academy of Management Learning and Education Volume: 9 Edition: 4 Page Numbers: 697-700
The Boundary-less Classroom: Extending Social Innovation and Impact Learning to the Field
Author(s): Jill Kickul

Purpose – The purpose of this paper is to demonstrate how extending social innovation and impact learning to the field was accomplished.

Design/methodology/approach – The paper discusses how experiential learning can be adapted to social entrepreneurship education and how to structure the course and deliverables. It highlights the importance of students' selection and preparation.

Findings – The paper shares some students' reflections on their fieldwork and how they dealt with new ideas. It also provides three central lessons – “go real”, “go deep”, “get feedback” – that were learned through the experience.

Research limitations/implications – Since information from only one course offering has been reported, a simple generalization should be made cautiously. For this reason, the transferability of this experiential learning course to other regions of the world is discussed and recommendations are offered for educators who want to engage in a successful “boundary-less classroom.”

Originality/value – Initial evidence is provided that the success of experiential learning in social innovation and impact can be guaranteed by a number of elements, including students' preparation to assist them as they confront challenges found in the field experience. Experiential learning would not be transferable without deep intercultural understanding and a well-chosen selection of social enterprises and social entrepreneurs with whom to collaborate.

Journal Title: Journal of Small Business and Enterprise Development Volume: 17 Edition: 4 Page Numbers: 652-663
The Power of Emotional Appeals in Advertising: The Influence of Concrete Versus Abstract Affect On Time-Dependent Decisions
Author(s): Geeta Menon

In this article, the authors explore the role of affective appeals in advertising on time-dependent decisions—that is, decisions for the short term versus the long term. They introduce the distinction between abstract and concrete affect and, in two experiments, show that concrete affective appeals drive behavioral intentions more strongly in the short-term perspective, whereas abstract affective appeals appear to drive behavioral intentions more strongly in the longer-term perspective. Their findings help extend our thinking on the role of emotional appeals in advertising as they also introduce a new distinction in such appeals: “concrete versus abstract affect.” The authors provide examples and illustrations for concrete and abstract affect and discuss the implications of their finding.

Journal Title: Journal of Advertising Research Volume: 50 Edition: 2 Page Numbers: 169-180
The price of sin: The effects of social norms on markets
Author(s): Marcin Kacperczyk

We provide evidence for the effects of social norms on markets by studying ‘‘sin’’ stocks—publicly traded companies involved in producing alcohol, tobacco, and gaming. We hypothesize that there is a societal norma gainst funding operations that promote vice and that some investors, particularly institutions subject to norms, pay a financial cost in abstaining from these stocks. Consistent with this hypothesis, we find that sin stocks are less held by norm-constrained institutions such as pension plans as compared to mutual or hedge funds that are natural arbitrageurs, and they receive less coverage from analysts than do stocks of otherwise comparable characteristics. Sin stocks also have higher expected returns than otherwise comparable stocks, consistent with them being neglected by norm-constrained investors and facing greater litigation risk heightened by social norms. Evidence from corporate financing decisions and the performance of sin stocks outside the US also suggest that norms affect stock prices and returns.

Journal Title: Journal of Financial Economics Volume: 93 Edition: 1 Page Numbers: 15-36
Understanding New Registered Nurses’ Intent to Stay at Their Jobs
Author(s): William Greene

Newly licensed registered nurses (NLRNs) are critical members of the health care and hospital workforce. Most hospitals hired at least one new graduate in 2000 (Group, 2002). The National League for Nursing (2006) estimates that there were about 84,878 new graduates in 2005, most of whom will pass the licensure examination to become NLRNs. It is thought that many of these new RNs leave hospital positions within 1 year of starting work (Squires, 2002), which is sooner than RNs with more experience. The number of people choosing nursing in their late 20s and 30s has increased in the last several years, moderating the widespread shortage of nurses that was predicted, but the shortage still will be sizable by 2020 (Auerbach, Buerhaus, & Staiger, 2007; U.S. Department of Health and Human Services, 2002).

Nursing turnover is costly for health care organizations. When an employee leaves, organizations incur hiring, orientation, and decreased productivity costs as well as temporary replacement costs. Estimates of these substantial costs are 1.2 to 1.3 times the 1-year salary of a registered nurse (RN) (Jones, 2004; Jones, 2005) to replace a single RN, or up to 5% of a hospital's budget for yearly turnover costs (Waldman, Kelly, Arora, & Smith, 2004). These costs often are paid by the government as a major payer of health care costs in the United States.

While employee turnover is costly, it may also benefit employers and employees. A new employee brings experience and education to employers that may benefit the employer. When RNs switch jobs they often increase their salaries. Job switching may also improve an employee's working conditions, commute time, benefits, or intangibles of value to the employee. However, we could not locate any studies that examine the net societal costs and benefits of RN turnover.

Journal Title: Nursing Economics Volume: 27 Edition: 2 Page Numbers: 81-98
Understanding Shifting Power Relations within and across Organizations: A Critical Genre Analysis
Author(s): Natalia Levina

This paper touches upon some ethical dilemmas involved in inter-organizational relationships, specifically the ones between clients and consultants. Consultants often use unclear language and practices to convince clients of their views (often without substance). On the other hand, internal client departments recognizing this unethical behavior among consultants can use it for power plays. For example, an IT department manager drew more resources to her pet projects arguing that consultants (who were recommending not to sponsor these projects) should not be listened to. In this case, the consultants were actually right, but their prior unethical behavior hurt their credibility and allowed the power play of the IT manager.

Drawing on an in-depth qualitative study of a consulting project, we examine how conditions of novelty and ambiguity on interorganizational engagements produce inconsistent norms and expectations for guiding project interaction. Clients and consultants attempt to resolve the resulting discursive tensions while also increasing their organization’s influence on the project. As diverse institutional contexts offer multiple legitimate ways of practicing, agents draw on such alternatives to renegotiate power relations. We develop a theoretical framework and empirical approach for understanding how discursive resources from diverse institutional contexts can be used to transform power relations within and between organizations.

Journal Title: Academy of Management Journal Volume: 52 Edition: 4 Page Numbers: 672-703
Why, When and How should the Effect of Marketing be Measured? A Stakeholder Perspective for Corporate Social Responsibility Metrics,
Author(s): Priya Raghubir; Russell Winer

This article provides a framework that can be used to design a metrics system for organizations with multiple stakeholders and shows how it can be applied in the area of corporate social responsibility (CSR). The authors propose that the effort to identify, collect, and calibrate metrics is critical for the diffusion of CSR activities across corporations because metrics allow the goals of different stakeholders to be expressed in terms of a single common denominator. The authors propose the AGREE model, which incorporates multiple stakeholders (audiences); multiple value functions (goals); the inputs, commitments, and actions needed to realize the consensus goals (resources); intertemporal returns (effectiveness); and the costs of such actions (efficiency). This approach leads to a set of metrics that can be used to assess the impact of CSR actions on stakeholders beyond the company's customers, collaborators, and competitors to the larger community. The article concludes with an examination of the issues involved in harnessing CSR metrics to evaluate performance and guide future actions.

Journal Title: Journal of Public Policy & Marketing Volume: 29 Edition: 1 Page Numbers: 66-77
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