Beyond Grey Pinstripes

     

U. of Denver (Daniels)

All Participating Schools

     
U. of Denver (Daniels) 2101 S. University Blvd.
Room 667
Denver, CO, 80208
United States
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Demographic Information

Number of full-time MBA students (2011): 

97

Number of part-time MBA students (2011): 

31

Total duration of full-time MBA program: 

21 months

MBA faculty (Fall 2010): 

144

Females as percent of student body: 

35%


Description of MBA Program: 

In 1990, the Daniels College of Business initiated a formal process of rethinking what should be taught in a business school, and how that should be taught. We created an innovative curriculum with interdisciplinary courses that would prepare our students for leadership in the 21st Century. This intensive academic effort was complemented by the work of a committee of professionals from business, government, and civil society who provided the faculty with external perspective and issues identification.


As proud as we are of that early beginning, we have been continually at work over the last 20 years to find even better ways to prepare our students to deal with the complex issues of globalization, technological change, and the complex challenges of environmental responsibility and social equity. Today, our commitment to educational innovation is best illustrated by The Daniels Compass, a suite of three courses, which every MBA student is required to take:


The Essence of Enterprise: This course focuses on decision making, beginning with self-awareness. In highly-interactive small teams the students explore critical, systems, and ethical thinking to begin to develop their skills for leading in conditions of ambiguity.


Leadership and Ethics: In this course, the emphasis shifts to the organization. Case studies, films and imaginative literature are used to help students learn how successful leaders create and maintain effective and ethical corporate cultures.


Creating Sustainable Enterprises: Here the focus is on understanding how all types and sizes of businesses can apply the triple-bottom-line of People, Planet and Profit. In particular, the course stresses how ethics, social responsibility, and sustainability can be integrated into corporate strategy.


Simply offering students such courses is far from enough. Taking a course on ethics in and of itself will not make a person ethical. The ancient Greeks understood what else it takes. The Greeks saw that the setting within which humans are nurtured is critical to the formation of their character. They understood that ethics is fundamentally about community. We work hard to provide just such a context for our students, believing that ethics is about the relationship of people in communities.


We devote our primary efforts to integrating our longstanding primary values - ethical behavior, sustainability, and making a positive global impact - into all our activities and courses.  Hence, in addition to the three Compass courses, we work diligently to insure that the College’s discipline-based course offerings complement the College’s values so that students come to see that those values are not just soft “add-ons” but integral to business excellence. We reinforce our values with our students in many additional ways, for example:


Leading at the Edge: Within their first two weeks in the MBA program, all Daniels students attend a nature camp in the Rocky Mountains to participate in an intensive, intellectually rigorous three-day outdoor leadership, team-building, and self-awareness program. It is designed as an introduction to the class work students will soon be engaged in with regard to decision making, problem solving, teamwork, and addressing ethical issues in times of stress.


Oxford Readings: When the teams formed in the mountains return to campus, they immediately become learning teams who meet regularly with faculty in “tutorials” modeled on the Oxford University teaching method. Students read and discuss classic and current articles to create the business literacy they will draw on over the entire course of their MBA program. For example, they are introduced to such concepts as “agency theory,” “systems thinking,” and “economic externalities.”


Race&Case:  Experiential learning takes place almost every day in classrooms at Daniels. We encourage the use of debates, simulations, community projects, and creating business plans. We try to make learning real, and fun! Annually, since 2003, teams of MBA students from such leading business schools as Harvard, Yale, and Boston College have sent teams to Denver to compete against our students in a business ethics case competition, followed by a downhill ski race in nearby Vail. This event is student-initiated and led.


Sail Training: For the last 13 years, a number of Daniels MBAs have traveled to San Diego or the Virgin Islands to learn not only how to sail but how and why effectively sailing requires the same leadership, teamwork and ethical behaviors needed to “skipper” a business organization.


The Institute for Enterprise Ethics: Because a business school cannot afford to be inward looking, Institute for Enterprise Ethics was formed two years ago to serve as the College’s outreach to the business community. Affiliated with the prestigious Markkula Center for Applied Ethics at Santa Clara University, this funded Institute provides a public forum for sharing knowledge and research between our faculty and business leaders. The Institute is funding $100,000 this year in faculty research and has recently hosted such business leaders as John Mackey and Howard Schultz. 


While we are committed to serving our local community, we recognize that addressing global issues is an equal imperative for business schools today. Our Global Opportunities program provides a valuable international experience for students as well as value to the community and organization where those students serve. In this program, students are immersed in a foreign culture while working with a local enterprise on a project involving sustainable development, innovation, and/or social entrepreneurship.  Over the past several years, students have been engaged in a partnership with the Peace House school for AIDS orphans in Tanzania. Additional projects include working with a vineyard to promote tourism as an additional income generator in Argentina, working with a gold mining company on community development in Ghana, and working with a mining company on environmental integrity issues in Peru.


Through classes and outreach projects relating to innovation, entrepreneurship, and social entrepreneurship, we work with external partners to change the way the world thinks about business and, in the process, change the way business thinks about the world. For example, in partnership with Deutsche Bank’s $80 million microfinance fund, we offer a course in Social Entrepreneurship and Microfinance to graduate students in our business school, law school, and school of international studies.  This class teaches social entrepreneurship, especially microfinance. Each year, Deutsche Bank sends us a number of live loan applications and performance reviews from microfinance institutions (MFIs) located around the world, which our students then analyze for the bank. The class involves a due diligence site visit to the MFIs and small loan recipients in the developing world and student reports become a part of the Bank’s official evaluation process. This course was selected as one of the 10 most innovative business school courses in the US by Forbes magazine this year.


Although we are proud to have been recognized over the years for our pioneering efforts in ethics, sustainability and social responsibility by The Wall Street Journal, The Financial Times, BusinessWeek (and, most importantly, Beyond Grey Pinstripes!), we feel we are still a work in progress. Last year, 17 members of our faculty contributed chapters to a volume of essays entitled Good Business: Exercising Effective and Ethical Leadership, which amounts to an outline of our MBA curriculum. While we believe there are not many other business schools with so many faculty actively involved in teaching and research in these areas, we won’t be satisfied until we have 50 or more. To reinforce this commitment, our Dean recently created the new position of Director of Ethics Integration with the charge of nurturing a col



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

The Daniels College of Business (Daniels) is recognized within the University of Denver (DU) community of faculty, students, alumni, and administrators as a leader in developing and implementing ethical and sustainability focused educational programs, sharing and applying the concepts in practice both within the college and throughout the university, and creating an collaborative interdisciplinary culture within the university for research, educational programming, and the adoption of sustainable practices on campus.   The Daniels approach is not to stand apart operating independently from the larger institution but to participate fully and together in creating and implementing ethical and sustainable practices on campus.


DU is itself heavily engaged and committed to the concepts of sustainability and providing an ethical culture.  Early adoption of campus-wide energy conservation measures in the early 1990s resulted in a significant positive environmental impact over the last two decades. DU was a charter signatory of the American College and University Presidents’ Climate Commitment (ACUPCC) Agreement.  As part of this agreement, DU committed to reducing its carbon emissions by 24% by 2020. Since the baseline year of 2006, DU has reduced its tons of carbon dioxide equivalents by nearly 10% so it is well on its way to this ambitious goal. DU is also an active member of the American Association of Sustainability in Higher Education (AASHE) and is participating in its Sustainability Tracking, Assessment & Rating System (STARS), a transparent, self-reporting framework for colleges and universities to gauge relative progress toward sustainability.  


In 2007, DU created the campus-wide Sustainability Council comprised of faculty, students, and staff and  Daniels has always had a significant presence on the Council. Daniels professor Dr. Bruce Hutton was one of the three founding faculty members and remains a leader of the Council.  Currently, Daniels faculty, staff and students hold more than 20% of the total elected seats and a strong contingent of business students have participated in the Council activities and initiatives since its inception.  In 2007, it was a group of Daniels MBA students who created an award-winning recycling program for the business school that was subsequently used as the model implemented for the entire campus. The Council is hosting the Rocky Mountain Sustainability Summit, a regional conference focusing on sustainability in higher education.  A Daniels MBA student is co-chair of the planning committee.


Encouraged by a number of faculty, including Daniels faculty, the university has created a new cross disciplinary DU Center for Sustainability to further campus-wide educational and research initiatives and the application of sustainability principles across the campus.  The Center will be led by a faculty director with university support.  It will serve as the hub of sustainability work on campus and will work with the Sustainability Council, central functions of the university, and faculty. The Center will have a strong relationship with students in undergraduate student government, the DU Environmental Team, the Graduate School Association, and the NetImpact Chapter at the Daniels College of Business.  A Daniels professor is one of two faculty serving on the search committee for this important position.


DU has been recognized for its positive impact on the environment in a number of ways. In 2010, it won the EPA Green Power Challenge for using more green power than any other school in the Sunbelt Conference and received a grade of A- from the College Sustainability Report Card (which focuses on institutional achievements, not academics and teaching).  


In addition to its energy projects, some of DU’s notable initiatives include a robust bike share program with the City and County of Denver, free bus and light rail passes for all faculty and staff, several new LEEDS-certified buildings, permaculture low-water gardens, composting and recycling, electric car parking spaces, locally-sourced construction materials, potable irrigation, and green purchasing policies.


DU has also adopted two definitions around sustainability that govern its planning and actions.  Both definitions draw upon and reflect the approach of the Daniels College, as professor Dr. Bruce Hutton served as an advisor on the development of the definitions. 


The first is the definition of sustainable research which states, in part: “Sustainability research [is defined] as inquiry which contributes to creating and maintaining equitable and sustainable ecological, social, and economic systems. As a great private university dedicated to the public good, we commit to research in the areas of environmental, social, and economic sustainability by pledging to "meet the needs of the present generation without compromising the ability of future generations to meet their needs” (Brundtland, 1987). As a research institution, we aim to ‘address important scientific, sociopolitical, and cultural questions of the new century’ that encompass all three areas of sustainability. This research ranges from the use of public lands, to access to education, to ethical business practices, and much more. Moreover, we value community-based research and mutual partnerships in the pursuit of our scholarship and service to the public good.”


The second definition focuses on sustainability in the curriculum and states, in part:  “We believe in promoting learning by engaging with students, in advancing scholarly inquiry, cultivating critical and creative thought, and generating knowledge. We strive for partnerships with local, regional, and global communities that contribute to a sustainable common good. We teach students to be ethical and socially responsible leaders prepared to be productive citizens.”


In the area of educational programming, DU has established an undergraduate minor in sustainability and is working on an interdisciplinary Masters in Sustainability.  Both programs are the result of the work of the Research and Education subcommittee of the Sustainability Council.  A Daniels professor has served on that committee since its inception four years ago.  The minor is operational and open to business students.  The master’s degree is still being developed.  The University College of DU has a graduate degree program in Environmental Policy and Management with a choice of six concentrations.  Daniels MBA students can earn a customized degree in sustainability by taking coursework in business and through other programs on campus.  


As the university seeks to become more interdisciplinary in both research and educational programming to better meet the needs of today’s and tomorrow’s students, Daniels has taken leadership roles and participated as a positive collaborator.  For example, Daniels faculty participate in the new Masters in Global Development program by creating and co-teaching interdisciplinary courses in Environment and Climate Change with faculty from law and biology.  Daniels faculty members are regular speakers at the Sustainable Development, Corporate Governance and International Law Conference hosted by the Law school.  Additionally, the College’s courses in the areas of ethics, sustainability, and social entrepreneurship are open to students in other units on campus including law and international studies.
 

Academic Department

Course Name: Advanced Marketing Strategy
Instructor: Lathrop

Content of this course incorporates principles from Beyond Grey Pinstripes, reflecting management's responsibility for the triple bottom line: (1) practicing ethical behavior toward customers, colleagues, collaborators, and the wider community, (2) leaving the environment a better place as a result of management imprint and company's imprint, (3) contributing to and enhancing the society within which the enterprise exists, and (4) accomplishing these objectives while enhancing the financial value for stakeholders.

Course Name: Business Plan
Instructor: Ebrahimi, Williams

Performance and reward systems of corporations remain both high profile given the recent information coming out of a number of financial institutions and the continuing discrepancies by gender. This course looks at the importance of leadership in managing, growing, and gaining maximum performance from employees as well as the role of public policy.

Course Name: Business Policy and Strategy
Instructor: McGowan, Olk, Bergh

The items in the class that are relevant to Beyond Grey Pinstripes include the leadership associated with articulating the vision, mission, and value of the enterprise. In addition, students assess the internal culture of the enterprise, relative to the superordinate goals and shared values. The course also addresses critical macro forces affecting the enterprise, which would include ecological trends as well as the political, legal, and regulatory issues. The course culminates in a strategic plan which balances immediate, intermediate and long-range goals.

Course Name: Buyer Behavior
Instructor: Bacon

Various approaches to understanding consumer diversity will be discussed, including cultural differences, racial and ethnic differences, and socioeconomic differences. Work/Life Balance will also be discussed in the context of cultural differences in perceptions and budgeting of time.

Course Name: Capital Expenditure Analysis
Instructor: Cook, Rizzuto

Business and Public Policy - What impact does intentionally biasing cash flow estimates for investment projects have on achieving the goal of shareholder wealth maximization: Business and society - What is the appropriate response of a firm when it is offered stolen trade secrets? What actions should firms take when offered stolen property? Corporate Governance - How are the competing interests of stakeholders to be resolved in capital expenditure decisions and other significant financial transactions?

Course Name: CIAO Cultural Investigation and Observation
Instructor: Allen

This course is designed to build student awareness and skill in managing across cultures and conducting business overseas. Students will explore the importance of developing cross-cultural sensitivity, courtesy and awareness as a prerequisite for business success, accurately assessing and then responding to cross-cultural ethical dilemmas. This course will involve students in a business feasibility study in China.

Course Name: Comparative Management
Instructor: Allen

Course objectives are: (1) to increase the student's knowledge of, and ability to do, systematic comparative research, so as to identify patterns and distinctions of management practices in various cultural settings, and the risks they present, (2) to heighten the student's awareness of how management practices both affect, and are affected by, the cultural environment in which the manager operates with special reference to ethical considerations, (3) to augment the student's understanding of certain specific cultural contexts, thereby allowing the student to become less ethnocentric and more appreciative of other cultures, to build awareness that one's own culture is a culture and not the culture, (4) to expose students to the concepts and language associated with cross-cultural and comparative management.

Course Name: Competitive Strategies
Instructor: Sweeney

Class discussions on the topics will include some assessment of the public policy, social responsibility, and corporate governance issues involved.

Course Name: Computer Applications for Real Estate Analysis
Instructor: Engelstad

Discussion threads include issues such as financial responsibility, sustainability, and analyst integrity as they apply to real estate financial modeling. With all content in this course, we will discuss ethical considerations as they come up.

Course Name: Creating Sustainable Enterprises
Instructor: Hutton, Mayer, Jebe, Simon

The purpose of the course is to create business leaders for the 21st century who are equipped with the vision and knowledge necessary to integrate profitability with social value. Examples of topics covered in this course, consistent with mission, include: corporate social responsibility, corporate citizenship, social and environmental impact management, values-based decision making, historical and future contexts for sustainable development, stakeholder and shareholder strategies, systems theory, critical thinking, bottom of pyramid market opportunity, socially responsible investing, environmental management, competition and brand reputation, consumption issues, use of social media and networking, triple bottom line measurement and reporting, social entrepreneurship, innovation, and tri-sector partnerships.

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Type of Offering

Business Case Competitions
Type: Case Competitions

Daniels students have an opportunity to compete in a number of case competitions throughout the year. The College sponsors at least two unique competitions:

Race&Case: Each year since 2003, the Graduate Business Student Association hosts business school teams from around the country for a ethics/sustainability business case competition combined with an Alpine ski challenge. Race&Case provides students an opportunity to apply critical thinking and ethical decision-making skills to unique, real-world situations as well as a chance to conquer fresh Rocky Mountain powder.

Inclusive Excellence: The inaugural case competition was held in 2010 and was a resounding success. A select group of companies provide a real problem they face around inclusive excellence. Diverse student teams present their recommendations to company representatives.

Other case competitions include: Aspen Institute Case Competition, Net Impact, Denver Association for Corporate Growth Cup Competition, Annual Cable Apprentice Competition, and PEAK Challenge.

Backpacks to Briefcases Speakers Series

The Daniels Office of Undergraduate Programs sponsored several speakers to talk about ethics and business. Speakers included:

Dan Cathy, CEO, Chick-fil-A, "Ethics"

Joe Rogers, CEO, Waffle House, "Servant Leadership"

Kevin Reddy, CEO, Noodles and Company

DU Diversity Summit

The University of Denver, with funding and other support by the Daniels College, hosts a campus-wide one-day conference each year to explore various topics around inclusive excellence. Daniels MBA students are encouraged to participate as presenters or attendees. The theme of the 2010 conference was "Creating Inclusive Environments" and some of the sessions focused on prepared students for leadership in a highly complex and diverse world.

Net Impact Speakers Series

Net Impact is an international organization whose mission is to change the world through business. The Daniels Chapter of Net Impact is comprised of graduate business students who seek to apply Daniels' focus on business ethics and sustainability to real-world problems in our community. Net Impact members include current and emerging leaders in Corporate Social Responsibility (CSR), social entrepreneurship, nonprofit management, international development, and environmental sustainability. It is also open to undergraduates.

The Daniels Net Impact Chapter sponsored speakers and panels including:

Sustainable Skiing Panel (11/4/2009)

Wake Up and Smell the Coffee: Sustainable Innovation at Starbucks (2/5/2010)

Finding a Great Summer Internship Panel: A Student's Perspective (2/18/2010)

Conscious Capitalism: The Next Chapter in American Enterprise? (4/9/2010)

Socially Responsible Investing with TIAA-CREF (4/27/2010)

Newmont Mining Social Investment Forum (10/13/2010)

Green Building Tour, EPA Building (10/15/2010)

Voices of Experience Speakers Series

The Voices of Experience Speaker Series builds on the Daniels College commitment to encouraging meaningful dialog about the connection between principles of values-based leadership and practical experiences of business leaders. Speakers in the series share how they have measured the courage of their convictions against ethical principles in important business situations.

Speakers during 2009 and 2010 included:

Doug Lennick, Managing Partner, Lennick Aberman Group, "Moral Intelligence: Enhance Business Performance and Leadership Success"

Jim Owen, Social Entrepreneur and Investment Management Executive, "Cowboy Ethics: Seven Core Values that Can Make a Difference"

Richard Koppes, Of Counsel and Corporate Governance Expert, "Corporate Governance: Looking Back, Looking Forward"

Cynthia Cooper, CEO of The CooperGroup, LLC, "Ethical Leadership: The Way Forward for Corporate America"

Jeffrey Hollender, Co-Founder and Chief Inspired Protagonist of Seventh Generation, "Creating a Game Plan for Business to Transition to a Sustainable Organization"

Walt Rakowich, Chief Executive Officer, ProLogis, "ProLogis Commitment to Sustainability"

Stephen M.R. Covey, Co-Founder and CEO of CoveyLink Worldwide, "The Speed of Trust"

General Charles Krulak, USMC (Ret.), 31st Commander of the Marine Corps, "Character Counts"

Colorado Ethics Business Alliance (CEBA) Annual Awards
Type: Analysis of award nominees

The mission of the Colorado Ethics Business Alliance is to foster ethical and sustainable practices by Colorado companies and leaders and promote ethical conduct for the benefit of the workplace, the marketplace, the environment and the community. Every year, CEBA recognizes businesses and leaders who exemplify best practices in ethics and sustainability. Net Impact MBA students are involved in reviewing nominations by conducting research on the candidates and preparing an in-depth, detailed report on them.

National Conferences

The Daniels College sponsors 10 Net Impact students to attend the national conference. Students attended the 2009 conference in Ithaca, New York and the 2010 conference in Ann Arbor, Michigan.

One student attended the national Association for the Advancement of Sustainability in Higher Education (AASHE) conference in fall 2010 in Denver, Colorado.

Two students attended the Sustainable Beef conference in fall 2010.

Sustainability Career Expo

The Daniels College, in associated with Net Impact, hosted the second annual Sustainability Career Expo in 2010 (with the 3rd one planned for 2011). The event connects today’s top companies with students who will become the leaders of tomorrow.

Sustainability is a hot topic in the world of business today. Successful companies know that sustainability goes beyond "green" practices. It requires new ideas and new ways of looking at problems.

Employers talked about their company and efforts in sustainable practices, along with current employment opportunities. In addition, there were workshops on hiring for corporate social responsibility positions and how students can prepare and promote themselves for these types of interviews.

Colorado Multicultural Career and Internship Fair

The 3rd annual Colorado Multicultural Career and Internship Fair was held Feb. 19, 2009. This unique event was coordinated by the University of Denver and involves a strategic partnership among leading Colorado colleges and universities, the City and County of Denver and the State of Colorado. The Fair focused on the theme of sustainability, encompassing corporate initiatives and environmental stewardship as research indicates 85% of students are pursuing careers at sustainable organizations.

Suitts Center for Career Services

When counseling students, the Suitts Center for Career Services reminds them that values-based leadership is not something that can or should be practiced in isolation or during select, predetermined experiences. It must be an intrinsic part of one's personality - and students are expected to exhibit what they learned in the classroom in all business activities.

IMBA/MA-GSIS Master of Arts in Global Finance, Trade & Economic Integration
Carl M. Williams Business Ethics Partnership
Business School Housing? No
Contact Name: Stephen Martin

The Carl M. Williams Business Ethics Partnership brings together leaders from business and professional organizations, along with professors from major universities, to generate and share knowledge, experience, research and educational resources on ethical business practices.


Benefits of the Partnership include:


Research and Resources: Partnership members benefit from access to a wide range of research, reports and guest speakers focusing on ethical leadership and best practices.


Retreats and Conferences: The Partnership hosts quarterly retreats to discuss ethical issues in the news and those faced by members' organizations. The Partnership will also host a business ethics conference, alternating years with the Markkula Center's Biennial National Conference on Business Ethics.


Training and Consulting: Faculty participants are available for training and consulting in member corporations and other corporations seeking to expand their ethical practices.


 

Institute for Enterprise Ethics
Business School Housing? Yes
Number of Faculty: 5
Contact Name: Stephen Martin
Contact Email: Stephen.Martin@du.edu

The Institute for Enterprise Ethics is dedicated to the integration of ethical, socially responsible, and sustainable leadership practices into the fabric of corporate culture. Our nationally recognized faculty and business partners collaborate to create and share the knowledge needed to achieve this goal. Our mission is to provide business leaders with the resources, practical tools and training to create and maintain ethical and sustainable corporate cultures, while optimizing long-term profitability.

The Institute for Enterprise Ethics engages in other related areas (such as corporate governance/compliance) and educational activities, including coordinating programs with the Daniels' MBA curriculum, sponsoring faculty symposia/research and offering corporate training/consulting programs.


The Institute is an umbrella to several other entities, which are listed separately.

Center for Sustainability
Business School Housing? Yes
Number of Faculty: 1
Contact Name: Bruce Hutton
Contact Email: Bruce.Hutton@du.edu

The Daniels Center for Sustainability is housed within the Institute for Enterprise Ethics. The Center for Sustainability's vision of the world is one in which business, government and civil society leaders make decisions and take actions that respect, protect and enhance human rights, social welfare, cultural heritages and the environment while promoting and achieving economic prosperity.


The Center is a neutral venue that fosters dialogue among the private sector, government and civil society; and to provide best practices and constructive ideas regarding sustainable development strategies. It also engages in research and demonstration projects that provide a proving ground for sustainable business strategies.

Business Ethics and Legal Studies Department (BELS)
Business School Housing? Yes
Number of Faculty: 11
Contact Name: Kevin O'Brien
Contact Email: Kevin.O.Obrien@du.edu

The goals of The Business Ethics and Legal Studies Department is to:


-Create a corporate vision that encompasses the complex interplay of ethics, values, law, public policy, and regulation


-Strategize effectively by taking into account the economic, political, and cultural environments in which business operates

-Apply proven decision-making frameworks to resolve legal and ethical dilemmas

-Manage volatility effectively by adhering to corporate and personal values under the pressures of uncertainty, change, and intense competition

-Avoid legal minefields like executive and board liability, securities fraud, sexual harassment, discrimination, and product liability.

-Maintain a corporate culture that builds trust among all stakeholders to maximize productivity and value to the community

-Develop a values-based compass for student careers and lives, and to bring greater meaning and fulfillment.

Graduate Business Student Association

GBSA, the Daniels student government, encourages student involvement in the creation and planning of events throughout the year. GBSA is committed to ensuring Daniels College of Business graduate students have an experience unsurpassed among business schools. GBSA’s philosophy is that students benefit from their collective strength while setting new benchmarks for excellence and distinction. GBSA cultivates future Daniels student leaders and provides a foundation for success through events and activities.

Daniels Consulting and Strategy Group

The vision of DCSG is to be the premier source of business student consulting talent for the Rocky Mountain region of the United States. The mission of the DCSG is to provide the resources to prepare its DU members for consulting success.

Net Impact

The Net Impact Daniels chapter is the largest network of business students and alumni dedicated to integrating social responsibility into the business community and the Daniels experience. Its mission is to make community commitment and enlightened practice a reality by raising awareness of and promoting socially responsible business practices. Throughout the year, Net Impact hosts a variety of speakers and discussion panels, follows through on initiatives such as the recycling program at Daniels, participates in the Net Impact national conference, and competes in a case competition.

Daniels Graduate Women in Business

Daniels Graduate Women in Business provides a values-based network of women who advocate personal growth, leadership development, and future opportunities in the business community.

Dedicated to helping members explore issues such as:

- Understanding your individual style and effectiveness

- Building effective communication strategies

- Developing a strong personal foundation: orienting around your values

- Setting boundaries, prioritizing what matters most, and creating balance

- Exploring foundations of personal leadership excellence

- Creating and developing a sustainable career roadmap

Out4Business

Out4Business is an educational and professional forum designed to further the interests of Daniels College of Business graduate students who identify themselves as gay, lesbian, bisexual or transgender. Out4Business members comprise an important social network and represent the GLBT community to the college.

Pages

Bankruptcy and Fraud Analysis: Shorting and Selling Stocks
Author(s):

The fraudulent financial reporting (FFR) by Enron, Qwest, and other companies was facilitated by poor corporate governance. Ten timeless factors of corporate governance helped detect such reporting.

Journal Title: Journal of Forensic and Investigative Accounting Volume: 2, Issue 3 Edition: Page Numbers:
Burned! The impact of work aspects, injury, and job satisfaction on unionized cooks' intention to leave the cooking occupation.
Author(s):

The hospitality industry is marked by chronic labor shortages and high turnover in the cooking occupation, yet research on occupational (as opposed to job or organizational) turnover antecedents in this context is scarce. This study explores the variables that drive cooks' intent to leave their chosen occupation, focusing on administratively controllable elements of the work environment. A survey of 213 unionized cooks employed in 13 hotels, ranging from three to five stars, in a major U.S. city illuminated path relationships between the antecdents of (a) work demands, (b) kitchen conditions, (c) management's concern for food quality, and (d) work engagement, and the outcomes of (a) injuries, (b) job satisfaction, and (c) occupational turnover intent. Results show that the population of cooks may warrant contextually-specific models of occupational turnover intent.

Journal Title: Journal of Hospitality & Tourism Research Volume: 1 Edition: Page Numbers: 78-102
Corporate Governance Listing Requirements: Investor Protection from Fraudulent Financial Reporting
Author(s): Decision Sciences; Lisa Victoravich; Hugh Grove

This paper analyzes the corporate governance listing requirements of major stock exchanges to assess the level of investor protection from such investment disasters. This issue is especially critical to emerging stock exchanges, like in the United Arab Emirates (U.A. E.) and Russia, where these countries are trying to attract foreign investors. Thus, the corporate governance listing requirements of the well-established stock exchanges, NYSE, NASDAQ, London and Singapore, will be compared to the emerging stock exchanges in the U.A.E. and Russia. The effectiveness of these corporate governance listing requirements for protecting investors are assessed by determining how they address ten common, corporate governance factors in fraudulent financial reporting that are the lessons learned from these recent spectacular frauds and the subprime mortgage mess.

Journal Title: Decision Sciences Volume: Issue 9 Edition: Page Numbers:
ERP at the Colorado Department of Transportation: The Whistle Blower’s Dilemma
Author(s): Corporate Ownership and Control; Cynthia Fukami; Donald McCubbrey

The case takes place in the Information Technology Office (ITO) of the Colorado Department of Transportation (CDOT) from 2001 to the present. Driven by the wishes of CDOT’s Executive Director, and in a response to aging information systems, CDOT decided to install an Enterprise Resource Planning System (ERP). The case focuses on Bill Cron, an employee in the CDOT ITO, who was very concerned about not only the need for an expensive ERP, but also about the way the project was being executed. He voiced his concerns using as many channels as he could identify, but they seemed to fall on deaf ears. The decision focus of the case concerns which of three options Bill should pursue: being quiet and falling in line as directed, continuing to voice his concerns internally (internal whistle blowing), or going public and divulging his concerns in the local press (external whistle blowing).

Journal Title: Corporate Ownership and Control Volume: 24 Edition: Page Numbers: 105-112
Forced Governance Innovations for Managing the Economic, Financial and Auto Crashes
Author(s): Innovation Journal: The Public Sector Innovation Journal; Van Johnston

This article analyzes how our pursuit of efficiency in both the public and the private sectors left us without viable corporate leadership and adequate public sector governance in the financial realm in the latter years of the first decade of the 21st century. Over investing in deregulation, reengineering and reinventing, we privatized and contracted our way into serious financial risk. Creative financial instruments without adequate regulation and enforcement for fiscal safety led to dangerous financial instruments and practices in the housing arena and on Wall Street that led to a buildup of toxic assets that eventually manifested as a freeze of financial credit. When banks and financial organizations could no longer do business normally and started to fail significantly, and when Detroit could no longer sell its cars regularly enough to stay in business, the federal government stepped in with the Troubled Asset Relief Program and the stimulus package, and outright bailouts and corporation reorganization assistance to unfreeze the financial system. This article analyzes how the government intervened to prevent a systemic collapse, and how it has struggled since to reform financial governance so we do not end up with a crisis gone to waste by not developing an acceptable set of guidelines, agencies and regulations to prevent such a serious situation from happening again in the future.

Journal Title: Innovation Journal: The Public Sector Innovation Journal Volume: 15(1) Edition: Page Numbers: Article 7
Growth via Intellectual Property Rights versus Gendered Inequity in Emerging Economies: An Ethical Dilemma for International Business
Author(s): Pallab Paul

In this paper, we critique the emergent international normative framework of growth – the knowledge economy. We point out that the standardized character of knowledge economy’s flagship – intellectual property rights (IPRs) – has an adverse impact on women in emerging economies, such as India. Conversely, this impact on women, a significant consumer segment, has a feedback effect in terms of market growth. Conceptually, we analyze the consequences of knowledge economy and standardized IPR through a feminist lens. We extend the analyses by pointing to various contradictions surrounding growth norms; for example, there are inherent contradictions between established “formal” legalistic interpretation of IPR, “soft law” norms of corporate social responsibility, a fluid situation of moral claims of human rights, and different institutional capabilities at the international and domestic level. Consequently, we are able to demonstrate how standard IPR laws fail to deliver equity for all. We argue our case through exploring the growth aspects of the agricultural sector in India and the adverse impact of standard biopatenting on women farmers’ rights (as producers and consumers) and preservation of environment. We suggest that desired gendered equity is better achieved when there is a constellation of actors – private-sector business, the state, and civil-society leaders – working together to ensure a balanced development through tailoring of IPR to local needs.

Journal Title: Journal of Business Ethics Volume: 3 Edition: Page Numbers: 359-378
How to Cope with Shrinking Resources or Doing More with Less: Actual Mechanisms Used by Overnmental and Not-For-Profit Human Service Organizations
Author(s): ; James Sorensen

The article deals with management actions for dealing with a financial crisis in human service organizations. In addition to a comprehensive listing of emergent coping mechanisms, the article includes an empirical study from a large western state revealing preferences and actual usage of these mechanisms. In short, it is advice on how to sustain a human service organization faced with revenue short-falls (for example, under payment by state funding sources).

Journal Title: Journal of Governmental Financial Management Volume: Edition: Page Numbers: 58-65
Peaceful Warriors: Private Military Security Companies and the Quest for Stable Societies
Author(s): Journal of Business Ethics; Donald Mayer

Peace is more likely where there is trade and commerce between nation-states. However, many nations are "failed states" or "failing states," in large part because of civil wars. Yet, "business" may have a role to play here, too; as private military security companies (PMSCs) proliferate, governments and international organizations seem increasingly disposed to contract for their services, in some cases for combat roles as well as noncombat support roles in various conflict zones. This has raised questions about the ethics of using private companies for public purposes, especially where (as now) private companies have operated outside of legal accountability. This article suggests ways in which such accountability can be put in place, such that PMSCs can actually serve the cause of securing local and regional stability as a first step toward establishing a much safer environment for people and for business.

Journal Title: Journal of Business Ethics Volume: Supplement Edition: Page Numbers: 387-401
Stock Market Reaction to Allegations of Earnings Manipulation
Author(s): ; Hugh Grove; Thomas Cook

We examine the stock price reaction to announcements that firms are manipulating earnings using a sample of firms cited by the Securities Exchange Commission in its Accounting and Auditing Enforcement Release (AAER) during the time period 1985-2005. We find a 14 percent average drop in stock price over a three day window surrounding the announcement, and that prices continue to drop an additional 15% over the next 30 trading days. We also model the cross-section of the cumulative abnormal returns (CAR) using firm specific variables and find that the stock market reacts more negatively for high growth companies, for firms with more insiders on their Boards, for firms paying a larger percentage of total executive compensation in the form of stock options, and for firms whose CEO is not the company founder. Finally, we report that the size of a firm's accounting accruals has no effect on the magnitude of the CAR. Forensic accountants and auditors can check for both of these financial and non-financial factors in assessing earnings management possibilities.

Journal Title: Journal of Forensic and Investigative Accounting Volume: 1, Issue 2 Edition: Page Numbers:
Tax Credit for Principal Residence: Clearing the Housing Glut
Author(s): ; Mark Levine; Libbi Levine Segev

This article summarizes the qualifications for the home-buyer tax credit. Over the past few years Congress has taken various approaches to stimulating the housing market and the overall economy. One stimulant has been in the form of tax credits for homebuyers. Initially, Congress provided a credit limited to first-time homebuyers. However, that credit was effectively a loan -- up to $7,500 -- requiring full repayment. Subsequently the stimulus was enhanced to encompass repeat buyers, and the credit was increased to $8,000 with no repayment. The credit has now expired, but for homebuyers who took advantage of it, the details of claiming the credit on tax filings remain.

Journal Title: Real Estate Issues Volume: Vol. 35, Number 1 Edition: Page Numbers: 42-44
The Future of Privacy Policies: A Privacy Nutrition Label Filled with Fair Information Practices
Author(s): ; Corey Ciocchetti

E-commerce continues to blossom as evidenced by online retail sales in excess of $33 billion over the first quarter 2008. This growth helps spur the staggering economy but also magnifies the serious threats surrounding personally identifying information (PII) submitted during e-commerce transactions. The most common threats, such as identity theft and aggregated data files, do the most damage when companies are careless (i.e., losing laptops filled with unencrypted data) or callous (selling data on the open market) with the PII they collect. The first line of defense against these threats is the electronic privacy policy. In theory, privacy policies are supposed to force companies to analyze and strengthen their privacy practices and then provide Web surfers with a detailed picture of what happens to their information upon submission. Privacy policies are most effective when Web site visitors can locate, read and comprehend their terms. Armed with this knowledge, individuals are supposed to make accurate privacy assessments before submitting information online. Problematically, contemporary privacy policies fail to live up to their promise because they are posted inconspicuously, purposefully vague and filled with legalese. This inaccessibility leads Web surfers to ignore privacy practices completely while they continue to submit PII blindly. Privacy policies can be effective if companies clearly and conspicuously discuss how their privacy terms relate to fair information practices (FIPs). FIPs are widely agreed upon guidelines covering the most important areas of the data trade - PII collection, use, storage and dissemination. The Federal Trade Commission has designated the five core FIPs to be notice, choice, access, integrity and enforcement. This article argues that a standardized privacy nutrition label - similar to the labels required by the Nutrition Labeling and Education Act - posted conspicuously on all e-commerce homepages can increase policy effectiveness. These federally mandated labels require companies to discuss their privacy practices in relation to each Key FIP. Although companies need not adopt specific policy terms or run their practices through a governmental clearinghouse, they must honestly disclose their practices. This is true of even the most unpopular practices such as external PII dissemination. Over time, consumers will become aware of these standardized labels, begin to understand FIPs, differentiate between privacy-protective and privacy-invasive practices and make better decisions before submitting PII.

Journal Title: Journal of Behavioral Finance Volume: 26 Edition: Page Numbers: 16803