Beyond Grey Pinstripes

     

U. of South Carolina (Moore)

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U. of South Carolina (Moore) 1705 College Street
Darla Moore School of Business
Columbia, SC, 29208
United States
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Demographic Information

Number of full-time MBA students (2011): 

90

Number of part-time MBA students (2011): 

127

Total duration of full-time MBA program: 

23 months

MBA faculty (Fall 2010): 

169

Females as percent of student body: 

33%
Who Are the Students? See what percentage of the 2010-2011 graduating class came to this MBA program from the private sector, the non-profit sector and government jobs
 
Private Sector (80%)
 
Non-profit (6%)
 
Government (14%)


Description of MBA Program: 

The Darla Moore School of Business’ International MBA is a comprehensive master’s program with a global focus. Designed for today's competitive business world, the program features an internationalized core curriculum, a significant internship with a global company, choice of a focus on the language and culture of a particular part of the world, or a global or European focus.  


Our two most important goals are the creation of knowledge and the education of future business leaders. The Moore School wants to ensure that these future leaders have a solid footing in the vital areas of environmental sustainability, resource management and corporate social responsibility.


Since the 1980s, a “global” perspective of sustainability includes issues that are not just environmental, but also economic and social. In 2008, The Moore School adopted a new strategic direction, Sustainable Enterprise and Development, with the mission to promote education and research to tackle the complex issues related to corporate responsibility, viable economic development, and care of resources—both human and natural.


In a sense, this initiative is not new to the school; it has long been a leader in global business education, which inherently must address the complex interplay of economic, social, and political forces. As Dean Hildy Teegen said in last fall’s issue of Moore Business, the new strategic direction represents a natural extension of our core competency in international business.


Accelerating demand for finite resources in developing countries, the necessity of sustainable economic development in poor countries, the demand for ethical behavior and transparency in corporate governance, and the ambition of today’s students to do more than make money—that is, to make the world better—are all factors in the evolution of The Darla Moore School of Business.


There are three key aspects to our view of sustainability:

  1. how business interfaces with the natural environment;
  2. ethics and organizational governance; and,
  3. the interplay between the private sector, public sector, and civil society.


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

The Darla Moore School of Business will occupy a new space in fall off 2013. The new facility will be as high performance as possible, allowing it to manifest the school’s new initiative of Sustainable Enterprise & Development. The State of South Carolina requires all new commercial construction to achieve a green building rating of Silver in the LEED (Leadership in Energy and Environmental Design) Green Building Rating System™.


The goal of the Moore School is to achieve a minimum of a LEED Platinum rating, but it will pursue a rating of Net-Zero. Net-Zero energy buildings generate as much energy as they consume through efficiency technologies and on-site power generation. The University of South Carolina has been taking steps for many years to reduce its energy use and has already built two LEED Silver and one LEED Gold certified buildings.


"This new building is an incredible opportunity for the Moore School," said Dean Hildy Teegen. "Not only will we be designing a facility that will enhance learning, research, and collaboration with other organizations, we will also be raising the bar for innovation and energy efficiency in higher education facilities. Our goal is for others to join us and become sustainable enterprises, as well.”

Academic Department

Course Name: Accounting and Management Control
Instructor: Dr. Robert A Leitch

This is primarily a case course where you will place yourself in the position of a manager and deal with management and control issues that face organizations today. These issues deal with designing control systems, transfer pricing between entities, developing plans and budgets to control an organizations activities, developing compensation and reward systems to motivate individuals to implement an organization’s strategy, developing a plan via a balanced scorecard for translating a strategy into actions and measuring progress toward accomplishing that strategy, determining cost drivers and using them to cost products and services through ABS/ABM, managing capacity effectively, strategic cost value chain management, the responsibilities of the controller of the organization in overseeing these activities. This course will take into account the stakeholders involved when addressing management and control issues.

Course Name: African Business Issues
Instructor: Dr. Robert. J. Rolfe

The course introduces students to the changing macroeconomic and institutional environments in Sub-Saharan Africa. It evaluates the main business opportunities in the regions and examines the institutional obstacles, including corruption and war, to doing business in SSA. This course examines the impact of the AIDS epidemic on businesses, social entrepreneurs in East Africa, working with corrupt governments, and interfacing with informal markets.

Course Name: Business in Latin America
Instructor: Dr. Alvaro Cuervo-Cazurra

Ethical issues: how to deal with corruption in Latin America.

Social issues: how to serve the needs of poor customers, how to employ bottom of the pyramid employees

Environmental: how Latin American firms use organic and sustainable certification to conquer developed country markets

Course Name: Business Simulation and Case Competition
Instructor: Mr. Patrick DeMouy

This course deals with analysis of real world business situations and the development of strategies that solve the problems and not the symptoms. We address issues such as ethical dilemmas, sustainability, integration of best practices, cultural adaption, and overcoming resistance to change. The students in the course are prepared to participate in business case competitions around the world. During the last year we have participated in the following case competitions

1) TATA’s sustainability case competition

2) Purdue’s supply chain competition that focused on third world health care

3) Reaching Out case competition that dealt with the acceptance of gays in the workforce

4) University of Denver’s ethical Case Competition

5) George Washington’s not for profit case competition

6) John Molson MBA case competition that included several cases dealing with environmental and sustainable issues

We choose different teams to participate in the different competitions and almost twenty five percent of all the IMBA second year students had the opportunity to participate. When preparing for the competitions all of the students, even those not in the competition, studied and presented information on these areas.

Course Name: Central and Eastern European Business Issues
Instructor: Dr. Claudio Carpano

Reflecting the dynamics of the business environment in Europe, this course integrates two courses: Western European Business Issues and Central and Eastern European Business Issues. The course is organized in three modules.

Module one focuses on Western Europe and the process of European integration. It discusses the European Union (EU), its history, objectives, governance, and its impact on international business. It also addresses several relevant business related issues such as labor relations, corporate governance models, and social responsibility, as well as cultural and socio-economic diversity among the countries of integrated Europe.

Module two focuses on Central and Eastern Europe (CEE) as a context for global business. It examines the conditions in CEE countries which are in a process of radical transformation, on the one hand, still transitioning to market economy, and on the other, joining the EU.

Module three examines the business conditions in several peripheral European countries including Russia and the former Soviet Republics which are going through a difficult process of democratization, and liberalization. The focus is on political and economic reforms, risks associated with doing business in these countries, and their potential for participating in the global economy. Finally, Turkey is studied as a special case within the context of European integration.

Course Name: China Business Issues
Instructor: Dr. Chuck Kwok

In the economic development of China, I discuss that the present stage of economic development of China is a factor-driven economy. China is the “factory of the world”. However, it comes at a better environmental cost (depletion of natural resources and air pollution).

In the lecture about the political economy of China, I discuss the various social issues of China: corruption, one-party dominance, and violation of intellectual property rights. I discuss how such issues may affect the future development of China.

Course Name: Consulting and Organizational Development
Instructor: Dr. David Schweiger

The course has a heavy focus on the ethical aspects of consulting and is embedded in more than half of the 14 cases used in the course and covered by lectures and reading materials. In particular, there is a focus on confidentialities and trust with managers, employees and other confidents and; the importance of honesty in how the consultant represents him/herself to the organization, provides recommendations to the client, accounts for time and bills. This is addressed from the perspective of both the reputation of the consultant to the ethics of doing what is right. The class demonstrates that ethics can be the basis of a competitive advantage and survival for a consultant.

Course Name: Consumer Behavior
Instructor: Dr. Thomas Kramer

This course on consumer behavior addresses several social and ethical issues as part of the class lectures and discussions. These include ethical concerns raised by portraying unrealistic standards of beauty in advertisements and their effect on consumer self-esteem, and well as ethical standards to follow when conducting consumer research. Further, as part of influencing consumer behavior, we discuss social marketing; that is, marketing to benefit society as a whole, such as advertising designed to reduce obesity or alcohol and drug abuse. Finally, class discussions on targeting vulnerable populations of consumers focus on issues related to cigarettes and fast food targeted at young consumers.

Course Name: Customer Relationship Management and Data-Mining
Instructor: Dr. Bikram Ghosh

Advances in technology and internet have generated considerable interest to build huge customer databases that can be used to develop and implement customer relationship management (CRM) programs. CRM came into vogue in the nineties. Since then it has become a “hot topic” and is rapidly evolving. Firms have invested considerable financial resources in setting up CRM programs. Many firms are satisfied with the outcomes of their CRM programs (as measured by satisfaction, loyalty, and profitability), while others have been disillusioned.

Implementing a CRM marketing program entails creating a customer database, extracting meaningful information from the database using analytical techniques (commonly referred to as data mining), developing strategies and implementing them. This course will focus on CRM programs, its characteristics and capabilities, reasons for its success/failure, and the frequently used data mining techniques.

While collecting data and developing intelligence increases shareholder value, there are a lot of privacy issues involved with regards to data collection. Companies are focusing more on ethical ways of collecting data. Some of the ethical and privacy related issues involved with CRM are addressed in this course.

Course Name: Decision Analysis
Instructor: Dr. Michael Galbreth, Dr. Patrick Philipoom

This course demonstrates how quantitative methods can help support the analysis of social and policy issues. Specifically, students learn how the large amounts of data on school test scores and family incomes can be used to inform the debate on the link between poverty and academic performance. Class discussions center on the appropriate use of this type of quantitative analysis, specifically focusing on appropriate (and inappropriate) interpretations of the statistical results.

Pages

Type of Offering

South Carolina Clean Energy & Jobs Forum
Type: Forum
Date: October, 2010

Panel Members:

Dr. Harris Pastides, President, University of South Carolina

James E. Rogers, Chairman, CEO and President, Duke Energy

Jeffrey R. Immelt, Chairman and CEO, General Electric

Mark Robertson, Executive Director, The Nature Conservancy, South Carolina

Moderated by:

Charles Bierbauer, Dean, College of Mass Communications and Information Studies, University of South Carolina

Graduate Programs Orientation - Community Service Activity
Type: Community Service
Date: July, 2010

Pets Inc. Animal Shelter - MBA student volunteers participated in this activity to get involved with the "environmental management" and "social impact" consequences of dealing with abandoned and/or unwanted pets.

Graduate Programs Orientation - Community Service Activity
Type: Community Service
Date: July, 2010

Keep the Midlands Beautiful/Saluda River clean-up - MBA student volunteers participated in this activity to get involved with "environmental management" at the point where hands-on experience can show the value of every individuals efforts to help protect the environment.

Net Impact Speaker February 2010
Date: February, 2010

John De Graaf

February 2010

Topic: American over consumption, stress, and lifestyle issues related to public health in the United States.

Seizing Opportunities in a Global Green Economy
Type: UK Delegation vist to South Carolina
Date: April, 2011

UK Delegation : UK Minister of State Gregory Barker MP, Department of Energy & Climate Change (see bio below) with a small UK business leaders delegation, comprising senior-level representatives from leading UK businesses (e.g., manufacturing, chemicals, retail, clean energy).

The visit is likely to include meetings with business leaders and elected officials and a talk / panel discussion at the Darla Moore School of Business.

Aim: to share ideas and best practices on maintaining competitiveness in a sustainable economy and to build US-UK commercial relationships, particularly in green energy.

Gregory Barker MP was appointed Minister of State in the Department of Energy and Climate Change by Prime Minister David Cameron in May 2010. He has a broad ranging portfolio including energy innovation, including marine energy, and the green economy, green jobs and skills agenda.

Gregory Barker graduated in History, Economic History & Politics from London University in 1987 and has over ten years experience of working in the City of London. In 1988 after working at the Centre for Policy Studies with David Willetts, he trained as smaller companies analyst and subsequently became a Corporate Finance Director of the Australian owned International Pacific Securities, specializing in cross-border mergers and acquisitions.

In 1997 Gregory Barker became an Associate Partner of the leading financial public relations firm, Brunswick Group Ltd. The following year he was appointed head of International Investor Relations for Sibneft, a major Russian oil company, where he helped lead the company's drive to modernize in the post Soviet economy and open up to Western markets. He returned to Britain in May 2000, to continue as a director of Bartlett Scott Edgar, the recruitment advertising business, of which he helped lead a "management buy-in" in 1998. The company was sold to TMP Worldwide in 2001.

Gregory Barker was elected Conservative Member of Parliament for Bexhill and Battle in his native Sussex in June 2001. He served on the House of Commons Environmental Audit select committee between 2001 and 2005. He was appointed to the Opposition Front Bench as a Conservative whip in 2003.

Gregory Barker was appointed Shadow Minister for Climate Change & Environment in December, 2005 and led the passage of the Climate Change Bill through the House of Commons in 2008 and was a key author of the Conservative Party's 'Low Carbon Economy' green paper, launched in January 2009. In October 2008 he was promoted to Shadow Climate Change minister in the new Shadow Department of Energy and Climate Change.

Global Leadership/Global Preparedness
Date: February, 2011

John H. Sykes, Founder of JHS Capital Advisors and

John W. Bachmann, Senior Partner Edward Jones

John Bachmann, Senior Partner, Edward Jones

John W. Bachmann is senior partner of Edward Jones. He began his career at Edward Jones in 1959. He worked in retail investment, product marketing, strategic planning, corporate finance and technology. In 1980, Bachmann succeeded Edward D. "Ted" Jones, Jr. as Managing Partner of Edward Jones. During his tenure, Edward Jones grew from 200 offices in 28 states to more than 9,000 offices throughout the U.S., Canada and the UK. After 24 years in the role, Bachmann stepped down as managing partner and became senior partner in 2003.

Bachmann served as chairman of the Securities Industry Association and chairman of the U.S. Chamber of Commerce. Currently he is a member of the Executive Committee of the U.S. Chamber of Commerce, trustee emeritus of Wabash College, trustee of the Claremont Graduate University, trustee of Washington University in St. Louis and a director of AMR Corporation, American Airlines, Inc. and The Monsanto Company.

He holds a bachelor's degree from Wabash College and an MBA from Northwestern University. Bachmann was the Moore School’s first Distinguished Executive in Residence.

John H. Sykes, Founder, JHS Capital Advisors

John H. Sykes, founder of JHS Capital Advisors, has more than 33 years of business and community leadership. He is chairman of JHS Capital Holdings, Inc., and founder and chairman emeritus of Sykes Enterprises, Inc. Sykes retired in 2004.

Recognized with numerous awards for his entrepreneur abilities and community involvement, Sykes has been named Florida Entrepreneur of the Year, Innovator of the Year and Florida Free Enterpriser of the Year. He was inducted into the Tampa Bay Business Hall of Fame and the Academy of Achievement Hall of Fame of Sales and Marketing Executives International.

Sykes serves as chairman of NorthStar Banking Corporation and NorthStar Bank, is a member of the Board of Trustees and chairman emeritus of the University of Tampa, a past Board Member at Queens University in Charlotte and a member of the United Way Million Dollar Roundtable.

Global Ethics: Why it Matters to the Bottom Line
Date: October, 2010

Mr. David Seaton, Fluor Corporation

Mr. David Seaton serves as the chief operating officer of Fluor Corporation with responsibility for overseeing the company’s five business groups; operations; health, safety & environmental (HSE); and business development. He was named to his current position in November 2009.

Prior to assuming his current role, Seaton served as the senior group president over Energy & Chemicals, Government, and Power Groups and was responsible for Fluor’s activities in China and the Middle East. He has also served as the president of Fluor’s Energy & Chemicals Group responsible for the company’s global business activities in the upstream, downstream, pipeline, offshore, gas processing, oil and gas production, chemicals, integrated petrochemical and petroleum refining industries including ICA Fluor, the company’s joint venture in Mexico.

Seaton has also served as senior vice president and group executive for Fluor’s global corporate sales function and had geographic responsibility for the Middle East. Since joining Fluor in 1984, Seaton has held numerous positions in both operations and sales in the U.S., Europe and the Middle East, including vice president and managing director of Fluor Arabia Ltd., the company’s joint venture in Saudi Arabia; and management positions in the pulp and paper industry, mining, metals, and manufacturing industries.

Seaton serves on the board of directors for The Mosaic Company (NYSE: MOS), many of Fluor’s foreign subsidiaries including Fluor Arabia Ltd. as well as the Fluor Foundation. He is also a member of Fluor’s Executive Development Forum, Global Benefits Committee, and Compliance and Ethics Committee. Active in many business organizations, Seaton serves as a board member of the American-Petroleum Institute (API) and the U.S. - Saudi Arabian Business Council. Seaton is a board member of the World Economic Forum's Partnering Against Corruption Initiative and serves on the Forum's Global Agenda Council on Corruption.

Seaton holds a bachelor’s degree from the University of South Carolina. He completed the Advanced Management Program at the Wharton School of Business and Thunderbird University’s International Management Program.

Net Impact Speaker March 2010
Date: March, 2010

Deb Stirling

March 2010

Topic: Sustainability, science, and things we can do to protect the environment.

Graduate Programs Orientation - Community Service Activity
Type: Community Service
Date: July, 2009

Harvest Hope Re-Store - MBA student volunteers assisted at this charitable facility with obvious "social impact" implications.

Green is Good for Business Conference
Date: September, 2010

Net Impact sponsored conference on how "Green is Good for Business" emphasising the environmental impact of "Going Green".

Sustainability - William McDonough
Date: September, 2009

The Darla Moore School of Business was privileged to host William McDonough as a speaker for the Wachovia, A Wells Fargo Company Lecture Series on Monday evening, September 28. McDonough is a world-renowned architect and designer and winner of three U.S. presidential awards: the Presidential Award for Sustainable Development (1996), the National Design Award (2004), and the Presidential Green Chemistry Challenge Award (2003). Time magazine recognized him as a "Hero for the Planet" in 1999, stating that "his utopianism is grounded in a unified philosophy that—in demonstrable and practical ways—is changing the design of the world."

McDonough is the founding principal of William McDonough + Partners, Architecture and Community Design (WM+P), a 30-person design firm that executes a diverse international array of projects from its offices in Charlottesville, Virginia. An internationally recognized design firm practicing "ecologically, socially, and economically intelligent" architecture and planning in the U.S. and abroad, its unique approach celebrates the abundance of nature: daylight, fresh air, diversity, life, and creativity. McDonough is also the cofounder and principal, with German chemist Michael Braungart, of McDonough Braungart Design Chemistry (MBDC), which employs a comprehensive Cradle to Cradle design protocol to chemical benchmarking, supply-chain integration, energy and materials assessment, clean-production qualification, and sustainability issue management and creativity.

McDonough was commissioned in 1991 to write The Hannover Principles: Design for Sustainability as guidelines for the City of Hannover's EXPO 2000, and in 1993 to give the Centennial Sermon at the Cathedral of St. John the Divine in New York City. More recently, he and Braungart co-authored Cradle to Cradle: Remaking the Way We Make Things, published in 2002 by North Point Press.

In contrast to the gloomy tone of some discussions on these topics, McDonough provided genuine levity throughout the 90-minute presentation and Q&A session. “When most of the business world talks about sustainable development -‘reduce your carbon emissions, use less water, use less material in your packaging, reduce, minimize’ - it’s all ‘be less bad’ and being less bad is not being good,” said McDonough. “If I asked you what your relationship to your spouse was, and you replied ‘sustainable’ - I’m sorry, that’s really not that exciting.”

Discussing the development of social equity, ecological stewardship, and financial management as the foundation for his design philosophy, McDonough showed examples of his firm’s work as evidence of the potential for success on all three fronts. The new factory for Herman Miller created a social setting that dramatically increased productivity and revenue, testimony to the powers of “giving people daylight, fresh air, and The Beach Boys.” Headquarters for Nike and YouTube were constructed from native materials and convertibility for future use as housing. A facility restoration for Ford featured a green roof with ten-and-a-half acres of habitat for local species, 70 percent less energy consumption and cost savings of $36 million versus conventional water-filtration systems. While all of the projects were architecturally and visually stunning, McDonough’s points of emphasis were the positive outcomes that resulted from design intended to benefit both the environment and his clients’ business practices. “I see design as the first signal of human intention. So the question has to be: ‘What is our intention as a species?’ It’s not just a matter of being less bad, reducing our carbon emissions slightly; it’s going to be a fundamental new design required of our species.”

Gulf Oil Spill: How Much Should BP Pay?
Type: EDUCATIONAL SESSION/PANEL DISCUSSION
Date: September, 2010

How will the environmental damage assessment be done?

Does industry self-regulation work?

What are the legal vs. social obligations resulting from the oil spill?

PANELISTS:

Dr. Bruce Meglino (Moderator), Distinguished Professor Emeritus of Management

Dr. Stephen Finger, Assistant Professor of Economics

Dr. Jean Helwege, J. Henry Fellers Professorship of Business Administration, Finance

Dr. Jason Murray, Assistant Professor of Economics

DEGW Presentation
Date: December, 2009

Dr. Frank Duffy, Founder, DEGW

Dr. Duffy, a leading theorist of workplace strategy and design, co-founded DEGW in 1973 in London. Frank's career has been focused on helping businesses use space more effectively over time. From that time onwards, Frank has continued to develop DEGW's methodologies to enable clients to make more efficient, more effective, and more expressive use of workspace. Frank believes in research in the context of practice. He is a prolific writer and has taken a leading role in the debate about the future of the architectural profession. He has worked in both the London and New York offices, and was a Visiting Professor at MIT in the early 2000s. His latest book, Work and The City, was published in June 2008

DEGW is a leading strategic design consultancy operating from twelve offices in Europe, Asia Pacific, and North America. DEGW integrates research, strategy, and design across a variety of sectors – from media to government, corporate to education – providing real solutions aimed at optimizing business and workplace performance.

Graduate Programs Orientation - Community Service Activity
Type: Community Service
Date: July, 2010

Columbia Park & Recreation/Riverfront Park clean-up.

MBA student volunteers participated in this activity to get involved with "environmental management" at the point where hands-on experience can show the value of every individuals efforts to help protect the environment.

Graduate Programs Orientation - Community Service Activity
Type: Community Service
Date: July, 2010

USC Belser Arboretum - MBA student volunteers participated in a "work day" at this "green space" area near the main USC campus. This "environmental management" activity was designed to emphasise the importance of "green space" within the city's confines.

Graduate Programs Orientation - Community Service Activity
Type: Community Service
Date: July, 2010

MBA students volunteered for a "work day" at Ronald McDonald House to participate in an activity that demonstrates the social impact of this type of charitable facility.

Net Impact Speaker September 2010
Date: September, 2010

John Tully, Director of Development, Michelin North America

September 2010

Topic: “CSR at Work” - Michelin’s strategy towards promoting economic/community development.

Social Movements, Institutional Logics and the Emergence of Electric and Hybrid Drive in the Electric Automotive Community from 1969-2009
Date: November, 2010

Byungchae Jin, an IB Faculty Candidate

“Social Movements, Institutional Logics and the Emergence of Electric and Hybrid Drive in the Electric Automotive Community from 1969-2009”

Abstract

This study explores endogenous social and institutional processes through which new technology emerges and follows differential developmental trajectories. Building upon the institutional logicand social movement perspectives, I argue that an institutional logic is a product of actors’collective social processes and that established logics play a central role in shaping the differential development of new technology. To test my arguments, I explore the social and institutional processes associated with development and contestation of conflicting logics (industrialism vs. environmentalism) and their effects on the evolution of electric and hybrid drive in the electric automotive community from 1969-2009. Empirical findings suggest that environmental protests and economic recessions systematically influence an actor’s incorporation of logics and that the strength of environmental and industrial logics shapes differential developmental trajectories of electric and hybrid drive. This study contributes both technology and institutional literatures by exploring how social and economic conditions relate to the ebb and flow of institutional logics and how institutional logics can shape technology development. Moreover, it addresses a gap in the literatures between institutional and social movement arguments, which together helps us better understand the complexity of technology
development.

Byungchae Jin’s research interests revolve around how technologies and organizations evolve over time and how economic, social and cultural processes affect organizational innovation and organizational evolution. His research papers regarding technological innovation through internationalization have been published in Journal of International Business Studies and Strategic Management Journal, or currently under revision in Research Policy. In his dissertation, entitled “Technology and Institution,” Byungchae seeks to theorize about how the different formation of institutional logics determine the differential forms of technological evolution (Chapter 1), empirically investigate how social forces at the societal level systematically influence the emergence and decline of new technologies (Chapter 2), and empirically demonstrate how actors, faced with social and economic pressures, purposefully modify their institutional logics (Chapter 3). During his talk, Byungchae will primarily discuss his dissertation Chapter 2 which shows how technologists and scientists respond to broader social and economic conditions and how their differential incorporation of institutional logics influences the ebb and flow of electric and hybrid drive in the electric automotive community from 1969-2009.

Sino-US Business Climate
Type: 2010 International Business Panel Series
Date: November, 2010

USC Confucius Institute and the Darla Moore School of Business

2010 International Business Panel Series

Monday, November 22, 2010

2:00 p.m.

Keynote speakers representing

SC Business Community and the Chinese Embassy

will discuss the Sino-US Business Climate

Concurrent Panel Discussions begin at 4:00 p.m.

Panel 1) China, the US and the Global Economy in 2010

Panel 2) Strategy & Innovation in the US and Chinese Business Environments

Panel 3) China & the US: Meeting Educational Demands in a Global Context

Solar Power Purchase Agreements
Date: October, 2010

Johnson Controls (JCI) is the energy advisor and partner for the University of South Carolina and will be giving a presentation on Solar Power Purchase Agreements (PPA) as an option for the new Moore School building. To achieve or get close to a net-zero energy building, the project will need to use as little energy as possible and implement some form of renewable energy. There are no cost-effective options for renewable energy in South Carolina, but a PPA is a method to finance solar installations while reducing our long term energy costs.

Peter White, Director, Private Sector Energy Solutions with JCI’s Corporate Headquarters in Milwaukee, WI, will make the presentation, which will explain PPAs, how they work, national trends and how it can assist the new Moore School project.

About Johnson Controls, Inc.

Johnson Controls (No. 198 on Global Fortune 500 ) is a global diversified technology and industrial leader serving customers in over 150 countries. Their 130,000 employees create quality products, services and solutions to optimize energy and operational efficiencies of buildings; lead-acid automotive batteries and advanced batteries for hybrid and electric vehicles; and interior systems for automobiles. JCI’s commitment to sustainability dates back to their roots in 1885, with the invention of the first electric room thermostat.

Pages

"Development and Validation of the Agents' Socially Desirable Responding (ASDR) Scale
Author(s): Bearden, William

While the marketing discipline has advanced knowledge by augmenting objective measures of marketing performance with survey-solicited subjective measures, it has not adequately attended to potential response biases. The authors’ review of the literature highlights the need for a valid measure of socially desirable responding that can be used in detecting social desirability bias in managers’ responses to subjective performance measures. Agents’ Socially Desirable Responding (ASDR) scale development and validation procedures are described. Validation efforts reveal the psychometric properties of the eight-item ASDR scale and provide evidence of its utility.

Journal Title: Marketing Letters Volume: 20 Edition: 1 Page Numbers: 31-44
After layoffs, help survivors be more effective.
Author(s): Nyberg, Anthony

If your firm has downsized recently, you’re now managing a bunch of survivors – the lucky ones who didn’t get laid off . But good fortune doesn’t make for good performance – at least not in this situation. Chances are, you’re presiding over a heightened level of employee dysfunction, even if you don’t see it yet. Here are areas to address to limit the damage, according to our research and influential studies by others, including Teresa Amabile of Harvard, Regina Conti of Colgate, Wayne Cascio of the University of Colorado, Joel Brockner of Columbia, and Priti Pradhan Shah of the University of Minnesota.

Journal Title: Harvard Business Review Volume: 87 Edition: 6 Page Numbers: 15-15
Agency theory revisited: CEO return and shareholder interest alignment
Author(s): Nyberg, Anthony; Fulmer, Ingrid

Agency theory suggests that managerial mischief may occur when the interests of owners and managers diverge and that a solution to this agency problem is alignment of owner and agent interests through agent compensation and equity ownership. We develop the theoretical concept of CEO return and measure and estimate financial alignment as the relationship between CEO and shareholder returns. Our results, based on this new conceptualization and corresponding measurement, suggest stronger alignment than reported in previous work. The magnitude of this alignment is associated with subsequent firm performance, but in ways not clearly articulated or tested in prior research.

Journal Title: Academy of Management Journal Volume: 53 Edition: 5 Page Numbers: 1029-1049
Atypical Work and Employment Continuity
Author(s): John T. Addison

Atypical employment arrangements have long been criticized as offering more precarious and unstable work than regular employment. Using data from the Contingent and Alternative Employment Arrangement Supplement and the National Longitudinal Survey of Youth, 1979 Cohort, we determine whether workers who take such jobs rather than regular employment, or the alternative of continued job search, experience greater or lesser employment continuity. Controlling for unobserved individual heterogeneity, the advantage of regular work over atypical work and atypical work over continued joblessness dissipates.

Journal Title: Industrial Relations Volume: 48 Edition: 4 Page Numbers: 655-683
Codes of Good Governance
Author(s): Alvaro Cuervo-Cazurra

We review the recent developments in the area of codes of good governance, a set of best practice recommendations regarding the behavior and structure of the board of directors. Research Findings/Results: Our review of the literature on codes of good governance highlights their rapid spread around the world and how academic research has lagged behind in analyzing this topic. Despite the criticism that the codes' voluntary nature limits their ability to improve governance practices, codes of good governance appear to have generally improved the governance of countries that have adopted them, although there is need for additional reforms. Theoretical Implications: Unfortunately, research on codes of good governance has developed in insolation with little cross-fertilization across the different disciplines. We propose a multi-level framework to discuss three main topics that have emerged within the codes literature: the motivations behind the diffusion of codes across countries and its implications for convergence of corporate governance practices; the content of the codes and their “comply or explain” dimension; and the relationship between code compliance and firm performance. We conclude by proposing four areas of future research. Practitical Implications: Code development, adoption, and compliance are directly related to issues surrounding the governance of the firm, and in particular to all the interactions that a director has inside and outside the firm. Codes are regulations that emerge from policy-making negotiations between multiple stakeholders, such as the state (via the stock market regulators) and the investors

Journal Title: Corporate Governance – An International Review Volume: 17 Edition: 3 Page Numbers: 376-387
Contingency Relationships of Firm Size, TQM Duration, Unionization, and Industry Context on TQM Implementation - A Focus on Total Effects
Author(s): Jayanth Jayaram; Sanjay L. Ahire

Past TQM literature has been inconclusive in resolving the validity of the universalistic approach versus the contingency approach of TQM implementation. In this paper we contribute to the resolution of this debate by using a total effects approach within the contingency perspective. We propose a culture-quality system design-outcomes framework for TQM implementation. We then use this framework to study the differences in total effects relationships among TQM constructs across four contingencies, firm size, TQM duration, unionization, and industry type. Data from a sample of 394 plants (SIC codes 20 through 39) are used to test the validity of our contingency model. Our results revealed that firm size, TQM duration, and industry type moderate the influence of total effects of culture (top management commitment, customer focus, and trust) on final outcomes (process quality, product quality, and customer satisfaction). These contingencies also moderate the influence of total effects of quality system design (design management, training, empowerment, quality information usage, supplier quality management, and process quality management) on final outcomes. The strongest contributor to variation in total effects across groups was industry type, followed by size and then TQM duration. To a lesser extent, unionization was a moderator in total effects relationships. These findings uniquely contribute to the emerging contingency theory of TQM implementation.

Journal Title: Journal of Operations Management Volume: 28 Edition: 4 Page Numbers: 345-356
Cultural Practices and Life Insurance Consumption: An International Analysis Using Globe Scores
Author(s): Kwok, Chuck C. Y.

This cross-disciplinary study examines how national culture practice affects cross-country variations in life insurance consumption. To proxy for national culture dimensions, we use the refined measure of the GLOBE project which includes several additional cultural dimensions not included in Hofstede''s analysis. Using 1966–2004 data across thirty-eight countries, our analysis reveals a strong relationship between life insurance consumption and the practice scores of in-group collectivism as well as power distance. These relationships continue to hold, even after controlling for other country-level variables such as national income, expected inflation rate, banking sector development, investor protection index, dependency ratio, life expectancy, and religion.

Journal Title: Journal of Multinational Financial Management Volume: 19 Edition: 4 Page Numbers: 273-290
Does Atypical Work Help the Jobless? Evidence from a CAEAS/CPA Cohort Analysis
Author(s): John T. Addison

Atypical employment, such as temporary, on-call and contract work, has been found disproportionately to attract the jobless. But there is no consensus in the literature as to the labour market consequences of such job choice by unemployed individuals. Using data from the Current Population Survey, we investigate the implications of the initial job-finding strategies pursued by the jobless for their short- and medium-term employment stability. At first sight, it appears that taking an offer of regular employment provides the greatest degree of employment continuity for the jobless. However, closer inspection indicates that the jobless who take up atypical employment are not only more likely to be employed 1 month and 1 year later than those who continue to search, but also to enjoy employment continuity that is not less favourable than that offered by regular, open-ended employment.

Journal Title: Applied Economics Volume: 41 Edition: 9 Page Numbers: 1077-1087
Experience-Based Human Capital and Social Capital of Outside Directors
Author(s): Yasemin Kor

In this article, the authors develop and test a theoretical model of the effects of outside directors' human and social capital on firm growth. They posit that outside directors' board memberships and managerial experiences have additive and interactive effects. Using a longitudinal sample of high technology firms, they test their theory and find that outside directors' membership on multiple boards, industry-specific managerial experience, and firm-specific founding experience have strong additive effects on firm growth. They also find negative interaction effects, indicating the costs of acquiring and combining certain types of outside director human and social capital within the board.

Journal Title: Journal of Management Volume: 35 Edition: 4 Page Numbers: 981-1006
Lying and smiling: Informational and emotional deception in negotiation.
Author(s): Fulmer, Ingrid

This study investigated attitudes toward the use of deception in negotiation, with particular attention to the distinction between deception regarding the informational elements of the interaction (e.g., lying about or misrepresenting needs or preferences) and deception about emotional elements (e.g., misrepresenting one’s emotional state). We examined how individuals judge the relative ethical appropriateness of these alternative forms of deception, and how these judgments relate to negotiator performance and long-run reputation. Individuals viewed emotionally misleading tactics as more ethically appropriate to use in negotiation than informational deception. Approval of deception predicted negotiator performance in a negotiation simulation and also general reputation as a negotiator, but the nature of these relationships depended on the kind of deception involved

Journal Title: Journal of Business Ethics Volume: 88 Edition: 4 Page Numbers: 691-709
Managed hearts and wallets: Ethical issues in emotional influence by and within organizations
Author(s): Fulmer, Ingrid

Increasing research attention to the ways that firms seek to influence the emotions of employees, consumers, and other stakeholders has not been accompanied by systematic attention to the ethical dimensions of emotion management. In this article we review and discuss research that informs the morality of influencing and regulating the emotions of others. What are the moral limits of the use of emotion as a management tool for shaping workplace behavior and influencing the thoughts and actions of consumers? Do the ethics of emotional labor and emotional appeals (e.g., in consumer advertising) depart from moral rules that apply in "non-emotional" contexts? To explore these questions we examine research on the means by which individuals' emotions are shaped and on the organizationally relevant consequences of individual emotional experience. We then discuss a number of potential ethical issues that are implicit or explicit in the organizationally sanctioned use of emotion management, incorporating existing literature in management and business ethics that has addressed the moral obligations of organizations in this context, and highlighting areas where there is yet work to be done. We conclude by discussing the implications of our analysis.

Journal Title: Business Ethics Quarterly Volume: 19 Edition: 2 Page Numbers: 155-191
Multinationality as a Moderator of National Institutions: The Case of Culture and Capital Structure Decisions
Author(s): Kwok, Chuck C. Y.

Literature in international business and finance share the belief that country-level institutions affect the decisions of corporations. In this study, we highlight the other side of the picture and propose that MNCs can moderate the impact of the national institutions of a country. Unlike previous studies, we treat culture not only as an explanatory variable but also as a moderator. We posit that multinationality moderates the influence of national culture on corporate financial leverage. Using a large panel data set of 50 countries, we show that the multinationality of a firm decreases the impact that national culture has on its capital structure. Additionally, our study makes another significant contribution by establishing existing cultural dimensions as economically and statistically significant determinants of capital structure.

Journal Title: Multinational Business Review Volume: 17 Edition: 3 Page Numbers: 1-27
National Culture and Dividend Policy.
Author(s): Kwok, Chuck Chun-Yau; Guedhami, Omrane

This interdisciplinary study examines how national culture affects corporate dividend policies. The dividend puzzle is one of the most studied, yet unresolved, issues in financial economics. Prior theoretical and empirical research has suggested several explanations of the dividend puzzle that are rooted mainly in agency, asymmetric information, "bird in hand", and pecking order theories. The main intuition behind our analysis is that dividend policy may be determined not only by an objective assessment of the severity of agency and asymmetric information problems within a firm, but also by management's and investors' subjective perceptions of these problems, which hinge on their national culture. Using Schwartz's national culture dimensions, Conservatism and Mastery, we find that Conservatism is positively related and Mastery negatively related to dividend payouts for a sample of 27,462 firm-years from 21 countries between 1995 and 2007. These effects are robust to controls for a wide variety of other determinants of dividend policy - including investor protection, stock market performance, financial system configuration, tax advantage, economic development, and dividend catering premium - and to alternative culture proxies and sub-period windows. Our findings that national culture affects perceptions of and responses to agency and information asymmetry have important implications for policymakers and multinational enterprises

Journal Title: Journal of International Business Studies Volume: 41 Edition: 8 Page Numbers: 1391-1414
Network composition, collaborative ties, and upgrading in emerging-market firms: Lessons from the Argentine autoparts sector
Author(s): McDermott, Gerald

What types of relational and institutional mechanisms shape knowledge flows and the upgrading capabilities of emerging-market firms in the face of economic liberalization? We analyze the Argentine autoparts sector to distinguish the relative impact of different types of network relationships on a firm's process and product upgrading. A few social ties to international assemblers appear to be most beneficial for local suppliers, although they may be insufficient to compensate fully for the negative effect of being located in a lower tier. Supplier-customer relationships that are part of regular, disciplined discussions for product and process improvements appear to be especially beneficial for upgrading.

Journal Title: Journal of International Business Studies Volume: 41 Edition: 2 Page Numbers: 308-329
NGOs' Influence on MNEs' Social Development Strategies in Varying Institutional Contexts: A Transaction Cost Perspective
Author(s): Teegen, Hildy J.

In this paper, we examine the effect of nongovernmental organizations (NGOs) on the transaction costs multinational enterprises (MNEs) assume in their nonmarket social development strategies. We develop propositions to predict the effect of three important aspects of the institutional context on how NGOs affect MNE transaction costs: institutional development, institutional distance and institutional dynamism. We also propose how these relationships are moderated by the level of civil society development in the countries in which these entities interact. We conclude with suggestions for further research

Journal Title: International Business Review Volume: 18 Edition: 5 Page Numbers: 446-456
Offshore Remanufacturing with Variable Used Product Condition
Author(s): Galbreth, Michael

We consider the acquisition and production decisions of a remanufacturer who acquires used products of variable condition and allocates remanufacturing activity to domestic and offshore facilities. The problem is formulated as a multicommodity network flow model with economies of scale and product obsolescence. We show that the remanufacturer's optimal strategy can be chosen from a finite set of simple policies in which each product is routed to a facility based on its condition. We then numerically investigate the impact of key parameters on optimal decisions regarding offshore remanufacturing.

Journal Title: Decision Sciences Volume: 41 Edition: 1 Page Numbers: 5-20
Optimal Acquisition Quantities in Remanufacturing with Condition Uncertainty
Author(s): Galbreth, Michael

The condition of the used products acquired by remanufacturing firms often varies widely. A firm can manage this variation by acquiring a quantity of used items that exceeds demand, enabling it to remanufacture a subset of the acquired items in the best condition. As more excess items are acquired, the firm can increase its selectivity and lower its remanufacturing costs. In this paper, we examine the tradeoff of acquisition and scrapping costs vs. remanufacturing costs when used product condition is widely varying and uncertain. We derive acquisition quantities that minimize total expected costs for several representations of condition variability and remanufacturing cost structures. We find that, when costs are linear, the optimal acquisition quantity has a closed form and increases with the square root of the degree of condition variability. Our models are based on experience with remanufacturers of cell phones and imaging supplies, and application of our results is illustrated using example data from industry.

Journal Title: Production and Operations Management (POMS) Journal Volume: 19 Edition: 1 Page Numbers: 61-69
Public-Private Institutions as Catalysts of Upgrading. Academy of Management Journal in Emerging Market Societies
Author(s): McDermott, Gerald

In this article, we argue that the ability of a firm to access a variety of knowledge resources and, in turn, upgrade its products depends on its being tied not simply to any or many organizations and institutions, but rather to those that act as social and knowledge bridges between previously isolated producer communities. Through a multimethod analysis of the recent transformation of the Argentine wine industry, we highlight how distinct governance rules for new government support institutions can anchor their multiplex, cross-cutting network qualities, which underpin their ability to provide improved collective resources and reshape the ties between firms.

Journal Title: Academy of Management Journal Volume: 52 Edition: 6 Page Numbers: 1270-1296
The Normalization of Corrupt Business Practices: Implications for Integrative Social Contracts Theory
Author(s): Spicer, Andrew

I propose that the emphasis on “authentic” norms in the ISCT literature does not encompass the possibility of community norms that facilitate and maintain corrupt behavior. To fill this gap, I build on the normalization of corruption literature to present a typology of community norms that distinguishes between authentic, behavioral, and aspirational norm types as well as between illegitimate, authentic norms and illegitimate, behavioral norms. By refining the terminology used to evaluate community norms, I propose that ISCT can be more easily applied to cases of systemic corruption.

Journal Title: Journal of Business Ethics Volume: 88 Edition: 4 Page Numbers: 833-840
The Normalization of Deviant Organizational Practices: Wage Arrears in Russia, 1991-1998
Author(s): Spicer, Andrew

We apply a normalization of deviance model to understand the prevalence of the illegal practice of wage arrears, the delayed payment of wages, in Russia during the 1990s. Viewing organizational deviance as potentially self-reinforcing, we hypothesize that the frequent adoption of a deviant practice within a community makes it more likely that firms in that community will engage in deviance and less likely that injured stakeholders will oppose it. Our empirical analysis of wage arrears in Russia, based on panel data from a large, nationally representative sample of agricultural and industrial enterprises, supports our hypotheses.

Journal Title: Academy of Management Journal Volume: 53 Edition: 2 Page Numbers: 218-237