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University of Massachusetts Boston

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University of Massachusetts Boston
U. Mass Boston College of Management
 100 Morrissey Blvd.
Boston, MA, 02125
United States
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Demographic Information

Number of full-time MBA students (2011): 

130

Number of part-time MBA students (2011): 

50

Total duration of full-time MBA program: 

24 months

MBA faculty (Fall 2010): 

87

Females as percent of student body: 

50%
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 (60%)
 
Non-profit (10%)
 
Government (30%)


Description of MBA Program: 

The College of Management, University of Massachusetts Boston strives to inculcate a deep and abiding appreciation for issues of social justice, environmental sustainability, and corporate social responsibility throughout the curriculum and ancillary activities.  The College is dedicated to the University’s Urban Mission, which focuses our efforts on the underprivileged populations of Boston and surrounding communities; 59% of the university’s students are first-generation college students.  The College subscribes to the Principles for Responsible Management Education (PRME) as well.



The College's Graduate Program curriculum offers extensive elective coursework in topics as varied as workplace diversity, global warming, compensation and benefits, globalization and outsourcing, business ethics, emerging nation development, and privacy regulation.  The MBA core curriculum includes several courses, including Business and its Environment, Organizational Analysis and Skills, and Strategic Management, that compel students to examine the long-term social, cultural, and environmental impacts of business decisions globally.  Cases, guest lectures, and special topics within the core curriculum reinforce the ethical obligations that inhere in managerial responsibility in the private, public, and nonprofit sectors.



The faculty of the College of Management conducts research and engages in service toward these ends as well.  Our faculty regularly publishes socially conscious scholarly work in journals. Over the past five years these include the Journal of Business Ethics, Business & Society Review, Business Ethics Quarterly, Stanford Social Innovation Review, Academy of Management Journal, Organization Science, Public Administration & Development, Administration & Society, Leadership Quarterly, Development Policy Review, and Journal of Markets & Morality. Our faculty engages in service to the Commonwealth of Massachusetts’ Departments of Social Services, Education, and Youth Services,  the US Departments of Housing and Urban Development, Education, and Health and Human Services, USAID, UNDP, OECD and countless local, regional, and national nonprofit organizations.  The College houses the Boston Small and Minority Business Development Center, the Center for Collaborative Leadership, and the Greater Boston Manufacturing Partnership, each of which has been recognized for service to the local and regional community.



Our graduate admissions process also incorporates a strong focus on encouraging diversity, rewarding service, and enabling access.



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

UMass Boston has a historically strong commitment to environmental sustainability.


It is a signatory to the Talloires declaration and the ACUPCC President's Climate Commitment.


In 2004, UMass Boston was awarded the "Sustainable University of the Year" award by the MA State Sustainability Program (LBE). It was one of a few campuses nationwide to have a sustainability program in the late 1990s.



UMass Boston is engaged in building new science and academic buildings where sustainability is now one of the guiding principles of the university’s Master Planning process. Comprehensive involvement of campus students, faculty, staff and the community has been a hallmark of the Office of Campus Master Planning. Its staff and committees have diligently incorporated into the master planning process sustainable design principles, landscaping that incorporates local flora and fauna, and the use of new construction as an environmental teaching opportunity. reinforce the community harbor front with better marine educational and recreational opportunities for all.



Campus environmental and sustainability personnel include the environmental health and safety office, the office of sustainability, energy manager and a number of operational departments that help with reducing it’s environmental footprint. The campus' recycling and sustainability office, UMBe Green works with administrative and academic departments as well as students encompassing four areas in moving towards sustainability: Recycling, Sustainability, Education and Practice.



UMass Boston’s move towards sustainability is accomplished through a host of strategies that have been ongoing for more than a decade in keeping with the university’s vision and mission. These include: energy efficiency programs, energy-efficient equipment, fuel switching (vehicle and marine), purchase of energy efficient products, increased energy conservation by employees, installation/procurement of renewable energy, use of bio-based and other alternative fuels, water conservation, recycling, composting, clean air incentives, eco-friendly bookstore products, sustainable dining and foodware options, hybrid buses/vehicles in shuttle fleet, alternative modes of transportation such as carpooling, biking, vanpooling, eco-friendly printing, recycled paper, scan to email, desktop power management, green building, energy-management systems, use of energy-efficient equipment, energy-star products, increased tracking, toxics use reduction, emphasis on organic, locally grown foods and increased green space. A variety of outreach strategies have been utilized to communicate about campus sustainability for eg UMB’s sustainability website, Campaign to Conserve website and blog, energy conservation committee, sustainability newsletter, a “Green Corner” on the online community Front Page, conferences related to the environment and sustainability and more. The university also collaborates with the MA state sustainability program (LBE), DEP and the EPA.



UMB offers doctoral, masters and certificate programs in the environment and sustainability fields through many interdisciplinary academic programs and research opportunities offered by the Environmental, Earth and Ocean Sciences Department, College of Management, Green Chemistry track, Environmental Biology track and more.



Campus events such as Earth Day, America Recycles Day, Focus the Nation have wide participation. Student clubs such as the Sustainability Club have successfully included a renewable energy fee to help support renewable energy on campus. Other activities include funding reuseable cups, working on internships and other ‘green’ events in collaboration with the campus sustainability program. engaging local school children in green education and green jobs pipelines through pre-collegiate programs.



In 2010, UMass Boston was chosen by Princeton Review as one of 286 Greenest Colleges in the nation.

Academic Department

Course Name: Accounting for Managers
Instructor: Sally Wright

The course includes the following cases taken from the text Financial and Managerial Accounting for MBSs by Easton, Halsey, McAnally, and Hartgraves 2008, which focus on ethical content:

- Financial Accounting Cases

- Ethics of Governance: Auditor Independence

- Ethics, Accounting Adjustments, and Auditors

- Ethics and Governance: Earnings Management

- Ethics and Governance: Revenue Recognition

- Ethics and Governance: Establishing Corporate Governance

- Management Application and Ethics: Structuring Leases

- Managerial Accounting Cases

- Ethical Problem Uncovered by Cost Estimation (environmental issue)

- Ethics and Pressure to Improve Profit Plans

- Budgetary Slack with Ethical Considerations

Course Name: Business and its Environment
Instructor: David Levy, Mohsin Habib, Martin Calkins, Arthur Goldsmith

This course considers the relationship of business to its external environment, in particular, the social, political, legal, and ethical forces that affect managerial decision-making. It explores business-government relationships, emerging business issues, and the theories and history that form western managers’ decision-making. It emphasizes theoretical, legal, and topical analysis as well as critical thinking, clear writing, and case and peer-based learning.

Course Name: Environmental Management: Implementation Issues
Instructor: Marc Fournier

During the past two decades, there has been growing pressure on businesses and other organizations to pay more attention to the environmental and resource consequences o f the products and services they offer and the processes they deploy. This course will explore the real life opportunities and pitfalls of designing and implementing sustainable operations in today’s corporations and non-profit organizations. Topics addressed will include recycling, waste management, toxics reduction, green chemistry, green-product design, lean/green operations, closed loop production, the triple bottom line (profit, people and the planet), energy efficiency, water conservation, product stewardship, climate change strategies, life cycle analysis, and the footprinting of carbon, fuels, and water consumption. Case studies and guest speakers will delve into the successes and failures faced by today’s sustainability managers.

Course Name: Fundraising Management and Methods
Instructor: Gordon Talley

MBAMKT 682 examines the management and operation of various not-for-profit entities, with an emphasis on the fundraising and development activities of these organizations. Through a series of guest speakers from the industry, the course highlights the challenges faced by healthcare, social service, cultural, and educational organizations.

Course Name: Health Systems and Public Policy
Instructor: Arthur Bowes

MBAMGT 681 examines the issues of public policy relating to healthcare, including topics of government healthcare coverage and reimbursement, FDA processes, and the effects of managed care on underserved populations. The course also looks at various models for healthcare insurance, costing and delivery around thee world, including single-payer systems.

Course Name: Information Security, Privacy, and Regulatory Compliance
Instructor: Ramakrishna Aayagari

This course examines issues of law and ethics as they relate to IT security, including issues of personal privacy and the sanctity of healthcare records.

Course Name: International and Comparative Management
Instructor: Maureen Scully

This course will delve into a number of issues related to diversity in the global workforce. The topics will range from the interpersonal to the societal levels: how to understand and appreciate the dimensions of diversity in the global workforce; how to learn across differences in order to work more effectively together; how to contribute to and manage teams with diverse composition; how to define and implement workplace policies that expand opportunities for and tap the talents of historically under-represented groups at work; how to be a leader and change agent on issues regarding diversity and inclusion; how to work with groups of employees who collectively represent their interests and potential contributions (“employee network groups”); how corporations can be on the leading edge of policies to enhance economic opportunity for a diverse workforce; how diversity is understood and approached in different countries and in organizations that operate transnationally.

Course Name: Introduction to Environmental Management
Instructor: Marc Fournier, David Levy

This course examines issues of recycling, energy use, air and water pollution, land use, and resource extraction from a business standpoint.

Course Name: Labor-Management Relations and the Colle
Instructor: Mark Preble

Working in a union environment presents opportunities and challenges that are not present in a non-union setting. This survey course examines industrial relations from many perspectives: history, law, economics, and negotiation theory and practice. Each class session will include a discussion of the statutory framework for collective bargaining and an analysis of important case law. Through selected readings in negotiation theory, we will also consider various styles and strategies in collective bargaining. Finally, we will discuss contract administration, including the legal and practical aspects of grievance arbitration. By the end of the course, students will have a basic knowledge of labor history, an understanding of the most important features of public and private sector labor law, and practical experience in labor negotiation and arbitration.

Course Name: Leadership and Management in the 21st Century
Instructor: Sherry Penney

This course explores issues of effective leadership with a focus on gender and ethnicity issues. The course employs a number of case studies of leading female and minority executives.

Pages

Type of Offering

Dan Reicher, Google’s (former) Directorof Climate Change & Energy Initiatives, speaks at UMass-Boston

Dan Reicher, until last week Google’s Director of Climate Change & Energy Initiatives, told a UMass-Boston audience of several hundred people that the US needs to do much more to “invent the future of clean energy”, using a combination of smart policy, technology, and finance. Reicher told the Wednesday night gathering, “We’re not going to get to where we want to go without taking a more integrated view. Otherwise we’ll miss the biggest economic opportunity of the 21st century.” In an interview with the Boston Business Journal at the event, he noted that “even when there are good technological advances, there aren’t policy signals or adequate capital to make changes.”

Reicher’s appearance celebrated the launch of UMass-Boston’s new interdisciplinary professional education programs in clean energy and sustainability, which include an MBA track, a graduate certificate, a Professional Science Masters, and an undergraduate certificate and minor. These programs have been developed by the Center for Sustainable Enterprise and Regional Competitiveness (SERC) with funding from the Massachusetts Clean Energy Center, and represent a collaboration between the College of Management and the Department of Environmental, Earth, and Ocean Sciences (EEOS). These programs will equip “green and white collar” professionals, policymakers, and business managers with the skills and knowledge needed for the transition to a clean energy economy.

CM Distinguished Executive
Type: Award Series
Date: 2010

This annual award and lecture recognizes the leading local business leader who has had the greatest community impact in the past year, with an emphasis on social service and charitable activities.

Blog http://climateinc.org/

Climate Inc. is a blog devoted to discussion of business and climate change. There are other great climate change blogs out there – Climate Progress, for example, is probably the best general resource on on the politics, science, and economics of climate change. But Climate Inc. aspires to be the top resource for discussing the numerous ways that climate change will affect business in the coming decades. It will examine how business is (or is not) responding, the economics of business action, and how public policy can support action on climate change.

Climate Inc. is being launched in parallel with the Center for Sustainable Enterprise and Regional Competitiveness (SERC) at the University of Massachusetts, Boston, College of Management. SERC’s mission is to foster a transition to a clean, sustainable, and prosperous economy by engaging in collaborations among businesses, universities, and policymakers to promote teaching, research, and service. Climate Change is a core focus of the Center, and it will help envision and realize a low-carbon, competitive regional economy that serves as a model to the world.

Professor David Levy, the editor of Climate Inc. and the director of SERC, has been researching and writing about climate change and business for over twelve years. You can read more about him here and visit his low-tech academic home page for more information about his publications and presentations. And now for the fine print: Climate Inc. is not formally affiliated with UMass-Boston, and the University does not take responsibility for the views expressed herein.

CM Forum
Type: Lecture Series
Date: 2010

This Lecture Series brings speakers from numerous local corporations and non-profit organizations to campus to meet with MBA students and discuss their work.

Association of Fundraising Professionals Partnership

The College of Management works with the local umbrella organization for non-profit development, the Association of Fundraising Professionals, to connect our MBAs with opportunities in the nonprofit world.

Center for Sustainable Enterprise and Regional Competitiveness (SERC)
Business School Housing? No
Number of Faculty: 17
Contact Name: David Levy
Contact Email: David.Levy@umb.edu

Our mission is to foster a transition to a clean, sustainable, and prosperous economy. We apply our unique interdisciplinary expertise and engage in collaborations among businesses, universities, and policymakers to advance research, education, and innovative solutions for business sustainability and regional competitiveness.

Business is a key change agent in society’s response to environmental concerns. Mobilizing the financial, technological, and organizational resources of business is crucial in accelerating this response. The Center aims to understand the interactions between business and environmental issues in order to facilitate the transformation of business practice and culture, and enhance decision making processes.

Climate Change is the single most important environmental issue facing society in the 21st century. The societal response will be far reaching and systemic, transforming entire industries. Climate Change will be a core focus of the Center, and we will help envision and realize a low-carbon, competitive regional economy that serves as a model to the world.

Center for Collaborative Leadership
Business School Housing? No
Number of Faculty: 10
Contact Name: Patricia Neilson
Contact Email: patricia.neilson@umb.edu

The Center for Collaborative Leadership is charged with nourishing young leadership in metropolitan Boston and with exploring and refining the collaborative leadership model. The center also performs research on leadership-related topics. Its work will help to create a new generation of leaders for the Greater Boston region and will have broad implications for the theory and practice of leadership.

Small Business Development Center & Minority Business Center
Business School Housing? No
Number of Faculty: 15
Contact Name: Mark Allio
Contact Email: mark.allio@umb.edu

The SBDC (Small Business Development Center & Minority Business Center) provides free management counseling and affordable workshops to prospective and existing small businesses. Topics include business plan development, financing, cash flow management, human resource issues, marketing, international trade, and government procurement. The SBDC represents a partnership of the U.S. Small Business Administration, the Massachusetts Department of Business and Technology, and the University of Massachusetts.

Institute for Community Inclusion
Business School Housing? No
Number of Faculty: 30
Contact Name: Quinn Barbour
Contact Email: quinn.barbour@umb.edu

The ICI works to understand the ways in which mentally and physically disabled adults can achieve independence and integration through employment.

Graduate Business Association

The Graduate Business Association, the leading MBA group, engages in a number of charitable activities, including the Walk for Hunger, Toys for Tots, and the Jimmy Fund.

Students in Business Club

Students in Business is a student run club that offers a broad range of services in starting your very own business and caters to women and men of diverse backgrounds.

Delta Sigma Pi

Delta Sigma Pi is a nationally recognized co-ed, professional fraternity organized to foster the study of business in universities; to encourage scholarship, social activity and the association of students for their mutual advancement by research and practice; to promote closer affiliation between the commercial world and students of commerce, and to further a higher standard of commercial ethics and culture and the civic and commercial welfare of the community. Today, coast to coast, more than 250 chapters and over 200,000 members support the goals and ideals of the Fraternity, making it one of the largest and best known professional Greek letter fraternities.

At UMass Boston, Delta Sigma Pi is involved in bringing various workshops and events to students such as GMAT prep seminar, career related workshops, site visits to local industries such as the Federal Reserve, and professional speakers. Community involvement examples include work with the Lupus Foundation, Home for Little Wanderers, Jumpstart, Greater Boston Food Pantry, Project Bread’s Walk for Hunger, and Delta Sigma Pi’s Leadership Foundation.

Candidates for membership in Delta Sigma Pi’s Xi Phi Chapter must receive an invitation to join or submit an application, complete an orientation program, and demonstrate a willingness to perpetuate the ideals of the Fraternity. Members may be men and women of all creeds and colors engaged in the study of business or related fields. Cross-membership in Greek social fraternities and sororities is permitted. For more information on the College of Management’s Xi Phi chapter please visit the chapter’s web page at http://www.xiphiumb.com.

Building Institutions Based on Information Disclosure: Lessons from GRI’s Sustainability Reporting
Author(s): LEVY, DAVID; Brown, H., De Jong, M.

Global Reporting Initiative (GRI) is the best-known framework for voluntary reporting of environmental and social performance by business worldwide. Using extensive empirical data, including interviews and documentary analysis, we examine GRI's organizational field and conclude that since its modest beginnings in 1999 GRI has been by several measures a successful institutionalization project. But the institutional logic of this new entity, as an instrument for corporate sustainability management, leaves out one of the central elements of the initial vision for GRI: as a mobilizing agent for many societal actors. This emergent logic reflects GRI's dominant constituency – large global companies and financial institutions and international business management consultancies – and not the less active civil society organizations and organized labor. We attribute these developments to factors such as building GRI within the existing institutional structures; the highly inclusive multistakeholder process; and the underdeveloped base of information users. From the institutional theory perspective, this case shows how the process of institutionalization is deeply affected by initial strategies of the founders, and how it reproduces existing power relations. From the governance perspective, this case leads us to question the power of commodified information to mobilize civil society and to strengthen governance based on partnerships.

Journal Title: Journal of Cleaner Production Volume: 6 Edition: 17 Page Numbers: 571-580
Changes in Social Values in the United States, 1976-2007: "Self-Respect" Is on the Upswing as "Sense of Belonging" becomes Less Important
Author(s): XIE, GUANG-XIN; Gurel-Atay Eda; Johnny Chen; Lynn R. Kahle

The list of values (LOV) was administered in a national survey in 2007 to monitor social values across key demographic variables in the United States (Kahle, 1983). The results were compared and contrasted with those in two previous national surveys in 1976 and 1986. This study provides a rare glimpse into the changes in social values in America for the last three decades. We find that deficit values are being replaced by excess values over time in America. This suggests that some of the more traditional advertising approaches that relied on deficit values may need to be replaced by newer tactics that tap into excess values.

Journal Title: Journal of Advertising Research Volume: 1 Edition: 50 Page Numbers: 57-67
Consumer Trust in Service Companies: a Multiple Mediating Analysis
Author(s): Kantsperger, Roland / Kunz, Werner; Managing Service Quality

Purpose – The concept of “trust” has gained considerable importance in the field of marketing during the last decades and is seen as a key mediator of customer relationship marketing. But upon a closer look at the literature, the construct “trust” is conceptualized and measured very differently. Based on a literature review and theoretical work, the purpose of this paper is to develop a conceptual model of consumer trust in a service company, which distinguishes two fundamental dimensions. Using these dimensions, it is possible to detect different mediating effects of trust in the customer relationship to the service company.

Journal Title: Managing Service Quality Volume: 1 Edition: 20 Page Numbers: 40658
Corporate Governance Ratings and Firm Performance
Author(s): ERTUGRUL, MINE; HEGDE, SHANTARAM

We examine the corporate governance ratings provided by three premier US rating agencies and find that summary scores are generally poor predictors of primary and secondary measures of future firm performance. However, some component sub-ratings that focus on the eight key dimensions of dynamic governance structures provide more positive and reliable evidence of their information content in predicting the multiple dimensions of firm performance. These results reflect the recent observations by academic researchers and money managers that it is extremely difficult to distill all of the complex governance mechanisms into a single integrated, yet informative overall score.

Journal Title: Financial Management Volume: 1 Edition: 38 Page Numbers: 139-160
Corruption and Foreign Direct Investment: What Have We Learned?
Author(s): HABIB, MOHSIN ; ZURAWICKI, LEON; International Business and Economics Research Journal

Over 25 years of research pertaining to corruption and FDI rendered valid and interesting findings. We comment on these results to demonstrate that gradually the researchers develop a more detailed perspective on the significance of various dimensions of corruption and characteristics of the actors involved. Learning that corruption does not exert a uniform negative impact upon FDI, regardless of circumstances, leads to the formulation of the future research agenda.

Journal Title: International Business and Economics Research Journal Volume: 7 Edition: 9 Page Numbers: 1-9
From Scholarly Dialogue to Social Movement: Considerations and Implications for Peace through Commerce
Author(s): LAVINE, MARC

While Peace through Commerce (PTC) started as a conversation among a small group of scholars it has grown into an increasingly robust movement, giving rise to conferences, books, journal articles, and dialogue between scholars, managers, practitioners, government officials, and civil society actors, all of whom share an interest in the potential of commerce to foster greater peace. Because social movement scholarship explores the ability of collective interests to achieve social change it provides a useful lens through which to consider PTC’s maturation and, more broadly, the rise of scholarly conversations into social movements its. Increasingly, social movement theory has been used to describe and better understand a diverse range of social and organizational changes (Strang and Il Jung, 2005) including academic endeavors (Hambrick and Chen, 2008). I draw on social movement theory to characterize the rise of PTC and to consider its future growth. I also suggest broader implications for the transition of academic dialogue as it attains movement status.

Journal Title: Journal of Busness Ethics Volume: 4 Edition: 89 Page Numbers: 603-614
Information Systems Research in the Nonprofit Context: Challenges and Opportunities
Author(s): ZHANG, WEI , Gutierrez, Oscar; and Mathieson, Kieran

The nonprofit sector has become an important part of the U.S. economy, but Information Systems (IS) research in the sector has been limited. In this paper we attempt to motivate and organize IS research endeavors in the nonprofit context. We argue that the nonprofit sector presents not only new challenges but also numerous opportunities for IS research. We present a conceptual framework on the effectiveness of IS in nonprofits and illustrate how the framework can be used to identify the challenges and the opportunities. We also discuss how IS research in nonprofits can contribute to new understandings in IS in all organizations. Overall, we call for an increase in research efforts that will help better understand IS-related issues in the nonprofit sector.

Journal Title: Communications of the Association for Information Systems (CAIS) Volume: 1 Edition: 27 Page Numbers: 1-12
Knowledge Management Systems Diffusion in Chinese Enterprises: A Multistage Approach Using the Technology-Organization-Environment Framework
Author(s): Lee, One-Ki (Daniel), Wang, M. W., Lim, K. H., and Peng, Z. J.; Journal of Global Information Management

With the recognition of the importance of organizational knowledge management (KM), researchers have paid increasing attention to knowledge management systems (KMS). However, since most prior studies were conducted in the context of Western societies, we know little about KMS diffusion in other regional contexts. Moreover, even with the increasing recognition of the influence of social factors in KM practices, there is a dearth of studies that examine how unique social cultural factors affect KMS diffusion in specific countries. To fill in this gap, this study develops an integrated framework, with special consideration on the influence of social cultures, to understand KMS diffusion in Chinese enterprises. In our framework, we examine how specific technological, organizational, and social cultural factors can influence the three-stage KMS diffusion process, that is, initiation, adoption, and routinization. This study provides a holistic view of the KMS diffusion in Chinese enterprises with practical guidance for successful KMS implementation.

Journal Title: Journal of Global Information Management Volume: 1 Edition: 17 Page Numbers: 70-84
The Bottom of the Pyramid: Key Roles for Businesses
Author(s): HABIB, MOHSIN ; ZURAWICKI, LEON; Journal of Business & Economics Research

The poor at the Bottom of the Pyramid (BOP) has traditionally been viewed as an unattractive segment for businesses. The lack of interest has led to various proposals to increase company participation. At the same time there is also a renewed focus on how to reduce or eliminate poverty. Companies are asked to seriously consider both objectives: making a profitable operation and eradicating poverty. For businesses, the poor can be viewed as consumers, suppliers, and employees. Each of these areas presents different challenges which are discussed. Finally, recommendations are presented to address the issues and to make the companies more effective.

Journal Title: Journal of Business & Economics Research Volume: 5 Edition: 8 Page Numbers: 23-32
The Contested Politics of Corporate Governance: The Case of the Global Reporting Initiative
Author(s): Levy, David; Brown, Halina; De Jong; Martin

The Global Reporting Initiative (GRI) has successfully become institutionalized as the preeminent global framework for voluntary corporate environmental and social reporting. Its success can be attributed to the “institutional entrepreneurs” who analyzed the reporting field and deployed discursive, material, and organizational strategies to change it. GRI has, however, fallen short of the aspirations of its founders to use disclosure to empower nongovernmental organizations (NGOs). The authors argue that its trajectory reflects the power relations between members of the field, their strategic choices and compromises, their ability to mobilize alliances and resources, and constraints imposed by the broader institutions of financial and capital markets. The authors draw three notable implications from this study. First, institutional theory needs to pay more attention to economic structures, strategies, and resources. Second, institutional entrepreneurship by relatively weak societal groups such as NGOs is inherently constrained by the structural power of wider institutions and by the compromises required to initiate change. Third, the strategies of NGOs represent a form of power capable of shifting, if not transforming, the field of corporate governance.

Journal Title: Business and Society Review Volume: 1 Edition: 49 Page Numbers: 88-115