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Saint Joseph's University

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Saint Joseph's University
Saint Joseph's University (Haub)
 5600 City Avenue
309 Mandeville Hall
Philadelphia, PA, 19131
United States
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Demographic Information

Number of full-time MBA students (2011): 

70

Number of part-time MBA students (2011): 

110

Total duration of full-time MBA program: 

24 months

MBA faculty (Fall 2010): 

140


Description of MBA Program: 

The Erivan K. Haub School of Business at St. Joseph's University recently had the largest enrollment of any Jesuit business school in the nation. The University seeks excellence in business education that offers breadth in terms of broad-based coverage of business concepts and skills, depth through focus on specific industries and professions, and wholeness via education of men and women in service to others in accordance with the Ignatian tradition.

 

Haub School of Business Core Values

To achieve this vision and mission, the Haub School of Business is committed to:

1. Academic excellence – The HSB is committed to the Jesuit ideal of the "magis" or the more, the better way. Academic integrity is the cornerstone of our approach to teaching, an approach that emphasizes excellence in teaching and seeks rigor and student engagement.

2. Jesuit identity – As a college within a Jesuit university, the HSB is committed to the Jesuit ideals of ethics, justice, and social responsibility.

3. Scholarly contributions – The HSB encourages scholarly research that is essential to the professional development of our faculty, contributes to the practice of management, and informs and enlivens our teaching.

4. Innovative niche programs – From its inception, the HSB has been entrepreneurial in its approach to targeting and serving the needs of key industries and strategic niches. We seek to continue our creative focus on industry segments such as food, pharmaceuticals, financial services and public accounting.

5. Student welfare – "Cura personalis", that is, care and respect for each person, is a hallmark of Jesuit education. We will continue to support and encourage our students as they identify and pursue their personal and professional goals. Haub School undergraduate alumni who return for graduate business study are able to build on a foundation of ethics and moral philosophy required in their undergraduate study. HSB infuses ethics, CSR, sustainability, and social issues in all business disciplines in both undergraduate and graduate levels of study; in fact students at both levels must complete ethics and diversity/globalization requirements for graduation.

 

The Haub School also espouses its ethics-related values in part through the work of centers and institutes, notably the Pedro Arrupe Center for Business Ethics. The Arrupe Center integrates ethics into the Haub School’s teaching, curricular, and research agendas. It carries out this mission through various programs including course development, faculty research, a speaker series, faculty development and workshops, conferences and seminars, and student involvement. The Pedro Arrupe Center is also the sole sponsor of Saint Joseph’s graduate student chapter of Net Impact, an international organization that promotes using the power of business to make a positive social, environmental, and economic impact.

 

Effective in the 2011-12 academic year, Saint Joseph's University's Haub School of Business will offer three new and distinct majors/minors that will replace the Management major/minor. SJU-Haub will offer degree programs in Leadership, Ethics, and Organizational Sustainability (LEO); Family Business and Entrepreneurship (FBE); and Managing Human Capital (MHC).

 

Even though this transition involves undergraduate degree offerings, it reflects the Haub School's overarching commitment to ethics, corporate social responsibility, and sustainability. Our undergraduates who return to SJU-Haub for graduate school will build on their foundation in ethics, entrepreneurship, CSR, and sustainability. Also, SJU-Haub does not have separate, dedicated undergraduate and graduate faculty; HSB's faculty teach both undergraduate and graduate courses. In this regard, HSB students, overall, benefit from teaching and research synergies between the undergraduate and graduate levels.



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

Saint Joseph's University's extensive and expansive sustainability efforts are spearheaded by the University Committee on Sustainability. (Please see Saint Joseph's University's Statement on Sustainability at http://www.sju.edu/resources/sustainability/index.html.)

 

Vision -- Saint Joseph's University will minimize its detrimental impact on the environment and the surrounding community, while at the same time maintaining the highest standards in its mission of education, the advancement of knowledge, student formation and development, and service to the local, regional, national and international communities. This vision will be fulfilled within the framework of the Catholic and Jesuit traditions that are the heritage of Saint Joseph's University, and will be extended beyond SJU by its alumni.

 

Mission -- The mission of the University Committee on Sustainability is take a leadership role in identifying, developing, promoting and implementing environmentally sustainable practices for students, staff, and faculty at Saint Joseph's University and in all aspects of its operation.

 

Goals -- The Committee on Sustainability will:

  • Promote and support ongoing and new efforts relating to green and sustainability issues at SJU.
  • Publicize new and ongoing efforts within and outside of the SJU community.
  • Solicit input from the SJU community regarding green and sustainability efforts, specifically regarding potential new programs or activities and ways to improve ongoing efforts.
  • Provide information and guidance to the various offices within SJU involved in green and sustainability efforts.
  • Provide a mechanism for communication and planning regarding green and sustainability efforts involving administrative, faculty and student groups, offices and units.
  • Report annually, to the President and SJU community, on progress towards sustainability goals.

SJU's sustainability efforts are organized by nine working groups on campus: Education, Energy, Existing Infrastructure, Food, Green Spaces, Marketing, Purchasing, Recycling, and Transportation. Each working group has a list of goals traceable to a specific mission. Each working group's mission, goals, and efforts are outlined on the SJU Sustainability web site (http://www.sju.edu/resources/sustainability/).

 

In November 2010, SJU broke ground on the new 35,000 square-foot Post Learning Commons and Drexel Library renovations. The roof of the Learning Commons will be 2/3 "green" with drought hardy plants for storm water management.

 

Saint Joseph’s University has received a $1 million grant from the Department of Energy’s (DOE) Energy Efficiency and Renewable Energy Program (EEREA). The grant will fund key research and public education projects that will promote and advance responsible environmental stewardship at the University, in the greater Philadelphia area, and throughout the country. The award will also enable SJU to formally establish a proposed Institute for Environmental Stewardship. (See http://www.sju.edu/news/archives/energy_grant_100710.html.)

 

The SJU Sustainability Committee also maintains a blog (http://www.sju.edu/blogs/sustainability/). A complete list of current campus and local community events related to sustainability is found on the University Sustainability web site at http://www.sju.edu/resources/sustainability/upcomingevents.html.

 

There are also several student organizations that engage in activities related to sustainability at SJU and beyond. These include:

  • GREENCOW (Get Ready for Environmental Education Now/Conserve Our Wildlife), which focuses on environmental issues.
  • The SJU SustainAbility club, an undergraduate club of both business and arts and sciences students, whose goal is to increase awareness among students about sustainability and related issues (on Facebook)

Saint Joseph's also offers courses and other opportunities in both the Haub School of Business and the College of Arts and Sciences at both the undergraduate and graduate levels. The Environmental Sciences Program in CA&S, for example, offers both a major and a minor, and provides internships and other opportunities.

 

SJU's Drexel Library has also developed a Sustainability Toolkit of articles and books for faculty, staff, and students relating to sustainability and sustainable development. The toolkit is found at http://librarytoolkits.sju.edu/content.php?pid=49429&sid=363417.

Academic Department

Course Name: Accounting Concepts
Instructor: J. Lin, Ph.D., W. Ghani, Ph.D., S. Sullivan, CPA, C. Harris

(Old course number MBA 3115/New course number ACC 500) This course is designed to introduce you to the language of business. You would learn the conceptual foundation of financial accounting and financial reporting of business activities. This, in turn, would help you gain insight about accounting in terms of measuring, recording, reporting, and interpreting economic transactions. Topics include full and fair reporting model, accrual and cash based measurement of profitability, and financing, investing, and operating activities of businesses. This course emphasizes the importance of accounting for decision-making and provides insight as to why ethics are important for business and accounting. The featured project in this course is called "Financial Shenanigans," where students use real-life examples of a companies involved in financial shenanigans. Student learn and are to be able to understand and articulate what are financial shenanigans, why do they exist, types of companies more likely to indulge in shenanigans, and how such unethical behaviors can be detected and/or prevented.

Course Name: Business Law for Managers
Instructor: W. McDevitt, J.D.

The purpose of this course is to acquaint the student with the legal environment in which businesses operate. It will describe the sources of American law, and how U.S. court systems are designed and operate. It will also examine areas of substantive law such as: torts, contracts, constitutional law, administrative law, employment law and forms of business organizations. Attention will be given to current legal and ethical issues, including the international environment of contemporary business.

Course Name: Consulting to Management
Instructor: M. Didier, MS, MBA, SPHR

(Old course number MGT 5275/New course number MGT 660) Through the completion of a consulting project in support of management in a local organization, agency, or corporation, this course develops students' consulting and change facilitation skills. The course explores a range of consulting methods, with emphasis on client/consultant working as partners. By working with for-profit or nonprofit organizations, or local, regional, national, or international organizations, the course explores the importance of culture to understanding organizations and the successful implementation of change.

Course Name: Contemporary Information Strategies
Instructor: R. Mendoza, Ph.D., V. Gupta, Ph.D., R. Weismer

(Old course number MBA 4415/New course number DSS 550) Information and Business Intelligence Systems play a vital role in all organizations at the operational, tactical, and strategic levels. In this course, we examine the fundamental hardware and software technologies and their relationship to the primary and supporting business processes. The modern manager must be fluent with the concepts of spreadsheet use and business modeling. in this course, students will gain significant proficiency in the use of spreadsheet technology to solve decision problems in various business functional areas. Students also learn to provide a critical assessment of ethical issues in contemporary information systems.

Course Name: Emerging Markets
Instructor: J. Urbanchuk

(Old course number MIM 5245/New course number MKT 615) Many of the world's fastest growing economies are emerging markets that are aggressively moving to improve their economies to the level of the world's more advanced nations. Emerging markets can be found in the Americas, Asia, Europe, and the Middle East and in Africa. Large or small, these countries have something of value for international trade in terms of natural resources, labor, technology, location or culture. Emerging markets are the recipients of a variety of international financial support from multinational organizations and foreign aid from wealthy nations like the United States and the EU. Frequently, they enjoy special trading status with reduced tariffs for their exports to more advanced countries. Emerging markets have also formed trading groups among themselves. This course will examine the world's leading emerging markets by region of the world with an emphasis on government policies designed to foster growth, development, and trade with other emerging markets and the developed world. Specific countries to be examined will include China, India, Mexico, Argentina, Brazil, Turkey, and South Africa.

Course Name: Employment & Labor Law
Instructor: W. Donohue, J. Greenspan

(Old course number MGT 5215/New course number MGT 562) This course will provide an overview of the major laws that govern employer-employee relations in both union and non-union workplaces. Labor topics include, inter alia, employee discrimination, testing, evaluation and privacy, and laws that govern wage and salary, health and safety, income security, benefits continuation, and family and medical emergencies.

Employment law topics include employment discrimination, testing, evaluation and privacy, and laws that govern wage and salary, health and safety, income security, benefits continuation, and family and medical emergencies.

Course Name: Empowering Human Potential at Work
Instructor: R. L. Dufresne, Ph.D., L. R. Ford, Ph.D., M. Alleruzzo, E. Kuljian

(Old course number MBA 4535/New course number MGT 551) This course focuses on an organization's most salient resource - its human capital. It investigates the foundation of and strategies for empowering organizational members to manage organizational transformation processes in a national and global environment. Empowering human potential requires an understanding of how to manage oneself, other individuals, and groups effectively creatively, legally, and ethically in work organizations. Done well, empowered workers can help to achieve both personal and organizational objectives. To accomplish this goal, the course investigates strategies for enhancing individual performance and facilitating interpersonal processes. We will also explore ways of managing human resources issues (e.g., recruitment, selection, employee development), especially from a legal perspective.

Course Name: Entrepreneurship and Small Business
Instructor: K. Kury, Ph.D., CPA, A. McNally, MBA

(Old course number MGT 5055/New course number MGT 664) This course is designed to identify and analyze the factors that contribute to the creation of successful new business ventures and to highlight the process of creating and managing a new business and/or small business. Part of the course will also cover the subjects of intrapreneurship and social entrepreneurship through profit or nonprofit organizations.

Course Name: Financial Management
Instructor: J. Heck, Ph.D.

(Old course number MBA 3315/New course number FIN 503) This course is an introduction to finance and lays the background for future courses. Topics include the financial environment, including the Federal Reserve system, financial analysis, time value of money, working capital policy, cash management, risk and return, and valuation. The central focus of this course is on the role of financial management in large businesses. Students study the concepts, theories, and methodologies that will enable them to utilize financial information to make sound financial decisions, while keeping in mind the ethical implications of these decisions and their relevance in an increasingly global economy. Ethics readings are incorporated throughout the course.

Course Name: Global Marketing Concepts
Instructor: J. Kelley, Ph.D.

(Old course number MIM 5205/New course number MKT 611) These are challenging and exciting times in the field of marketing due to the globalization of companies and consumers. This course explores the complex environment in which international marketing operations are carried out, including the influence of market size; regional trade; social, cultural, legal and political dimensions; market entry strategies; branding and pricing decisions; market channels and other tactics for effective international marketing. Special attention is paid to the experiences of multinationals based in developed countries, but operating in developing countries and how that may affect consumers’ perceptions and organizations ethics.

Pages

Type of Offering

Examining Fair Trade: Good Will and Good Business?
Date: October, 2009

This full-day event was cohosted by the Arrupe Center for Business Ethics and the Executive Master's in Food Marketing Program. The event focused on the business value and ethical merits of Fair Trade and offered objective perspectives from fair trade sponsors, academics, the food industry and the community.

Attendees gained a perspective on the Fair Trade concept and how it can be of business value to the brand and retailer, learned how value is extracted from the supply chain and who benefits (from growers to retailers to consumers), and determined the strategies employed in selecting Fair Trade categories and brands. The day's agenda included a lunch and local fair-trade vendor showcase.

Led by Drs. Neil Hooker and John McCall, our presenters included:

* Paul Rice, President and CEO of TransFair USA

* Michael Conroy, Principal of Colibri Consulting-Certification for Sustainable Development

* Rick Peyser, Director, Social Advocacy of Green Mountain Coffee Roasters

* Panel Presenters: Hal Taussig, Philanthropist and Founder, Untours; Elizabeth Killough, Associate Director, Untours Foundation; Fatima Ismael Espinoza, General Manager, Society of Small Producers for Coffee Export (SOPPEXCCA); Daniel Setteducati, Floral Procurement Manager, Wakefern, Inc.; and Rafael Golberg, Founder, Interrupcion US

Arrupe Center Graduate Student Business Ethics Paper Competition
Type: Academic Competition
Date: January, 2011

Each fall, the Pedro Arrupe Center for Business Ethics accepts applications from HSB graduate business students for papers that integrate issues of ethics and social responsibility into their Haub School of Business coursework. The most recent competition was held for Fall 2010, with papers due on January 21, 2011.

The competition is open to all in-residence and online HSB graduate students, including those graduating in December, in all graduate business majors and programs: MBA, Executive MBA, HR Management MS, Executive Food Marketing, Financial Services MS, Executive Pharmaceutical and Healthcare Marketing, International Marketing MS, Decision Systems and Sciences MS, all MBA-China Programs, Business Intelligence MS, Online Pharmaceutical MBA, and Online MBA.

Students are to submit a paper that integrates ethics and social responsibility with a business case or decision. Papers may be based on issues addressed in current or past courses or may be completely independent of any specific course—regardless, the papers must be distinct from assigned coursework. Papers must include a theoretical analysis that applies ethical principles to the facts of the business case or issue. Papers must also recommend a course of action as ethically superior to other available alternatives.

Submissions derived from current or past coursework are acceptable as long as they meet the paper guidelines. Paper submissions are not eligible to be considered "extra credit" work for a class.

Submissions may come from individuals or groups. Awards for winning groups would be evenly divided among all authors. Only one submission per individual or group per semester is permitted.

Students are strongly encouraged to utilize and integrate Arrupe Center Collection business ethics- , CSR-, leadership-, and sustainabilty-related resources, which are integrated with all other materials in the Drexel Library. Online SJU library resources also are available, including the Business Ethics Library Toolkit.

Papers are judged by a panel comprised of Arrupe Center Fellows, directors, and advisers. The Arrupe Center faculty review panel reserves the right to determine the number of prizes given; the panel may not award any or all of the three prizes, depending on its judgment regarding the overall quality of submissions and conformance to the competition guidelines.

Arrupe Center Executive Lecturers Program

Launched in spring 2007, the Arrupe Center Executive Lecturers Program enlivens ethical decision making concepts, making them "real" for students. Throughout the academic year, the Arrupe Executive Lecturers Program brings regional executives into the classroom to talk about discipline-specific, ethics-related cases and topics. The program engages both faculty and students; faculty integrate lecturers into their course schedules and even offer contacts for new speakers. The Arrupe Center has enlisted over 110 regional executives, from for-profit and not-for-profit organizations across all business disciplines, focusing on topics essential to the Arrupe Center's mission: CSR, ethics, sustainability, corporate governance, the environment, social impact management, social entrepreneurship, values at work, and leadership.

Since August 2009, five lectures have taken place, covering a combination of approximately 185 undergrads and MBA students. Lecturers and their corresponding topics were:

1. Ms. Ally Barnes, Global Finance Brigades -- microfinance

2. Dr. Paul Beninger, Genzyme Corporation -- healthcare and pharmaceutical ethics

3. Fr. William Byron, noted author and ethicist -- Ethics, Jesuit values at work

4. Ms. Judy Ward, Advanced Enviro Systems -- Social entrepreneurship, environmental sustainability

5. Mr. Ron Kadish, SVP, Booz Allen Hamilton -- Ethics and leadership

Several more lectures currently are in the works for later the Spring 2011 semester.

Career Services

In order to prepare students for the increasingly competitive job market, the Haub School's Professional MBA Program provides regular networking opportunities to interact with area employers as well as fellow students.

Specific opportunities include:

* Graduate Business Student Association (GBSA) and MBA Alumni Association's Annual Networking Event (held each May). Executives from the Philadelphia area's most prominent companies -- many of them graduates of Saint Joseph's MBA Program -- attend, and actively build networks with current and graduating MBA students.

* Career Fairs: Saint Joseph's sponsors general career fairs in both the fall and spring semesters, and participates in the Greater Philadelphia Area Non-Profit Career Fair held each spring. For more information about these fairs as well as career advising at Saint Joseph's, visit the Career Development Center site at http://www.sju.edu/studentlife/studentresources/careers/students/ .

* Pizza Before Class: Generally held twice each semester, "Pizza Before Class" is an excellent opportunity to grab dinner before class and network with your classmates in an informal setting.

* Special Events/Lectures: Sponsored by the Career Development Center, the Haub School of Business routinely sponsors guest lectures from the Philadelphia area's largest and most important companies.

* Sponsorship of the Young Professionals Network (YPN): In conjunction with the Greater Philadelphia Area Chamber of Commerce, Saint Joseph's and YPN have partnered to offer monthly events featuring the most prominent names in Philadelphia. Events are held at Philadelphia's most exciting venues, including the Hub CityView Meeting Center, National Liberty Museum, and the Union League of Philadelphia.

SJU Net Impact Graduate Student Chapter Career Networking

SJU Net Impact Graduate Student Chapter Career Networking: SJU-Haub's graduate student Net Impact chapter helps students find and secure career opportunities by providing programmatic resources and a strong on-campus and local professional network. Networking events also have been held with the Philadelphia professional chapter of Net Impact.

Joint Program in Medical Services Administration D.O./MBA
Academy for Risk Management and Insurance
Business School Housing? Yes
Number of Faculty: 19
Contact Name: David Benglian
Contact Email: david.benglian@sju.edu

The mission of the Academy of Risk Management and Insurance in the Haub School at Saint Joseph's University is to promote and support the concept of risk management and insurance education; to provide services to risk management and insurance students, including scholarship aid, recruiting, internships/cooperative education, counseling and placement; and, with and through the University, to support the Department of Finance, which houses the Risk Management and Insurance Program.

The Academy of Risk Management and Insurance also offers continuing education courses focusing on ethics, corporate social responsibility, social and human service. Examples of these programs include the following:

Ethics and the Utmost Duty of Faith -- Within the context of insurance and risk management, this four-hour course will present theoretic elements as foundation for the study of ethics. Through discussion and cases, the participants will delve into the dilemma of ethics, ""code of conduct"", and general application of ethics.

Non-Profit, Human Service, and Social Service --This course will present an expansive view of liability and risk management issues and strategies for those working with various segments of non-profit social service-related industries. After introducing participants to fundamental concepts about the HS/SS product, the course will delve into the application of this product across all major lines of business including General Liability, abuse and molestation, professional liability, property, and auto. Participants will also look at current issues impacting this product including the effects of the economy on social services and how social service organizations are expanding their scope of operations in search of new sources of funding.

The Academy of Risk Management also cosponsors the Energy School. Held annually at the Haub School of Business, the Energy School program is a unique and challenging educational experience intended to develop and enhance knowledge and skills of industry professionals in relevant areas of energy risk management.

Professionals attending the the Energy School can expect:

* A forum to gain knowledge and discuss issues in RM relative to the energy industry.

* Case study exercises dealing with ""real world"" industry scenarios.

* An opportunity for risk management colleagues to engage on issues and opportunities they share in common.

The program is targeted for risk management professional staff and graduate business students who work in the energy risk management industry. The Energy School is designed to provide these individuals with knowledge and skills necessary to perform and adapt amid the challenges of the industry.

Pedro Arrupe Center for Business Ethics
Business School Housing? No
Number of Faculty: 3
Contact Name: John McCall, Ph.D.
Contact Email: jmccall@sju.edu

"The Pedro Arrupe Center for Business Ethics is an intellectual resource for business ethics in both academic and business contexts. Acting on a mission to integrate ethics into every aspect of business education in practice, the Arrupe Center applies an interdisciplinary approach to capitalize on the diverse expertise of Saint Joseph's faculty. Our mission for the Arrupe Center is as follows:

- To be an intellectual resource for academic and practical knowledge about the ethical conduct of business.

- To be a wellspring of moral inspiration and character building for students and business professionals.

- To integrate ethics education and practice into all business disciplines.

The Arrupe Center pursues its mission by infusing ethics into the teaching and research agendas of the Haub School of Business’ faculty, students, staff, and alumni through programs for both students and faculty. Faculty development programs, such as the Arrupe Center Fellows Program, help our faculty to integrate business ethics with teaching and research in their disciplinary specialties. Student learning programs offer developmental activities and academic exercises in ethics to provide students with ample opportunity to deepen their ethical knowledge and character. Speakers, Seminars and Conferences present rigorous analysis of ethical issues to our on- and off-campus communities.

The Arrupe Center Fellows Program has been implemented to enhance faculty involvement in the mission of the Arrupe Center. Faculty may demonstrate their commitment to ethics-based research, course development, and teaching by applying for one or more of five Arrupe Center Fellowships: Research; Teaching; Professional Development-Conferences; Professional Development-Ethics Across the Curriculum; White Paper Development; and Case Writing. Two-thirds of HSB's full-time, tenure-track faculty have taken on fellowships; approximately one-third of all Arrupe Fellows have completed multiple fellowships.

The Arrupe Center funds Haub School faculty to attend the University-wide Ethics Across the Curriculum seminar each year. Held during the Summer I term in the Haub School of Business, Ethics Across the Curriculum provides in-depth ethical education in a small seminar format. Ethics Across the Curriculum is facilitated by Dr. John McCall, McShain Chair in Ethics, director of the Haub School's Arrupe Center for Business Ethics, and professor of philosophy and management.

Participation of Haub School faculty in Ethics Across the Curriculum constitutes an Arrupe Center Professional Development-EAC fellowship. It is possible for Arrupe Center Professional Development-EAC Fellows to continue work from this seminar to become Arrupe Center Research Fellows or Arrupe Center Teaching Fellows. As of 2010, approximately 30% of all full-time, tenure-track faculty in the Haub School of Business have completed Ethics Across the Curriculum seminar and have incorporated business ethics, CSR, and sustainability topics in their courses to reflect this.

The Arrupe Center also establishes partnerships inside and outside the University community. One notable external partnership is with B Corporation (http://www.bcorporation.net) and the Center for the Advancement of Social Entrepreneurship (CASE) at Duke University's Fuqua School. Our faculty are participating in an effort to create future research for data collected by B Lab and GIIRS (the Global Impact Investment Rating System). Another notable external partnership is with the Cranaleith Spiritual Center's Work and Spirit Program in Philadelphia (http://www.cranaleith.org/ )."

Center for Food Marketing
Business School Housing? No
Number of Faculty: 14
Contact Name: Robert Higgins
Contact Email: rhiggins@sju.edu

The Center for Food Marketing meets the educational and research needs of our national and international clients throughout the food supply chain. The vision of the Center for Food Marketing is to be the global leader in Food Marketing education and research.

The mission of the Center for Food Marketing is to develop current and future leaders to meet the needs of the global food industry.

* Academic degrees

* Professional development programs

* Research studies

* Thought leadership

The Center for Food Marketing brings together top thought leaders in the food industry for various industry symposia each year.

Companies and organizations throughout the world continually turn to Saint Joseph's University Center for Food Marketing for creating professional development programs that specifically address their unique needs.

Businesses, organizations and government look to the Center for their customized research needs. Our research clients consult us for insights to the food industry, and for design, execution, and analysis of industry research. The state-of-the-art Mandeville Hall features a versatile focus group facility and adjoining test kitchen and telephone research operation.

Our research clients value:

* Consulting with our academically-trained Food Marketing and Haub School of Business faculty and staff who are seasoned professionals with real-world experience.

* Learning from our network of industry experts, company leaders, trade associations and government agencies throughout the entire food system.

* Using the vast food marketing resources at the Campbell Library.

* Conducting cost-effective outbound telephone and online surveys in our telephone research operation, relying on both our qualitative and quantitative capabilities.

* Using our focus group facilities.

Center for Consumer Research
Business School Housing? Yes
Number of Faculty: 2
Contact Name: Michael Solomon
Contact Email: InfoCCR@SJU.edu or michael.solomon@sju.edu

The Center for Consumer Research in the Haub School at Saint Joseph's is a place in which ground-breaking research, seminars, and other projects will help forward-thinking organizations better understand the evolving needs and concerns of consumers.

Currently, the CCR is working on digital platforms that will help consumers with disabilities to navigate the marketplace. In June 2010, the CCR's Dr. Michael R. Solomon and Dr. Natalie T. Wood, with Mr. Kel Smith and Ms. Nadine Vogel, presented “Virtual Freedom for People with Disabilities” at the Society for Disability Studies conference in Philadelphia. In March 2011, the CCR's director, Dr. Michael Solomon, will also start to serve on an Advisory Panel for a federal project being run by The Alternative Media Access Center (AMAC) in Atlanta, Georgia. The project is called STEPP: Student E-rent Pilot Project. The purpose of the grant is to make rental textbooks more accessible to students with disabilities.

The concept behind the CCR is that people don’t buy things because of what they do; they buy things because of what they mean. Our choices of products and services, whether food, furniture, or fax machines, reflect a pattern of consumption that jointly defines a lifestyle. We can best understand the drivers of consumers’ individual decisions by viewing these choices through the more macro lens of lifestyle; how they work in concert to create social identity and communicate that identity to others. As the popular saying goes, “You are what you eat (or drive or wear…).”

A lifestyle perspective forces us to be holistic.It makes us recognize that while on the surface a food company is vastly different from an apparel company, which is different from a pharmaceutical company, which is different from an entertainment company which is different from a non-profit organization, at a deeper level these endeavors have more in common than is first apparent. Each is a thread consumers use to weave together a lifestyle that expresses their desired social identity.

The Center for Consumer Research leverages the research expertise of the faculty of Saint Joseph’s University, our connections to industry, and the mission of the Haub School of Business to establish a “think tank” on issues related to consumer lifestyles.

SJU Graduate Student Chapter of Net Impact

Net Impact is a network of more than 11,000 new-generation leaders committed to using the power of business to improve the world. The Saint Joseph’s University Net Impact Chapter is very active on campus in the local community. Here are some notable ways in which SJU-NI enhances our University community:

1. SJU-NI contributes to the educational community by bringing to campus speakers whose expertise includes socially responsible investment, corporate social responsibility, nonprofit management, business ethics, economic development, and social entrepreneurship.

2. SJU-NI serves as an example for the SJU undergraduate SustainAbility Club in projects that involve environmental sustainability and campus greening.

3. SJU-NI helps students find and secure career opportunities by providing programmatic resources and a strong on-campus and local professional network.

4. SJU-NI members are engaged with members from other schools, sharing ideas on social entrepreneurship, service, environmental sustainability, and business ethics.

a. Sponsored by the Arrupe Center for Business Ethics, members of SJU's Net Impact chapter represent the Haub School at the annual Net Impact North American Conference

b. SJU-NI students compete against teams from other schools in Net Impact competitions. Currently (spring 2011), an SJU-NI team is participating in the Net Impact Walmart Better Living Business Plan Challenge. SJU-NI students are competing to invent sustainable products or develop sustainable business solutions and present them to a panel of Walmart executives, suppliers, and environmental organizations. The Walmart Challenge focuses on the belief that the sustainable actions we take today will improve quality of life for us, our children, and future generations. (For more information, see http://www.netimpact.org/displaycommon.cfm?an=1&subarticlenbr=2315.)

6. SJU-NI's community service includes projects in the Net Impact Service Corps, as well as local projects with Philabundance (the Great Philadelphia food bank).

For more information on SJU Net Impact: http://www.sju.edu/resources/netimpact/index.html

SJU Graduate Business Student Association

The Graduate Business Student Association (GBSA) enhances the graduate experience by promoting professional development and a sense of community among graduate business students, faculty, and administration. All students are automatically members of the GBSA and no registration is required. This student-run organization aims to build strategic relationships by providing networking opportunities through social and service activities.

GBSA events are held at both the Philadelphia and Ursinus campuses at various times throughout the year.

SJU Kiva Community

Saint Joseph's University has a microlending community through www.Kiva.org. The SJU Kiva community is open to both undergraduate and graduate students as well as faculty, staff, and administration in both the Haub School of Business and the College of Arts & Sciences. Our Haub School graduate business students, especially those active in the SJU graduate student chapter of Net Impact, have taken a lead role in promoting and cultivating the SJU Kiva community.

Kiva (http://www.kiva.org) is an organization that raises capital for the microlending institutions that make small loans to persons in developing countries. The aim of these loans is to spur economic development by providing the world's poor with capital for entrepreneurial projects that can improve local living standards. The SJU Kiva community provides an opportunity for members of the Saint Joseph's community to participate in this important process.

In establishing this SJU Kiva community, Saint Joseph's joins a number of other Jesuit universities, as well as many other colleges and universities, who have established Kiva communities. We see this as an opportunity for our community both to assist with small scale economic development and to participate in the process of microcredit. Our hope is that some faculty might use the SJU Kiva community as a way of engaging students with the economic problems faced by the poor in the developing world. For more information, please see the SJU Kiva community page at http://www.kiva.org/team/saint_josephs_university .)

A DEA methodology to evaluate the impact of information asymmetry on the efficiency of not-for-profit organizations with an application to higher education in Brazil
Author(s): Author 1; Joao Neiva de Figueiredo ; Author 3

This paper presents a conceptual framework and an analytical DEA model for evaluating the impact of information asymmetry on organizational efficiency. The framework uses concepts from agency theory to estimate the extent of moral hazard by comparing the objectives of the principal to those of the agent. The framework and model are useful in the analysis of both for-profit and not-for-profit organizations because DEA is applicable whether or not inputs and/or outputs are subject to pricing mechanisms. An illustration focusing on the Brazilian not-for-profit federal university system finds that the agency problem indeed exists for a subset of those institutions, indicating the desirability of improved incentive and control mechanisms on the part of the principal.

Journal Title: Annals of Operations Research Volume: 173 Edition: 1 Page Numbers: 39-56
Assessing the ethics of implementing performance appraisal systems
Author(s): George Sillup; Ronald Klimberg

Purpose – The purpose of this paper is to try to understand better whether performance appraisal (PA) helps performance evaluators (PEs) to manage more effectively and meet employees' expectations in US-based corporations.
Design/methodology/approach – A 54-item research instrument was developed and implemented using structured interviews with 54 PEs, who worked at five US-based corporations (Aetna Insurance, IBM, Johnson & Johnson, Valspar, Wyeth Pharmaceuticals). Responses were statistically analyzed with descriptive statistics and decision trees.
Findings – Time dedicated to implementing PA was the most important factor leading to ethical issues. PEs with the highest educational levels and most experience spent the least amount of time (1.86 vs 3.19 hours) implementing PA. Most PEs (79.6 percent) solicited feedback about employees' performance from employees' peers but 20 percent did not. Additionally, not a single PE had PA as a specific objective, making it difficult to sequester time necessary for PA. Older PEs felt PA helped them manage more effectively and PEs who were Black or White and from Marketing/Sales were most favorable about meeting employees' PA expectations. There were no remarkable differences among PA systems at the five corporations, e.g. 360-degree training.
Research limitations/implications – Structured interviews required delicate interaction due to sensitivity about the US economy and resulting layoffs within interviewees' corporations.
Practical implications – PEs, particularly older managers with higher educational levels, should have a PA objective and be held accountable to it to ensure that they dedicate time necessary to complete PA in the way the PA system intends.
Originality/value – The paper provides insight about PA within the US corporate setting and will be highly interesting to those in that field.

Journal Title: Journal of Management Development Volume: 29 Edition: 1 Page Numbers: 38-55
Awareness, Interest, Sensitivity, and Advocacy (AISA): An educational 'take-away' for business ethics students
Author(s): Brent Smith

It has been nearly 30 years since business schools began providing formal courses in business ethics to their students. In that time, the public has witnessed countless cases of business misconduct, often performed by these students. Scholars and researchers agree that ethics education is important, yet they disagree about how it should be taught, what specific content themes should comprise it, and what students should take away from their training. Compounding this matter, students may be expected to grasp, retain, and apply on-demand various ethical theories and rules, which ultimately make them less intuitive, interesting, and practicable. In response to these issues, the AISA model was developed to serve as an ethics educational takeaway that students can easily comprehend and apply across a variety of situations dealing with ethics and social responsibility. An introduction to the AISA model and its applications are presented here.

Journal Title: American Journal of Business Education Volume: 2 Edition: 9 Page Numbers: 109-116
Ethical ideology and cultural orientation: Understanding the individualized ethical inclinations of marketing students
Author(s): Brent Smith

As today's marketing graduates formally enter the business profession, they are expected to demonstrate the fruits of their ethics-intensive education. Hence, their professors and future bosses may call upon these graduates to discern and deal with ethical situations that affect various aspects of company and consumer relations. However, students enter the classroom and business environment with their own individual orientations and ideology that help them determine when an issue is ethical and requires a certain response. Here, I examine the influences of the marketing student's personal cultural orientation and ethical ideology on ethical perception and ethical inclination within the context of two hypothetical marketing scenarios. The findings contribute to the ongoing debate about whether or how much business ethics can really be taught.

Journal Title: American Journal of Business Education Volume: 2 Edition: 8 Page Numbers: 27-36
Ethics and the introductory finance course
Author(s): Amy Lipton; Morris Danielson

This paper discusses how the teaching of ethics can be interwoven with the most basic concept of finance: time value of money. Although valuation formulas yield precise numerical answers, they require many assumptions about future economic conditions. If decision makers use false information or erroneous assumptions, they will arrive at an incorrect value estimate, even if the calculations are performed correctly. Thus, the valuation process can be manipulated by unscrupulous participants. This concept is illustrated with references to recent events. Examples appropriate for classroom use are included in an appendix.

Journal Title: Journal of Business Ethics Education Volume: 7 Edition: Page Numbers:
How fairness garners loyalty in the pharmaceutical supply chain: Role of trust in the wholesaler-pharmacy relationship
Author(s): Thanigavelan Jambulingam; Author 2; Author 3

Purpose – The purpose of this paper is to understand how fairness garners loyalty by breeding trust in the pharmaceutical wholesaler-pharmacy relationship. Specifically, the paper seeks to understand if the two dimensions of fairness – procedural and distributive – contribute differently in fostering the two types of trust – credibility and benevolence. The paper further aims to examine how the two dimensions of trust mediate the fairness-loyalty relationship.
Design/methodology/approach – Data from 156 retail pharmacies on their relationship with the pharmaceutical wholesalers are used to test the hypotheses. The mediation models are tested using the Barron and Kenny procedure.
Findings – The findings of this paper show the importance of both procedural and distributive aspects of fairness on the part of pharmaceutical wholesalers as perceived by the pharmacies. Each aspect of fairness plays a more prominent role for fostering a particular type of trust, which, in turn, leads to loyalty.
Research limitations/implications – Future research may investigate the antecedents to fairness to unearth additional insights as to how organizations can manage their customers' perceptions of fairness and thereby enhance their trust and loyalty.
Practical implications – Pharmaceutical wholesale is a competitive business to retain pharmacies by building loyalty thus balancing pharmacies' dependence on the more powerful pharmaceutical manufacturers in the pharmaceutical supply chain. Given the intense competition, the wholesaler that does a superior job in creating a competitive advantage leveraging fairness to engender trust will get to benefit in recruiting and retaining more pharmacies.
Originality/value – This paper contributes to the fairness-trust-loyalty stream of literature by examining the mediation effects at the sub-dimension level of the fairness and trust constructs. The paper also has practical implications, especially given the low gross margins for pharmaceutical wholesalers and the growing threat of direct distribution of pharmaceuticals or disintermediation by the manufacturers using third party logistics companies, such as united parcel service. The paper shows how wholesalers may be able to build loyalty with the pharmacies by signaling fairness and fostering trust.

Journal Title: International Journal of Pharmaceutical and Healthcare Marketing Volume: 3 Edition: 4 Page Numbers: 305-322
Ranking the Top 100 firms according to gender diversity
Author(s): Rajneesh Sharma; Susan Givens-Skeaton

This study investigates gender diversity within the top 100 US firms. In particular, we study the gender diversity among the top executive officers listed in the 10-k or annual reports of the top 100 firms. Gender diversity is measured in two ways: by using the number of women serving as a top officer within the organization and by computing the proportion of women among the top officers. We further rank the firms on the basis of above-mentioned variables. There are no firms where the majority of the officers are women. Twenty firms have no female officers. Among these firms, Exxon Mobile and Phillip Morris International have highest number total executive officers listed on their 10-k. Johnson & Johnson has the highest gender diversity. Overall, there is a concerning lack of gender diversity in the top 100 firms.

Journal Title: Advancing Women in Leadership Journal Volume: 30 Edition: 3 Page Numbers: 28-41
The multidimensional form and role of trust in the small capitalization debt finance market
Author(s): Patrick Saparito ; Author 2

The authors use a trust perspective to highlight the parallels between agency and sociological discussions concerning relationships between banks and small firms. Using the trust typology developed by Lewicki and Bunker (1996), the authors explore how the length and breadth of the bank-firm relationship and the bank's customer orientation influence three dimensions of a small firm's trust in its bank. The paper also explores how bank managers' trust orientations influence a small firm's satisfaction with credit access. The authors test the theoretical framework empirically using a matched sample of 867 small firm executives and the bank managers who had direct responsibility for their accounts.

Journal Title: International Journal of Entrepreneurship and Innovation Volume: 11 Edition: 2 Page Numbers: 151-160
Where strategy and ethics converge: Pharmaceutical industry pricing policy for Medicare Part D beneficiaries
Author(s): Edward Balotsky

On January 1, 2006, Medicare Part D prescription drug coverage was initiated. Concern was immediately voiced by the American Association of Retired Persons (AARP) and Families USA that, in response to this program, the pharmaceutical industry may raise prices for drugs most often used by the elderly. This article examines the ethical implications of a revenue-maximizing pricing strategy in an industry in which third party financing mitigates an end product’s true cost to the user. The perspectives of three stakeholder groups are examined: the elderly, as consumers of prescription drugs, the pharmaceutical industry, as product manufacturer and beneficiary of derived profits, and the total U.S. population, as the ultimate payer for the program via tax revenues. Key questions explored include the relationships among price strategy and access to drugs at both the micro (Medicare cohort) and macro (total population) levels, and on drug development or enhancement. The role of profit in a capitalism-based health care system is also examined. Hospital industry impact on these same stakeholder groups in response to the original 1965 Medicare law is used to compare and contrast possible outcomes of the new drug program. It is predicted that pharmaceutical firms will mimic the hospital industry, adopting a price maximizing strategy for drugs covered by the program. In the process, a utilitarian effect occurs: the benefits of increased access and diffusion of drugs counterbalance inequities in financing Medicare Part D.

Journal Title: Journal of Business Ethics Volume: 84 Edition: Supp 1 Page Numbers: 75-88