Beyond Grey Pinstripes

     

Seattle University (Albers)

All Participating Schools

     
Seattle University (Albers) 901 12th Ave.
PO Box 222000
Seattle, WA, 98122-1090
United States
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Demographic Information

Number of full-time MBA students (2011): 

54

Number of part-time MBA students (2011): 

194

Total duration of full-time MBA program: 

18 months

MBA faculty (Fall 2010): 

80

Females as percent of student body: 

12%


Description of MBA Program: 

The MBA Program in the Albers School at Seattle University integrates social and environmental concerns and issues throughout its core course requirements, beginning with a first-term core course that is taught substantially in the outdoors, and that requires community service directed toward environmental or social issues (addressing either an environmental need like habitat reclamation, or unmet human needs like homelessness, hunger, or special training services for at-risk populations). That one required course delivers over 3,000 hours of community service per year. Beyond the core course expectations around managing social and environmental issues, many elective courses are similarly engaged in activities ranging from rebuilding inner-city residences in Seattle (Project Management), to reforestation in the formerly mine-contaminated Danaan region (the wartime DMZ) of Vietnam (Vietnam Study Tour), to business development in an adopted village in Ghana (Ghana Study Tour).

 

The Albers MBA Program conveys its expectations around addressing and managing social and environmental issues through a mission statement that is reinforced by course expectations and course requirements. The result of this continuing emphasis on the broader mission of the school is a heightened awareness and sensitivity to both the natural environment and the societal challenges that are visible from our inner-city location. Since our MBA students all engage directly in serving these community and environmental exigencies, they define their experiences in our MBA Program in terms of its sensitivity to business practices that focus “beyond the bottom line” and beyond grey pinstripes.



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

Albers School participates in the Seattle University Youth Initiative (SUYI) that engages local low-income youth. Several of our service projects are focused and engaged with SUYI.

 

Sustainability is one of Seattle University’s top priorities. Seattle University is committed to sustainability in campus operations, academics and co-curricular education. Seattle University is a charter signatory to the American College and University Presidents’ Climate Commitment and a member of the Seattle Climate Partnership.

 

Campus wide initiatives:

  • Buildings
  • All new construction and major renovations must achieve a LEED Gold green building rating
  • Four LEED Gold buildings are built or under construction.

Climate Action:

  • Climate Action Plan finalized in June 2010
  • Charter signatory of the American College and University Presidents’ Climate Commitment
  • Member of the City of Seattle’s Climate Partnership
  • Greenhouse gas emissions inventoried since 2006.

Compost:

  • All to-go ware from campus eateries are compostable
  • Campus compost facility annually turns 52,000 pounds of pre-consumer food waste from the restaurant kitchens into compost
  • Post-consumer compost program collects food waste from residence halls, outside buildings, Cherry St. Market and Bistro.

Dining Services:

  • Food service provider Bon Appetit sources 30% of produce from 20 local farms, serves vegan options at each meal; serves Fair Trade, shade grown and organic coffees and gives a 20 cent discount on all coffee drinks and fountain soda when you bring your own reusable mug.

Energy:

  • Renewable wind energy is purchased to offset 15% of the university’s electricity use
  • Solar panels on two buildings
  • Energy conservation program began in 1986.

Landscape:

  • Organic, pesticide and herbicide-free landscape since 1998
  • Landscape designated a wildlife sanctuary in 1989
  • Green roofs on two buildings and two rain gardens.

Recycling & Reuse:

  • SU has had a recycling program since 1988 that now includes batteries, toner cartridges and more
  • Facilities sets up a collection station outside each residence hall at the end of spring quarter for students to donate clothing, food, furniture, electronics, school supplies and household items
  • The Bookstore recycles dead books or sends to third world countries, buys and re-sells used textbooks up to 10 times, sells over 40% of textbooks used, and sells many paper and plastic products, such as binders and notebooks, with recycled content.

Transportation:

  • 18 electric vehicles in the campus fleet
  • Hybrid Zipcar is parked on campus for car sharing
  • Incentives to leave the car at home include: subsidized transit pass, car/van pool preferred parking, showers and lockers, guaranteed ride home.

Water:

  • Plastic bottled water is not sold on campus; Bottle fillers and filters have been installed on 31 water fountains
  • Ultra low-flow toilets, urinals, faucet aerators and showerheads are used
  • Water-efficient landscape.

Academic Department

Course Name: Business Ethics and Corporate Social Responsibility
Instructor: Marc Cohen, John T. Mclean, John Dienhart

The course examines a number of ethical issues from the macro concerns of the relationship of business and society, to corporate issues, and individual issues. Relying heavily on case materials, the students explore what it means to be ethical and examine some of the competing theories to provide an analytic framework. With some basic principles in mind, the students examine the relationship between business and the larger society, especially markets and trade. Next, the students examine business in its external exchanges (e.g., the physical environment and consumers). Finally, they reflect on the relationship between business and its internal constituencies, looking especially at issues of job discrimination and the lot of the individual in the organization. The students examine cases reflecting issues arising out of these various areas with a focus on developing their own decision-making skills and on the temptations to avoid implementing those skills. Through log assignments and class discussion, students are challenged and encouraged to apply their learning to their own experiences.

Course Name: Business Sustainability Consulting
Instructor: April Atwood

Sustainability is a challenge and opportunity that has been called the biggest

consideration for business for the coming century. The focus on “meeting our needs

while not compromising the ability of future generations to meet theirs” (Bruntland

Commission) has been identified as the defining element of the next few decades, at

least, and those businesses who identify strategies to avoid the risks presented by

sustainability challenges and to capitalize on the opportunities presented will be the

ones best positioned for long-term survival and success in the future.

The goal of this course is to help you achieve an understanding of the sustainability

considerations facing organizations in today’s business environment. You will be

involved in analyzing sustainability elements of all relevant aspects of a specific

business; these may include: sustainability as strategy, leading sustainability efforts

within an organization, sustainability considerations of specific industry sectors,

sustainability considerations related to organizational functions, including purchasing,

facilities, human resources, manufacturing, service provision, information technology,

and marketing.

This course is designed to offer students the chance to apply the principles, concepts,

and skills learned in prior classes and the material we’ll cover in this class to actual

business situations. Students will be expected to conduct the necessary interviews and

research to gather needed information, and then to use that information and their

knowledge and judgment to make decisions and recommendations for the client

organizations.

Course Name: Community Development and Entrepreneurship Clinic
Instructor: David Gallimore (Business), Joe Mcnight (Law)

Business and law students team together as business consultants and legal advisors to provide advice to local, small business entrepreneurs. Most of the clinic’s client base consists of businesses with 15 individuals, limited start up capital, and small annual revenues. The businesses advised by the clinic are either current clients of two local micro enterprise lenders, Community Capital Development and Washington CASH, or, are firms seeking financial and resource support from those organizations. This course seeks to contextualize the work of the clinic and that of the entrepreneur in a broader societal framework—how can business ventures aid in the development of communities? What should customers expect from the small business owner? Do entrepreneurs have broader community responsibilities beyond the provision of the business goods or services at a profit? What does the concept of sustainable business development and growth involve? This course will enable students to reflect on the broader context of these issues and how each of us might continue to work with micro enterprise entrepreneurs long after the completion of the clinical program.

Course Name: Cultural and Ethical Issues in International Business
Instructor: John T. Mclean

The course focuses on the cultural and ethical implications for individuals, companies, and industries, presented by operating outside the "home" country. The specific "ethical" component addresses major systems issues implicit in the globalization of the economy. Students begin their analysis with some reflections on the nature of what constitutes "ethical" behavior and how that understanding can change in the face of global diversity. An examination of major ethical theories provides a framework for the subsequent analysis of various systemic issues having to do with human rights issues abroad, production issues, taxation concerns, as well as environmental and cultural issues. Then specific cultures are examined with an eye to their unique qualities that would present challenges (at least to the understanding) for American businesses. A usually healthy number of non-American students enriches and challenges the class. Ethical issues raised in the first half of the class are then reconsidered in light of the cultural prisms examined in the second half of the class.

Course Name: Global Strategies and Japanese Corporate Cultures
Instructor: Motofusa Murayama

Building and maintaining corporate cultures is a foundation for sustainable vitality of

corporate long-life stories. Also lasting corporate cultures are definitely based upon the

corporate philosophies which fundamentally correlate to the multi-layers of corporate

strategies.

In addition to the traditional perspectives of strategic management the students can

learn ‘another’ type of global perspectives for creative management, for example, a new

paradigm of the Glo-cal ‘Ba ’ Management Strategies via the fusion process between

Civilization Dynamism (globalization trends and innovations with technological

changes) and Cultural Diversities (localization trends and transformations with core

cultures). These fusion processes will strategically develop multiple bridges between the

national corporate cultures and the global corporate cultures for American businesses in

the global arena.

Referring to the models of Japanese corporate cultures the instructor introduces the

above new paradigm of the Glo-cal ‘Ba ’ Management as the resources for creating

global strategies and corporate cultures in American ways of global business.

All registered attendees have a special access to the instructor’s unpublished new papers

through Angel at Seattle University.

COURSE OBJECTIVES:

• Familiarize students with the major concepts and paradigms in Japanese

business and management.

2

• Give students a realistic picture of the current issues and challenges facing U.S.

managers in Japanese business settings at three levels (local, regional, global

working environment).

• Provide students with the ability to analyze the strategies employed in the global

business environment.

• Develop students to think globally and act locally or think locally and act globally.

• Help students to perceive the “core character of culture” beyond the

phenomenological experience and observation regarding the real international

business and management.

COURSE FORMAT:

This class will be centered on a high involvement and interactive environment. Class

will include a combination of lecture, discussion, and small group activities /

presentations.

COURSE OUTLINE

Course Name: Introduction to Sustainable Business
Instructor: David Leonhardi, Mark Augustyniewicz

Students will be exposed to the concept of Sustainability, as defined by The World

Business Council for Sustainable Development: “Meeting the needs of the present without

compromising the ability of future generations to meet their own needs”. They will explore the

scope and scale of the challenge, the implications for business, and a framework for taking action

based on the findings from the Stern Review (Legislation, Mitigation, and

Adaptation).

Course Name: Law, Global Corporate Citizenship and its Leadership Challenge
Instructor: Gail Lasprogata

The forces of economic globalization and technological

innovation have created new opportunities for improving living standards for millions of

people. Meanwhile, the challenges of poverty, human rights insecurity and

environmental decline are intensifying. Leaders from all sectors need to work

collaboratively to address these challenges by supporting sustainable human

development and ensuring that the benefits of progress are shared more widely.

Business leaders recognize that it is in the interest of business that these benefits

continue both for companies and for others. Global Corporate Citizenship (GCC) is an

approach to achieving commercial success in ways that honor ethical values and

respect people, communities and the natural environment. GCC may be viewed as a

comprehensive set of policies, practices and programs that are integrated into business

operations, supply chains, and decision-making processes throughout a company – with

a focus on all stakeholders, not just shareholders. This field has grown exponentially in

recent years. Stakeholders, including employees, customers, suppliers, investors, and

community members, are asking corporations to be accountable to them against a

backdrop of a complex global economy with ongoing economic, social and

environmental inequities.

GCC is grounded by the law. Throughout

Course Name: Leadership and Team Development
Instructor: William Weis

Leadership and Team Development teaches and hones leadership skills and team development through a combination of traditional learning activities (readings, classroom experiences) and an experiential learning laboratory, which includes a major service component. In experiential activities participants will be asked to practice various roles necessary to be effective, high-performing managers and team members. A major service project is required, involving up to 300 hours of community service (10 hours minimum per student). The service project must address either a) an environmental need (e.g., removing invasive vegetation, reforestation, habitat restoration, etc.,) or b) an unmet or under met human need (e.g., repairing, repainting homeless shelters; serving at risk populations; supporting food bank system; building/repairing homes for at-risk adults and children, etc.).

Course Name: Leadership Formation I
Instructor: Rubina Mahsud

Leadership Formation I and II is a two-course sequence required for students admitted to the graduate certificate program. Admission to the program is a prerequisite for enrollment, and students in the program attend as a cohort. This course provides a forum for students to explore, process, assimilate aspects of leadership theory and behavior in the context of social justice. Participants will engage in reflection and discussion, assess leadership role models, and complete practicum experiences involving leadership skills such as setting direction, persuasion, and influence. Students will also conduct a leadership project in which they identify a need, set direction, align and motivate others, and achieve goals set in the course Topics covered will include:

? Leadership Styles: Learning from effective leadership approaches, including contemporary styles and a social justice framework for leadership

? Leading Teams: Creating and composing high performance work teams, establishing and sustaining a motivating context, owning team meetings

? Setting Direction: Creating a compelling vision, leading strategically, engaging stakeholders, developing decision-making abilities and approaches

? Confident Communication: Establishing practical and effective skills in speaking and writing, artful use of persuasion and influence

? People Skills: Cultivating outstanding skills in leading with dignity, understanding people, and maximizing the strength found in difference

What can you expect to gain?

? To develop tangible skills and knowledge from the Leadership discipline not offered in other courses.

? To access, leverage, and learn from the Albers School?s network of business professionals.

? To engage in a significant and meaningful leadership experience that can grow you internally and differentiate you externally.

? To leave with a more holistic picture of what it can mean for you to be a graduate of Seattle University?s Albers School of Business and Economics.

Course Name: Leading with Emotional Intelligence
Instructor: William Weis

Focuses on enhancing the four fundamental attributes of Emotional Intelligence (EQ): Self-Awareness, Self-Management, Social Awareness, and Relationship Management. Students will assess their competencies and behaviors within each of these four dimensions, engage in experiential exercises to enhance their EQ effectiveness, and prepare an ongoing plan for continuous improvement

Pages

Type of Offering

Genevieve Albers Forum

Seattle University's Albers School of Business and Economics sponsors the Genevieve Albers Forum as part of its community service efforts to further the partnership of progress between business and education. Made possible through the foresight and generosity of the late Miss Genevieve Albers, The Genevieve Albers Forum is designed to bring renowned business leaders and other public figures to campus for discussions of important business topics. Most recently, we brought Rosabeth Moss Kanter, Ernest L. Arbuckle Professor at Harvard University and author, to talk about her book "Super Corp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good."

Community Service Project
Type: Jesuit MBA Service Day
Date: April, 2010

Albers graduate students participate in the MBA Service Project every April. This is a nation-wide initiative, partnering with other Jesuit schools, to serve our communities. In 2009, students partnered with Seattle Public Schools to improve the grounds at Rainier Beach High School. In 2010, students collected office supplies and donations for Washington Cash, a local non-profit organization that serves low-income entrepreneurs. This project is organized by Nadeje Alexandre, Albers Graduate Programs Coordinator.

Program and Reception
Type: Red-Winged Leadership Award Celebration
Date: May, 2010

The MBA program offers a Graduate Leadership Formation Certificate (GLFC) to a select group of graduate students who are committed to embracing the unique intersection where leadership, business acumen, and social impact overlap. The certificate requires a minimum of two courses on leadership and a nine-month practicum that provides a forum for participants to explore, process, assimilate, and master aspects of leadership theory and behavior. Practicum modules include: social justice framework for leadership; setting direction (creating a compelling vision and leading strategically); confident communication; cultivating outstanding skills in leading with dignity, understanding people, and maximizing the strength found in difference. Members of the 2009-2010 Graduate Leadership Formation Certificate cohort selected three “Red Winged Leaders” from a group of fourteen nominations, to recognize local social entrepreneurs for their contributions to the local community. The process was intended to help students better understand leadership and its underlying values. A team of student consultants will work with one of the finalists, Rahwa Habte, co-owner of the restaurant Hidmo Eritrean Cuisine in Seattle’s Central District neighborhood. “Hidmo” means “home” and, for many, a sense of home is exactly what Rahwa is cultivating through her restaurant. Rahwa’s mission for the restaurant is not only to foster community, but also to increase the visibility and availability of art, music, media, culture, and cuisine in the Central District through socially responsible actions.

Albers Executive Speaker Series

The Dean’s Office at Albers sponsors an Executive Speaker Series twice a quarter in the fall, winter, and spring. Executives from the Puget Sound region are invited to speak on a topic of their choice. The topics range from social responsibility of a corporation, to leadership skills, to sustainability. Recent speakers have been Jeff Raikes, CEO of The Bill and Melinda Gates Foundation, Andrew Doman, President/CEO of Russell Investment, and Jim Albaugh, President/CEO of Boeing Commercial Airplanes

Northwest Leadership Summit
Date: October, 2010

The Albers School of Business and Economics’ Center for Leadership Formation sponsors the Northwest Leadership Summit every other year for executive level MBA students, MBA students and the business community. This half-day program allows participants to hear from academics and corporate leaders alike on topics concerning leadership, social justice and ethics in business. A discussion forum encourages participation and creates a rich dialogue between students, faculty and the business community including panelists which typically consist of senior-level executives from Puget Sound companies.

Business Plan Competition
Type: Business Plan Competition
Date: May, 2010

The Albers entrepreneurship center conducts an annual business plan competition and sustainability is one of the screening criteria.

Albers Placement Center

The Albers Placement Center provides various workshops along with the Mentor program throughout the year. The Mentor Fair is the kick-off for students to network with upper-level executives participating in the the Mentor Program. Executives are selected from companies that range from non-profit, international business, financial industry, and consulting to name a few.

Workshops have been offered for students about careers in Entrepreneurship, netowrking, and job search rules for a new economic era, along with industry forums.

Center for Service and Community Engagement
Business School Housing? No
Number of Faculty: 7
Contact Name: Kent Koth
Contact Email: kothk@seattleu.edu

Mission

The Center for Service and Community Engagement connects the campus and the wider community through sustained partnerships in order to deepen student learning, create a culture of service, and promote a more just and humane world.

Vision Statement

Drawing upon the words of Rev. Peter-Hans Kolvenbach S.J., the Center for Service and Community Engagement recognizes that, “when the heart is touched by direct experience, the mind may be challenged to change.” With this in mind, the Center’s vision is to build a seamless web of interconnection between the educational programs of Seattle University and the needs and assets of the wider community. In doing so, the Center will inspire the next generation of reflective, creative, compassionate and just leaders.

Goals

The Center for Service and Community Engagement has two main goals:

To form and empower leaders for a just and humane world, and

To foster positive action and improvement within the campus and the wider community.

Community Partnerships

With the needs of the community as its priority, the Center develops significant and sustainable community partnerships with a particular focus on neighborhoods adjacent to the University.

Academic Service-Learning

The Center promotes the connection between academic learning and community engagement by supporting faculty, students, and community partners involved in service-learning courses.

Student Leadership through Service

Recognizing the developmental process of leadership formation, the Center involves students in a variety of intentionally designed co-curricular projects to help them become more effective at leading in the community.

Campus Collaboration

The Center promotes communication and collaboration between campus offices and departments in order to strengthen the University's ability to impact the wider community positively.

Center for the Study of Justice in Society
Business School Housing? No
Contact Name: Gail Lasprogata
Contact Email: lasprogg@seattleu.edu

The University's Center for the Study of Justice in Society is directed by an Albers faculty member. The Center sponsores yearly reserach seminars that foster interdisciplinay and collaborative faculty scholarship on select justic issues; provides writing workshops where faculty learn practical tools for structuring resereach and writing activity; and presents short educational conferences on specific types of justice scholarship, such as community-based research. During the 2009-10 academic year, the Center sponsored a seminar on Transforming Busienss: Enterprise Solutions to Poverty. Two Albers faculty are on the Center's Board of Directors.

Entrepreneurship Center
Business School Housing? Yes
Number of Faculty: 3
Contact Name: Steve Brilling
Contact Email: brillist@seattleu.edu

At the Entrepreneurship Center we build and nourish the entrepreneurial spirit. To us, entrepreneurship is more than a collection of courses. It's a philosophy, a mindset that inspires innovation, risk-taking, and seizing opportunities in any form of business venture. Some of our grads start their own businesses. Others use their entrepreneurial creativity in larger, established companies. Still others take their passion and skills to the nonprofit business world. Wherever our students choose to pursue their careers, they graduate with tools, skills, and insights to develop their potential.

We're shaping leaders of the future.

That means linking students with the business community. It also means connecting theory with practice: Action-oriented instruction. Applied learning. Hands-on experiences. Business leaders, community supporters, and alumni join us as key resources in our programs. They contribute as advisors. They serve as mentors. They connect with our students through internships, networking, business plan competitions, and guest lecturing. It's part of our approach to creating a real-world environment.

We view education as an investment.

Students spend considerable time and money to pursue opportunities here. Our friends and supporters in the community commit valuable energy and resources, too. Bottom line: We're determined to provide value to all our stakeholders. Whether it's a "New Ventures" class, a CEO mentoring a student, a student providing consulting for a community clinic, we put emphasis on useful, meaningful activity.

Center for Business Ethics at Albers
Business School Housing? Yes
Number of Faculty: 1
Contact Name: John Dienhart
Contact Email: dienharj@seattleu.edu

The Center for Business Ethics at Albers is a continuation of the Albers Business Ethics Initiative, established in 2004. The Initiative has been re-branded, and will be formally launched in April of this year. The Center's mission is “to understand and

The International Business Club

The mission of the Club is to be a fun and informative group that prepares students to succeed in the global business environment.

Club Goals Include:

1. To develop our members professionally, so that they have the necessary skills to enter an international business workplace.

2. To develop our members socially, so that they have a strong network and character suited for an international business career.

3. To develop our members culturally, so that they gain an understanding of what it means to be a world citizen.

4. To develop an organic and prosperous connection with the international business community.

AGSA

Albers Graduate Student Association help to organize number of service projects and events in support of the local community and enviornmental projects.

Business Ethics Research: A Global Perspective
Author(s): Jot Yau

Using 10 years of publication data (1999–2008) from 10 leading business ethics journals, we examine global patterns of business ethics research and contributing institutions and scholars. Although U.S. academic institutions continue to lead in the contributions toward business ethics research, Asian and European institutions have made significant progress. Our study shows that business ethics research output is closely linked to the missions of the institutions driven by their values or religious belief. An additional analysis of the productivity of each highly ranked institution suggests that business ethics research is highly concentrated in a limited number of eminent scholars within each institution.

Journal Title: Journal of Business Ethics Volume: 95 Edition: 1 Page Numbers: 39-53
Economic and Social Characteristics of Albanian Immigrant Entrepreneurs in Greece
Author(s): Meenakshi Rishi

Greece has experienced rapid growth in immigrant and refugee populations since 1990. Although most are immigrants from Albania and throughout the Balkan region, some immigrant and refugee groups arriving in Greece also come from the former Soviet Union, Southeast Asia and Africa. Some of these newcomers have started small businesses in their quest to become economically self-sufficient, serve the consumer needs of fellow newcomers, and integrate into community life. The purpose of this research is two-fold: to review the extant literature on social and economic factors influencing immigrant entrepreneurship in Greece, and to determine characteristics and business profiles of Albanian immigrant-owned small businesses within the municipality of Attiki — the location of Athens, Greece's capital city and largest urban center.

Journal Title: Journal of Developmental Entrepreneurship Volume: 14 Edition: 2 Page Numbers: 143-164
Principles of Managerial Moral Responsibility
Author(s): John Dienhart

The purpose of this paper is to formulate and defend a set of moral principles applicable to management. Our motivation is twofold: 1) to increase the coherence and utility of Integrative Social Contracts Theory (ISCT); and 2) to initiate an alternative stream of business ethics research. To those ends, we specify what counts as adequate guidance in navigating the ethical terrain of business. In doing so, a key element of ISCT, Substantive Hypernorms, is found to be flawed beyond repair. So we propose and defend a remedy: prima facie moral principles. After delineating the appropriate criteria and format for such principles, we formulate, explain, and defend five of them. We conclude with a brief comment on future research possibilities..

Journal Title: Business Ethics Quarterly Volume: 19 Edition: 4 Page Numbers: 529-552
SUSTAINABILITY, CROSS-SECTOR COLLABORATION, INSTITUTIONS, AND GOVERNANCE
Author(s): John Dienhart

In this article the author discusses aspects of business ethics and the social responsibility of corporations. The article was written to commemorate the 20th anniversary of the founding of "Business Ethics Quarterly," a journal devoted to the discipline. The author states that without social justice and economic development the environment is in danger. A number of topics are discussed including the development of cross sector collaboration on business ethics, the generation of economic activity and alleviating poverty, and the promotion of sustainable development.

Journal Title: Business Ethics Quarterly Volume: 20 Edition: 4 Page Numbers: 725-728
Taste Great or More Fulfilling’: The Effect of Brand Reputation on Consumer Social Responsibility Advertising for Fair Trade Coffee
Author(s): Carl Obermiller; Chauncey Burke; Gareth Green

There are numerous retailers in the specialty coffee market that sell Fair Trade Coffee (FTC). Some retailers sell FTC to meet the demand of socially responsible consumers, some are motivated by their own concern for small coffee producers and others sell FTC because of the taste profile of a particular FTC grower's coffee. A critical question facing these retailers is how best to position FTC: as good tasting or as socially responsible? This study examines consumers' coffee preferences, their comprehension of labels, the price they are willing to pay for FTC and tests the effectiveness of advertising socially responsible consumption as primary benefit of purchasing FTC. The implications for managing company reputation and communication of social responsibility for FTC are discussed and suggestions are given for advertising strategy and management of Fair Trade products.

Journal Title: Corporate Reputation Review Volume: 12 Edition: 2 Page Numbers: 159-176
The Narrow Application of Rawls in Business Ethics: A Political Conception of Both Stakeholder Theory and the Morality of Markets
Author(s): Marc Cohen

This paper argues that Rawls' principles of justice provide a normative foundation for stakeholder theory. The principles articulate (at an abstract level) citizens' rights; these rights create interests across all aspects of society, including in the space of economic activity; and therefore, stakeholders - as citizens - have legitimate interests in the space of economic activity. This approach to stakeholder theory suggests a political interpretation of Boatright's Moral Market approach, one that emphasizes the rights/place of citizens. And this approach to stakeholder theory - in terms of citizens - raises a further question, what rights and obligations do economic agents have, beyond those attached to their roles as citizens? Rawls would reject additional rights and obligations of this sort for two reasons, one tied to freedom and one tied to pluralism. Rawls' work therefore presses us to re-conceptualize the place of ethical claims in the economic context.

Journal Title: Journal of Business Ethics Volume: 79 Edition: 4 Page Numbers: 563-579