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PU VA RP M LUEOS E PA THS E RERT OD DI SENE AL ARRS O CHHI GU P E 2013 Report on

Progress


Table of

Contents

1 Dean’s Message 2 Executive Summary 3 A Forum for Business Education 4 Introduction 6 Principle 1: Purpose 8 Principle 2: Values 10 Principle 3: Methods 12 Principle 4: Research 14 Principle 5: Partnerships 17 Principle 6: Dialogue 19 Conclusion 21 Sampling of BBA, Graduate and PhD Courses 29 Centers Housed at GW School of Business 30 Sampling GW School of Business Research


Dean’s Message

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When the United Nations unveiled its Principles for Responsible Management Education in 2006, the George Washington University School of Business was among the very first institutions to endorse PRME. Our early support for PRME was, quite frankly, an easy decision for GWSB. Much of the PRME agenda was already in place at the School. It was clear that our values, mission and goals were very much aligned with those of PRME. GWSB has long demonstrated a strong commitment to ethics and responsible management in its undergraduate and graduate curricula. Our School is uniquely positioned at the intersection of business, policy and society, and has drawn on the

input and influence of all three sectors to develop research and instruction that promote ethics, sustainability and responsibility. As an institution focused on business, business research and business education on the global stage, GWSB is also very well-suited to the mission of working to support and promote the U.N.’s PRME initiative. We are very proud to report that because of this shared agenda, GWSB has compiled an impressive list of accomplishments in support of each of the six sections— purpose, values, method, research, partnership, and dialogue—of the Principles of Responsible Management Education. All the best,

Doug Guthrie Dean

Our School is uniquely positioned at the intersection of business, policy and society, and has drawn on the input and influence of all three sectors to develop research and instruction that promote ethics, sustainability and responsibility. —Doug Guthrie Dean of the School of Business, Professor of Management and International Business

The George Washington University School of Business | 2013 Report on Progress 1


Executive Summary

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The 2013 Report on Progress: UN Principles for Responsible Management Education highlights our many activities related to responsible management—attention to responsible management is infused throughout our curriculum for undergraduate and graduate business education. We trace both our past accomplishments and current endeavors aimed at furthering the principles for responsible management education (PRME). Since becoming one of the first 100 endorsers in April 2008, the George Washington University School of Business (GWSB) has made significant efforts to integrate these principles in our teaching, research and partnerships within the community. This report is separated into six sections linked to each of the PRME principles: purpose, values, method, research, partnership and dialogue. Each section contains a brief description of GWSB’s approach pertaining to that

specific principle along with a list of accomplishments. We then conclude with our general objectives looking ahead to the next two years and beyond. GWSB maintains a strong commitment to the PRME principles. Stakeholder commitment to responsible management is evidenced in many ways, such as in the cutting-edge research our faculty produce, the strong performance of our student-led extracurricular activities, and the conferences and speakers that our community welcomes. GWSB maintains an ongoing dialogue that involves all of our stakeholders and enriches our many partnerships.

Ethics is infused in all of our courses. We put it first. —Timothy Fort, JD, PhD Lidner-Gambal Professor of Business Ethics

The George Washington University School of Business | 2013 Report on Progress 2


A FORUM FOR BUSINESS EDUCATION

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GW School of Business creates a dynamic and diverse forum for business education. Our deep ties to the people and institutions that shape national and international policy make us a natural choice to lead the conversation where business, policy and society intersect. The current discussions of financial reform, which reverberate from Shanghai to Berlin, are echoed in our classrooms, posted on our faculty blogs and examined in our media interviews as we engage the community beyond our campus. We look at the politics, economics and ethics of U.S.-China relations and other geopolitical issues challenging international businesses.

We have built our reputation by educating broad-minded thinkers who recognize the connections and opportunities of integrating social, political, economic, legal and ethical actions. We accomplish that by creating some of the most interesting and innovative programs in the world. There is no school better positioned to lead the revolution in business education.

GWSB is uniquely positioned to provide a platform for the private sector to address energy and environmental sustainability issues that are often centered in the exchange of business and politics. And going forward, GWSB is designing cuttingedge programs in fields as diverse as cybersecurity and international development.

As educators, we must lead, not simply observe, the global dialogue between business leaders and policy shapers and we must encourage our students to do the same. We are deeply embedded in this dialogue, which has been led by our Board of Advisors, our alumni and our faculty. Our involvement will expand as we also prepare tomorrow’s business leaders to take part in this borderless global conversation involving multinational corporations, small businesses, nonprofit organizations and governments.

There is no school better positioned to lead the revolution in business education. —Doug Guthrie Dean of the School of Business, Professor of Management and International Business

The George Washington University School of Business | 2013 Report on Progress 3


Introduction FIRST REPORT ON A LONG HISTORY OF EFFORTS

As one of the first institutions to commit to the UN Principles of Responsible Management Education (PRME), our commitment is longstanding and embedded within our curriculum. At GW School of Business, embracing and supporting PRME is consistent with who we are. Our vision statement explicitly integrates attention to and concern for responsible management: GWSB aspires “[t]o be a preeminent business school recognized for scholarly research, teaching excellence and innovative curricula, focused on the responsible management of organizations in the global environment.” We embrace five key values—integrity, leadership, scholarship, service and relationships—that are intrinsic to the achievement of our strategic vision. The success of our mission is manifest in a number of intangibles, such as the number of students and faculty who choose GWSB over alternatives because of the school’s commitment to promoting ethics, sustainability, responsible management and values-

based decision-making. Significant contributions to scholarly research, responsibilityfocused academic course and program offerings, targeted extracurricular projects and meaningful community partnerships demonstrate the emphasis on responsibility and responsible management at GWSB. Metrics, while sometimes difficult to identify, nevertheless reinforce the increasing recognition of GWSB’s commitment to responsible management. GWSB’s efforts and accomplishments with regard to responsible management have been recognized in the two most recent Beyond Grey Pinstripes surveys conducted by the Aspen Institute. GWSB has consistently ranked among the top 10 MBA programs in the U.S. and among the top 15 globally. In the last survey, conducted in 2012, GWSB ranked 11th globally and ninth in the U.S. Our goal is to maintain our standing, even as an increasing number of institutions are amplifying their own efforts.

Development and education reform are the keys to giving people access to their economies. Business empowers people. —Patty Pina Global MBA, 2011

The George Washington University School of Business | 2013 Report on Progress 4


PRME provides a framework for contextualizing GWSB’s efforts. PRME also assists us in chronicling and communicating our efforts to broader audiences. We also hope it will help us join in dialogue with other institutions engaged in similar endeavors.

remains a relationship-builder among and between individuals and institutions that are concerned about responsible management. ICR integrates multiple areas of expertise: ethics, peace through commerce, corporate governance, global corporate responsibility strategies and sustainability.

Our efforts in this area pre-date our endorsement of PRME. GWSB—as well as the broader university—has embraced values and responsibility for many years. Sustainability courses have been offered on the graduate and undergraduate level for more than a decade. Beginning with the class of 2014, a sustainability minor is now also offered for undergraduates, in addition to the numerous graduate programs already offered in the business school and in other programs at the university.

In May 2009 the ICR introduced the Certificate in Responsible Management (CRM), the first of its kind in the United States. The first five MBA graduates earned their CRM in May 2010.

Also symbolic of the university’s commitment to responsible business practices is the Institute for Corporate Responsibility (ICR), which officially received its charter from the university in October 2006. While focused on spearheading pioneering scholarship, ICR

The George Washington University School of Business | 2013 Report on Progress 5


Principle 1

Purpose

INTERSECTION OF BUSINESS & SOCIETY We will develop the capabilities of students to be future generators of sustainable value for business and society at large and to work for an inclusive and sustainable global economy.

GW School of Business views business and society as partners in business and social endeavors. We view ourselves as standing at the intersection of business and society, where important global conversations are taking place. Located in Washington, D.C., GWSB offers our stakeholders the opportunity to remain connected to local, regional and global political events. We are located blocks from the White House and the U.S. Department of State. Our neighbors include major global institutions, such as the World Bank and International Monetary Fund, and the headquarters and offices of thousands of national and multinational corporations, nonprofits and nongovernmental organizations. Many of our alumni, students and faculty have close connections with these institutions and serve as consultants, advisors, employees and interns. Our coursework complements our commitment to integrating business and society. On

the undergraduate level, all business students are required to take (1) Management, Organizations & Society, (2) Business & Government Relations and, as of Fall 2012, (3) Fundamentals of Business Law & Ethics. Other courses touch upon the challenges confronted by businesses in managing stakeholder relationships. At the graduate level, GWSB stands at the forefront of the movement toward ethical leadership, globalization, sustainability and social responsibility. In addition to traditional business competencies, our MBA programs are infused with ethics and focused on sustainability, social responsibility and corporate citizenship. GWSB teaches ethics in our other graduate business programs, such as in our Master of Accountancy, and throughout executive education programs. It is not only the direction business is headed; it is what we fundamentally believe in and strive to present our students. In addition, specific core courses, such as Ethics, Business & Public Policy, and Business Law & Communications focus student

You need to know that this school brings the same research and debate approach to every course, every project. —Robert Van Order, PhD Oliver T. Carr Professor of Real Estate, Professor of Finance

The George Washington University School of Business | 2013 Report on Progress 6


studies on the importance of responsible business practices. MBA students are required to complete sustainability elective. While these courses are indeed requirements, the reality is that GWSB targets and attracts students who are interested in responsible business practices.

Locations vary by year. In 2012 students traveled to Brazil, India, Peru, Rwanda, Sweden and Turkey. In addition, more than 15 short-term study abroad MBA programs were offered in countries such as China, France and the United Arab Emirates. GWSB also has a doctoral program, which includes a focus on Strategic Management with a specialization in Sustainability, Business and Public Policy or Corporate Responsibility.

The range of elective courses linked to responsible management, ethics and sustainability is always increasing. Since 2008 more than 50 different courses have been offered that identify and teach responsible business practices— i.e., ethics, sustainability, energy and environment, stakeholder management, corporate responsibility and so on. Such interconnectedness helps reinforce the message that responsibility can be and is integrated across all business functions.

GWSB is reaching beyond its current audience. The business school is currently developing a thriving online education program called GWSB:DC. As we develop our own presence on the Web, we are looking to translate ethics and sustainability courses to our online platforms. In spring 2013, GWSB will be offering its first online Business & Society courses.

Beyond specific courses, the tenor of the programs offered by GWSB, particularly at the graduate level, involves connecting students—as future business leaders—by developing their leadership skills. As a recent MBA graduate stated, “Business empowers people.” GWSB shows students how. As part of the global MBA curriculum, all fulltime first-year students participate in one of several Consulting Abroad Projects (CAPs). This involves a three-course sequence, taken during the spring semester, which is designed to assist students in preparing and implementing their projects. By the end of their first year of study, all global MBA students gain experience working on a professional consultancy project abroad.

Moreover, GWSB announced in 2012 the launch of the China Initiative, the first step in the creation of a permanent campus in Suzhou, China. GWSB seeks to extend its influence in education beyond American borders, not only by inviting international students to the United States but also by taking our students to learn in China. Our hope is that this initiative will stand as a visible symbol of GWSB’s global outreach and expansive international network. According to GW President Steven Knapp, “By extending our reach to China and beyond, GW prepares to enter its third century with an understanding of its role as a global university of the future.”

GWSB:DC is a dynamic community where students, world-class faculty, and our global alumni network, interact, learn, and hone skills. —Liesl Riddle Associate Dean for MBA Programs Associate Professor of International Business and International Affairs

The George Washington University School of Business | 2013 Report on Progress 7


Principle 2

Values

VALUES-BASED PERSPECTIVES INSIDE AND OUTSIDE THE CLASSROOM We will incorporate into our academic activities and curricula the values of global social responsibility as protrayed in international initiatives such as the United Nations Global Compact.

The compartmentalization of ethics and values can undermine their impact in business education. At GW School of Business ethics and values are infused throughout the curriculum and not simply isolated in ethics courses. We encourage our students to think passionately about ethics and values, regardless of the specific topic being covered. Outside the classroom, faculty endeavor to work together to support one another’s teaching. In our full-time, global MBA program, for example, faculty teaching core courses come together at retreats each May to discuss what did and did not work in the classroom, and to develop an action plan for the next academic year. In addition, faculty

share syllabi and meet weekly to discuss crossover opportunities and other learning opportunities and/or challenges. At GWSB we emphasize values and demonstrating how those values can be implemented generally. We teach ethics and responsibility as a general mindset and not an abstract theory.What we are finding is that students are clamoring for many of the changes we are putting in place. GWSB Net Impact remains active in the GWSB and broader Washington, D.C., community. In 2010 GWSB Net Impact earned the organization’s “Gold Chapter” designation, which recognized the student-led group’s commitment and local accomplishments.

The George Washington University School of Business | 2013 Report on Progress 8


The designation is reserved for truly exceptional chapters: less than 10 percent of Net Impact chapters across six continents have attained “Gold Chapter” status. GWSB Net Impact earned the designation again in both 2011 and 2012.

The GW Office of Sustainability was founded in late 2008 at the recommendation of GW’s Presidential Task Force on Sustainability. Having a central home for sustainability on campus enables the university to enhance the efforts that have been underway for many years, as well as provide strategic vision and direction.

Also in 2010, GWSB Net Impact was selected as one of only seven chapters nationwide to receive a $1,500 grant and a partnership with CleanTech U, a San Francisco-based nonprofit organization. CleanTech worked with Net Impact to inspire a new generation of environmentally conscious innovators and entrepreneurs to address global climate change problems. “Net Impact’s partnership with CleanTech U will help introduce GW students to the incredible opportunities that will present themselves through a revolutionary transformation of the world’s energy infrastructure,” said Jeremy Dommu, an MBA alumnus and past chair of environmental initiatives for Net Impact. “The goal is to create programming that brings together an interdisciplinary group of students to interact with entrepreneurs, business leaders and government officials who are driving innovation in this sector.”

GWSB envisions a future with resource systems that are healthy and thriving for all. In efforts to enhance our campus, our nation’s capital and the world at large, the GW community is building a greener campus, providing research and intellectual discourse on policies and pathways to sustainable systems and equipping students with the skills and knowledge to contribute to a sustainable future.

GW is taking concrete steps toward “walking the talk” of social and environmental impact.

The Office of Sustainability led the process for drafting the university’s Climate Action Plan and is currently working on a strategy to address GW’s water footprint. The office works in partnership with many on campus, including students, by supporting projects such as an on-campus community garden, faculty, by promoting new degree and research symposia, and staff, by enhancing the sustainability of their work through the Green Office Program. In 2010, the Office of Sustainability hosted the GreenGov Symposium with the White House Council on Environmental Quality, which helped to facilitate the installation of solar-thermal hot water systems in three residence halls and expand the Green Course List to highlight sustainability courses in all GW schools.

I intend to be a frequent visitor to the halls of power in Washington, D.C., and I’ll be bringing my students with me. —Annamaria Lusardi, PhD Denit Trust Distinguished Scholar in Economics and Accountancy

The George Washington University School of Business | 2013 Report on Progress 9


Method

Principle 3

EXPLOITING OPPORTUNITIES AND INNOVATION We will create educational frameworks, materials, processes and environments that enable effective learning experiences for responsible leadership.

Learning at GW School of Business occurs across many different modes of pedagogy. While many faculty members integrate traditional lectures with discussions, an increasing number of faculty rely on casebased teaching. Some faculty members even write their own cases to keep classes current. Undergraduates begin with a required two-semester sequence of courses known as the First Year Development Program (FYDP). Through FYDP, GWSB endeavors to acclimate students to college, introduce them to business themes and connect (or re-connect) them to personal and shared values. Corporate social responsibility is addressed during the FYDP.

Study abroad has gained momentum in the United States in recent years. At GW, study abroad takes on new meaning as faculty members are invited to propose innovative courses that can be offered during winter, spring or summer breaks. Many of these courses focus on economic and development issues linked to responsible business practices—a number of them target corporate social responsibility, including a course offered during spring break in London. In the course, students enjoy a privileged, behind-the-scenes look at corporate social impact policies and practices in the United Kingdom and the United States.

MBA students at USAID. The George Washington University School of Business | 2013 Report on Progress 10


According to Jennifer Griffin, who created the course, “It’s my favorite course of the year,” she said. “Executives of major corporations invite us into their London boardrooms to contribute to the worldwide conversation on corporate social responsibility, and they could not be more open. It’s an unforgettable experience that you just can’t teach in a classroom.” Griffin typically has a waiting list for the course, which is capped at 20 participants, and has now been expanded to Egypt and Argentina to examine corporate responsibility and social entrepreneurship, which are taught in collaboration with another GWSB professor, Ayman El Tarabishy. Highlights from the London study abroad include visits to companies such as Royal Dutch Shell, British American Tobacco, Diageo and SABMiller. “We focus on tobacco, petrochemical and alcohol companies because their survival depends on how they manage their corporate impact,” explained Griffin. “Diageo, which is the largest premium drinks company in the world, asked us to be their first focus group on attitudes toward alcohol, and they’ve already invited us to return this spring for the next stage of their research.”

Innovative course structuring is a hallmark of GWSB. The School welcomes opportunities to offer special, one-time courses, which are directly the result of GW’s special relationships within the D.C. political, financial and diplomatic communities. For example, in spring 2012, Ben Bernanke, chairman of the U.S. Federal Reserve Board of Governors, delivered a series of lectures as part of a course titled, “Reflections of the Federal Reserve and its Place in Today’s Economy.” His lecture was paired with faculty lectures and study discussion labs, providing students with a firsthand look at the innerworkings of the U.S. central banking system and giving students an opportunity to inquire about the critical role of the Federal Reserve for business and society. GWSB also provides non-traditional learning opportunities for undergraduates through a program known as Research Experience for Undergraduates (REU). As part of REU, faculty members submit proposals and students apply through a selective process to work one-on-one with faculty on specific projects. Many of these research opportunities address responsible business practices, such as the proposal in 2011, “Where Do Corporate Environmental Officers Come From?”

Ben Bernanke, chairman of the Federal Reserve’s Board of Governors. The George Washington University School of Business | 2013 Report on Progress 11


Principle 4

Research

PLATFORM FOR SOCIAL IMPACT We will engage in conceptual and empirical research that advances our understanding about the role, dynamics, and impact of corporations in the creation of sustainable social, environmental and economic value.

Research remains a priority within the GW School of Business community. Faculty regularly publishes leading works in top journals, and undergraduate students are frequently invited to participate in research through the Research Experience for Undergraduates (REU) program. It is important to note that students who participate in REU are not research assistants but, essentially, research partners. An example of an REU project is “Zipcar: Increasing Mobility with an Unexpected Externality: A Triple-Win Business Model,” by GWSB alumnus Michael Marengell. Zipcar, an hourly car-sharing club, worked with the District of Columbia’s Department

of Transportation to ensure that cars would be located in all areas of the city including Wards 7 and 8, the two poorest areas of the District. Working with D.C. to place cars in these wards resulted in a win-win-win for Zipcar via profits, D.C. via a successful partnership, and residents of Wards 7 and 8 neighborhoods with increased mobility. In addition, GWSB houses a number of academic centers that aim to promote and support faculty research through a variety of efforts. The Institute for Corporate Responsibility (ICR) remains the center most closely linked to responsible management. ICR sponsors

A project by GWSB alum Michael Marengell helped bring Zipcar to Wards 7 and 8 in the District of Columbia. The George Washington University School of Business | 2013 Report on Progress 12


a variety of activities and events aimed at promoting and supporting research connected to corporate social responsibility. ICR is devoted to the development and dissemination of scholarship, including research and teaching pertaining to corporate responsibility. It serves as a vehicle for continuing education, curriculum development, conferences and seminars, each of which address the needs of the School of Business, GW University and the wider Washington, D.C., community.

regularly funds research in four key areas: (1) business and peace, (2) environmental sustainability, (3) governance and (4) global stakeholder strategies.

ICR leverages its location to become a leading resource to the Washington business community through business partnerships and associations, and the policy community through projects linked to federal agencies, Congress, local and regional governments, non-governmental organizations and international organizations. ICR sponsors a number of events, ranging from the “Corporate Social Responsibility in Latin America Workshop” (October 2011) to “Uncommon Alliances: Real Partnerships—Real Experiences—Real Impacts” (June 2012). In addition, ICR

The George Washington University School of Business | 2013 Report on Progress 13


Partnership

Principle 5

COLLABORATING FOR CHANGE We will interact with managers of business corporations to extend our knowledge of their challenges in meeting social and environmental responsibilities and to explore jointly effective approaches to meeting these challenges.

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Global Solutions Partnership

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Another example is the work done by ICR to develop partnerships that provide unique opportunities for students to learn. ICR developed the Global Solutions Partnerships (GSP) model to facilitate multisector collaborations. It was crafted to serve as a dynamic model providing a framework for

The GWSB Career Center is leveraging partnerships to create value for GWSB. In 2010, for example, the Career Center partnered with numerous agencies and others within the Washington, D.C., community to spon-

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One of the most exciting examples of this commitment to community involvement is GWSB’s partnership with the Office of the Mayor of Washington, D.C. During the 2012 academic year, GWSB worked closely with the mayor’s office to provide consulting services, including a first-of-itskind project to research and develop and economic development strategy for the city of Washington. The months-long project resulted in a highly regarded economic development plan, which was developed by 17 MBA students under the guidance of GWSB faculty.

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Relationships and partnerships play a critical role at GWSB, from the undergraduate course offered with prominent lecturers like Federal Reserve Chairman Ben Bernanke to seminars and speaker series events sponsored by ICR.

governments and non-profits to engage private sector partners in innovative, selfdirected and resilient solutions to global problems (e.g. Millenium Development Goals) through institutionalized global governance networks. The focus of the GSP model is to establish a commitment by all partners to collaborative problem-solving and innovative solutions and leveraging solutions to help individual partners achieve their own goals. When successful, GSP creates a “virtuous-cycle” of collaborative problem-solving that develops local solutions and allows partners to benefit from “value creation and capture” engagements.

PRIVATE SE

Public-private relationships drive innovation, GW School of Business Dean Doug Guthrie maintains. GWSB both teaches the value of public-private relationships in the classroom and develops them as well.

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The George Washington University School of Business | 2013 Report on Progress 14


sor a special panel on “Careers in Sustainability.” The Career Center also partnered with employers to create the Corporate Collaborative Council (CCC) in 2010. The CCC consists of senior-level industry leaders strongly committed to developing global business talent. Council members—representing a broad range of business, government and nonprofit organizations—help drive the direction of the business education curriculum through regular meetings with key faculty and administrators. CCC members also benefit from networking with colleagues and early access to GWSB graduates, the world’s future business leaders. In 2011, GWSB hosted a summit on job creation featuring Washington, D.C. Mayor Vincent Gray and other local thought leaders and policy makers. While faculty and students also participated in the conversation, the summit served as a launch pad for stakeholder-led, economicdevelopment projects, one of which is the 2+2 Mentor Program. The 2+2 program involves matching mentor teams of two (one GWSB student and one GWSB graduate) with mentee teams comprised of two high school students from Anacostia High

School in Washington, D.C. The teams are participating in a series of workshops that provide training on leadership, financial literacy and social entrepreneurship. The teams also build mentees’ resume-writing, interviewing and team-participation skills to prepare them for summer internships and their future careers. The 2+2 Mentor Program is one of several foundation-building steps that have led to a deepened partner relationship with Washington, D.C. Collaboration on a global scale is the mission for the GWSB China Initiative. GWSB entered into a partnership with Renmin University of China International College (RUC-IC) to educate Chinese students in Suzhou, China, and Washington, D.C. Through this partnership, Chinese students are able to enroll in a Master’s in Finance program. The two-year program provides an opportunity for Chinese students to further their education in both finance and financial engineering: first-year classes are taught in Suzhou and secondyear classes are held at GWSB’s campus in Washington, D.C.

The 2+2 Mentor Program pairs students from GW School of Business and Anacostia High School. The George Washington University School of Business | 2013 Report on Progress 15


GWSB PARTNERS INCLUDE THE FOLLOWING DONORS, EMPLOYERS, ADVISORS, ALUMNI AND SO ON….

Vertical Kia Motors Logo 1/C - 100% Pantone 1807

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Dialogue

Principle 6

ENGAGING AND BEING ENGAGED BY STAKEHOLDERS We will facilitate and support dialogue and debate among educators, students, business, government, consumers, media, civil society organizations, and other interest groups and stakeholders on critical issues related to global social responsibility and sustainability.

As part of its mission, GW School of Business endeavors to advance thoughtful decision-making and prompt constructive dialogue to address society’s most intractable problems. Members of the GWSB community consciously and conscientiously reach out to diverse audiences to expand and extend our reach and to extend GWSB’s citizenship on a global scale. In 2010, ICR partnered with the United States Institute of Peace in the convening of a high-level task force to examine business practices in challenging environments. Preliminary findings were presented in Oslo, Norway, at the Business for Peace Summit in October 2011. A co-authored report was then published in September 2012, which synthesizes the task force’s findings and presents recommendations (http://business.gwu.edu/icr/projects/ taskforce/report.pdf).

Dean Guhrie with Mayor Rawlings-Blake (Baltimore) and Deputy Mayor L. Hoskins (Washington, D.C.)

GWSB tailored an executive education program to interests and concerns linked to responsible business management. The World Executive MBA (WEMBA) program now has electives on Social Entrepreneurship, Managing Responsibly by Managing Corporate Impacts, and Strategic Environ-mental Management. In June 2010, a group of business, nonprofit and government executives interested in advancing their awareness, knowledge and skills toward increasing the sustainability performance of their organizations participated in the one-day program, “Sustainability Management & Policy.” Outside the classroom, the list of topical webinars, seminars, speaker series and school-sponsored conferences is almost endless. The GWSB community is actively involved in dialogue surrounding responsible business practices, the intersection of business and society, and the importance of embedding the School in the local community. Dean Guthrie is currently leading a series of “Conversations on Creative Leadership,” the most recent of which featured Stephanie Rawlings-Blake, the mayor of Baltimore, and focused on “The City and Civic Leadership”. These conversations represent one of the ways GWSB reaches out to the local community, and exposes students to the concerns and issues faced by government, business and the society.

The George Washington University School of Business | 2013 Report on Progress 17


GWSB is on the cutting edge for innovative, academic programs that provide executives with the knowledge and skills needed to compete and achieve success in today’s business environment. The new On the Board program is a perfect example of the School’s commitment to help forge a path for the business leaders of tomorrow. On the Board is a training and advocacy program for leading women business executives who are prime candidates to serve as directors on corporate boards. The program is designed to address the serious under-representation of women on boards of directors. Only about 16 percent of Fortune 500 board members are women—a number that has remained stalled for the last decade—despite the fact that more women than men are currently completing advanced academic degrees.

Created and managed in partnership with the International Women’s Forum (IWF), the program was made possible by a generous grant from Linda Rabbitt, CEO and chairman of Rand Construction Corporation, a GW Trustee, and a member of the IWF. Each year, fifteen high-potential female executives will be selected to take part in the one-year program. The first cohort of On the Board Fellows come from six countries and represent industries ranging from energy to finance. The program launched in late February 2013 in conjunction with a daylong conference that brough corporate leaders, scholars, government officials, and business analysts from around the world to GW.

The world is changing at warp speed, but [board composition] has been stubbornly stagnant. —Linda Rabbitt CEO & Chairman, Rand Construction Corp. & GW Trustee The inaugural class of On the Board Fellows during their first residency in Februrary 2013.

The On the Board Launch Event pulled in live commentary from financial experts in six countries. The George Washington University School of Business | 2013 Report on Progress 18


Conclusion WHERE WE HAVE BEEN, WHERE WE ARE GOING

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GW School of Business’ commitment to the tenets of the U.N.’s Principles for Responsible Management Education (PRME) is reflected throughout our curriculum, and in the cutting-edge research advanced by our faculty and doctoral students. That commitment is further demonstrated by the many successful collaborative relationships we have developed, even as we continue to seek out new opportunities for mutually beneficial partnerships. Among GWSB’s most significant recent accomplishments was our sponsorship of the 2011 job creation summit featuring, among others, Washington, D.C. Mayor Vincent Gray; our support for students engaged in promoting sustainability through GWSB’s “gold chapter” of Net Impact; and our ongoing efforts to develop relationships in China. GWSB also recently created a Certificate in Responsible Management

through our Institute for Corporate Responsibility, and launched the On the Board fellowship program, designed to help top women executives earn appointments to corporate boards of directors. Looking ahead, GWSB will continue to be active—locally and globally—from Foggy Bottom to the Yangtze River delta. The School makes the most of its Washington, D.C. location—at the intersection of business and society—to leverage opportunities to connect with the wider world. GWSB aspires to serve as a thought leader among business schools worldwide. We intend to do this by continuing to promote responsible business practices by engaging stakeholders in dialogue inside and outside the classroom and by “practicing what we preach.” We will continue to promote faculty research on responsible business

The George Washington University School of Business | 2013 Report on Progress 19


practices and offer an increasingly broad array of courses that reflect our commitment to value-based decision-making in business. GWSB is committed to creating a more ethical and responsible society by educating future business leaders with the wherewithal to do well—and do good. Our curriculum is designed to equip students with the knowledge and skills to compete and succeed in an ever-evolving, global business environment while contributing to the betterment of their communities, their nations, and the world. GWSB is proud to work with other institutions that share our goals. We look forward to partnering and cooperating with our fellow PRME signatories to promote responsible, ethical management throughout the global business community.

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SAMPLING OF BBA, GRADUATE & PHD COURSES OFFERED SINCE 2008 WITH COURSE DESCRIPTIONS THAT ARE LINKED TO RESPONSIBLE BUSINESS PRACTICES COURSE

DEPT

DESCRIPTION

Brazilian Sustainable Development

SMPP

This course focuses on sustainable businesses and stakeholders and is offered in a study abroad context (Brazil). Students receive information on sustainability, the study abroad site and consulting and then practice their sustainability consulting skills with business, government and nonprofit organizations at the study abroad site.

Business & Environmental Science

SMPP

This course includes attention to key concepts related to environmental science: basic environmental processes; why businesses are going green and what that entails; sustainable business best practices; limitations of current sustainable business best practices; and future directions of sustainable business

Community Development Management & Policy

SMPP

This course examines key management and public policy issues related to the practice of community development, including how private sector developers and lenders work with nonprofits, foundations and the public sector to promote sustainable consumer and commercial financing in low- and moderate-income communities. Although the course includes a discussion of financial analysis and underwriting techniques used by public and private sector practitioners to structure and implement community development projects, no previous community development finance or public policy experience is required. The course 1) identifies key federal, state, and local government programs that support community development activities and explores the key public policy issues associated with promoting sustainable community development initiatives; 2) describes the work and incentives of Community Development Financial Institutions (CDFIs) and other community development lenders; 3) exposes students to management and policy issues in community development finance through case studies and guest lectures; 4) describes how practitioners use financial analysis and underwriting techniques to structure and implement affordable housing developments, charter schools, community facilities projects and small business investments; and 5) reviews strategies employed by high performing public and private organizations in community development finance.

International Management Experience

SMPP

The International Management Experience encourages MBA students to gain hands-on knowledge of international management with a faculty-led, short-term study abroad program. Ranging from 1.5 credits to 6.0 credits, these international management experience courses have examined global strategy in Paris, sustainability in the Amazon rain forest, and corporate responsibility of social entrepreneurship in Egypt, among others. They are offered at various times during the year: winter break, spring break, and summer.

Post-Conflict Zones, Business, & Peace

SMPP

Topics covered include linkages between business and peace-building efforts, business advancements of peace processes, managing a business in a post-conflict zone and related issues and institutions.

Contemporary Auditing Theory

ACCT

This course includes attention to Sarbanes-Oxley, fraud and ethical considerations in auditing.

Financial Accounting I

ACCT

This course includes attention to annual report analysis, natural resources and depletion, longterm liabilities, off-balance sheet financing, pensions, post-retirement benefits, Sarbanes-Oxley, multiple stakeholders, international accounting and alternative accounting principles.

Financial Accounting II

ACCT

This course is the second module in the financial accounting sequence. By the end of this second module students will: (a) obtain a working knowledge of the major financial accounting choices facing each firm, (b) know how to calculate the values generated by each choice practice in calculating the values generated by each choice and (c) understand how each choice affects the firms’ financial ratios. This course directly supports the Global MBA Program goal of gaining a comprehensive foundation in the fundamentals of business and indirectly supports the goal of behaving ethically. Goodwill, contingency liabilities and financial ratios as indicators of firm performance are included. This course is a key component of the new GW Global MBA degree program, the focus of which is to encourage fulltime MBA students to act responsibly, lead passionately, and think globally, advancing the values of ethics, leadership, globalization and teamwork. Major public policy issue: TARP.

Government and Nonprofit Organization Accounting

ACCT

International Accounting

ACCT

This course includes attention to fund accounting, which is used by government and nonprofit organizations. Course topics include international harmonization of accounting standards, corporate social responsibility, environmental reporting, and currency valuation and fluctuations.

* Chart includes GWSB courses as well as other GW courses that count for credit as part of a GWSB degree. Key: ACCT = Accounting, AMST = American Studies, ANTH = Anthropology, DNSC = Decision Sciences, FIN = Finance, GEOG = Geography, IAFF = International Affairs, IBUS = International Business, ISTM = Information Systems & Technology Management, MGMT = Management, MKTG = Marketing, PAD = Public Service & Administration, PPOL = Public Policy, SMPP = Strategic Management & Public Policy, TSTD = Tourism & Hospitality Management. The George Washington University School of Business | 2013 Report on Progress 21


COURSE

DEPT

DESCRIPTION

Managerial Accounting

ACCT

This course covers a wide range of managerial accounting topics, including Sarbanes-Oxley, the Balanced Scorecard, change management systems, performance evaluation and reporting, corporate failure, privatization, ethics, fraud, risk and government and consumer stakeholders. This course is a key component of the new GW Global MBA degree program, the focus of which is to encourage fulltime MBA students to act responsibly, lead passionately and think globally, advancing the values of ethics, leadership, globalization and teamwork.

Economics of Preservation

AMST / TSTD

Analysis of economic techniques and benefits used to encourage the retention and reuse of historic buildings and districts in the United States. Emphasis on revitalization of older commercial centers and the Mainstreet program.

Anthropology of Development

ANTH / TSTD

Theoretical perspectives that distinguish the contribution of anthropology to understanding processes of change in the Third World. Focus on health, population, environment, gender and tourism issues. The role of anthropology in planning and implementing projects and policy.

Judgment, Uncertainty & Decisions

DNSC

This course focuses on human decision-making, including those situations in which societal values are evidenced. It includes attention to forecasting the future, scenarios, policy, teamwork, value of information and game theory. This course is a key component of the new GW Global MBA degree program, the focus of which is to encourage fulltime MBA students to act responsibly, lead passionately, and think globally, advancing the values of ethics, leadership, globalization, and teamwork.

Operations Strategy

DNSC

This course is segmented into two parts. The first part focuses on operations management, including attention to strategy, capacity, processes, services and quality. The second part focuses on supply chain management, with attention to supplier stakeholder relationships, outsourcing, off shoring and resource planning. Special topics include sustainable design changes, cradle-to-cradle principles, green procurement, waste management, life cycle analysis, and green distribution strategies. This course is a key component of the new GW Global MBA degree program, the focus of which is to encourage fulltime MBA students to act responsibly, lead passionately and think globally, advancing the values of ethics, leadership, globalization, and teamwork.

Sustainable Supply Chains

DNSC

This course explores the range of decisions that a manager faces when considering the complex issues surrounding the development of sustainable supply chains. The theories of supply chain management and industrial ecology are combined to explore the environmental, societal, and economic performances of production and consumption systems. Evaluation methods and management tools are applied with a focus on “greening” supply chains and understanding the interdependencies and trade-offs between priorities along the supply chain. Entire life cycles of products are considered and analyzed from the initial design phase, through sourcing raw materials, through the production phase, the distribution phase and the “return” phase. During the term, consideration is given to such topics as: sustainable design challenges, cradle-to-cradle principles, green procurement, waste management, flexible process design, life cycle analysis, green distribution strategies, reverse logistics and end of life management.

International Development for Project Managers

DNSC / TSTD

Foundations and methodologies for problem solving in multicultural project environments.

Financial Management

FIN

This course is the second finance module of two required for Global MBA students; it may not be used to satisfy a second-level requirement. Theory, policy and practice in financial management are emphasized. Financial analysis, sources of funds, investing, capital planning and budgeting, dividend policy and working capital management are also covered. Periodically, dishonest participants effect financial decisions; the class assesses the implications of finance from an ethical perspective.

International Banking

FIN

This seminar focuses on institutional and management issues of international banking. It examines the current international banking environment and its evolution during the past several decades, banks’ global managerial and operational issues, and the regulatory problems confronting international banks. The impact of the global financial crisis on international banks, risk management, money laundering and financial regulatory reform is also covered.

Environmental Issues in Development

GEOG / TSTD

A consideration of the different regional implications of and responses to resource and environmental policy decisions due to regional differences in societal and physical parameters.

Resources & the Environment

GEOG / TSTD

Topics related to the spatial variations and interrelationships of resources and the environment; applications of geographic information systems and remote sensing.

Environmental Policy

IAFF / TSTD

Examination of public policies designed to protect the human and physical environment; focus on the ways science and technology can simultaneously create new environmental problems and contribute to their mitigation and prevention.

Business & Sustainability in Brazil

IBUS

This course is a companion to SMPP 6297 with the same course title. Both courses will involve travel to the Brazilian Amazon rainforest to meet with business, government, nonprofit organizations and community members to identify whether business can be sustainably developed in this fragile ecosystem. A social service project is also planned. The George Washington University School of Business | 2013 Report on Progress 22


COURSE

DEPT

DESCRIPTION

Global Perspectives

IBUS

This course features a large number of social and environmental topics as they are related to multi-national corporations, including globalization, stakeholder management, corporate social performance, networks, self-regulation, consumer and environmental policy, pollution, safety, ethics and governance.

International Business Strategy

IBUS

This course includes attention to globalization, political and social environments of international business; cross-national learning; interactions with diverse cultures; negotiation; alliances; property rights; innovation; and government policy.

International Experience

IBUS

This course focuses on environmental, social and economic sustainable tourism and includes attention to developing countries, national park systems, stakeholder engagement, the green travel market and geotourism. Other topics include sustainable development, multi-stakeholder management, community relations, cultural attractions, balance scorecard, security and ethics.

International Hotel Management

IBUS

This course includes attention to cross-cultural behavior and management, globalization, crisis management, political and environmental issues and eco-resort development.

International Management

IBUS

This course leverages the foundation built in Fall Semester’s Global Perspectives course to explore topics such as the challenges of operating in different cultures, the implications of cross-national differences in institutional environments for firms’ operations and the difficulties of designing effective organizational structures for coordination and control in multinational operations. It includes significant attention to a wide range of international business management issues, including customer and government stakeholders, globalization, corruption and cultural similarities and differences. This course is a key component of the new GW Global MBA degree program, the focus of which is to encourage fulltime MBA students to act responsibly, lead passionately and think globally, advancing the values of ethics, leadership, globalization, and teamwork.

International Residency & Lab

IBUS

This is a project-based international residency course that can be offered by any SB faculty member. The residencies are designed to give the students a real-life experience in the global environment. This particular residency focuses on microfinance in Mexico. International or foreign companies provide projects. A representative of the project providing company is expected to visit GW and spend time with the students during the associated Practicum Lab. Students will work on projects during the 7-week practicum, prior to the international residency experience. During their trip, the students and faculty visit the company to do research and refine the project deliverables. The deliverables include a complete consulting report to the project providing company, offering specific solutions to the problem at hand. Faculty members who are leading the residency are expected to teach the Practicum Lab and write a case about the project. Students experience the realities of working in a global environment. Students are able to understand and adjust to cultural differences and variations inherent in an international environment. This course is a key component of the new GW Global MBA degree program, the focus of which is to encourage fulltime MBA students to act responsibly, lead passionately, and think globally, advancing the values of ethics, leadership, globalization and teamwork.

Managing in Developing Countries

IBUS

This course includes attention to globalization, politics, economics, cultures, governments, NGOs, business association, communities, corruption, political risk, environmental challenges, human rights, health and education.

External Development Financing

IBUS / TSTD

Institutions, instruments and theory of external development financing; financial flows to developing countries; development finance and the role of international and regional development banks; policies, methods and practices of the World Bank, the IMF and others; technical assistance, training, capacity building, and role of institutions in sustained development.

International Marketing

IBUS / TSTD

International marketing strategy formulation, including market entry, local market development and global market integration. The strategic challenge of global marketing formulation and local market adaptation, with attention to market conditions in mature, new growth and emerging market environments. Emerging trends in international marketing.

Emerging Technologies

ISTM

Topics are technological change and society, energy, environment, farming, weather, mining, aquaculture, the “energy-environmental-globalization” challenge, medical care, artificial limbs and organs, holistic health, aging, medical information systems, bioengineering, housing, urban design, transportation and communication.

Management of Information Systems

ISTM

This course includes attention to the information society, advances in technology and privacy and ethics in the use of information.

Management of Technology & Innovation

ISTM

Business, technological, economic and political factors that influence the development and deployment of new technology products, processes, and services. Concepts and practices useful in managing technology and enhancing corporate innovation, corporate organizational alternatives, new approaches and sources of competitive advantages.

The George Washington University School of Business | 2013 Report on Progress 23


COURSE

DEPT

DESCRIPTION

Technology Entrepreneurship

ISTM

Case studies on the innovation-entrepreneurship processes used to launch and build new ventures based on information technology and on technology more broadly. Organizing for innovation, raising venture capital, managing the small technology-based venture, marketing technology products and services, intellectual property considerations and new venture proposal development.

Applied Organizational Leadership

MGMT

This course includes attention to life philosophy, power, politics, entrepreneurship, gender and ethics.

Consultative Processes in Organizations

MGMT

This course includes attention to the ethical dimensions of consulting; and environmental management consulting projects are encouraged.

Employment Law & Ethics

MGMT

This course includes attention to employment discrimination, compensation, liability, unionization, bargaining, privacy, regulation, civil rights, gender, religion and alternative dispute resolution.

Individual & Group Dynamics

MGMT

This course includes attention to diversity, teamwork, norms, conflict, groupthink, leadership, emotional intelligence and survival.

Labor Management Relations & Negotiations

MGMT

This course includes attention to public and private sectors, negotiation, employment relations, dispute resolution, social contract issues, ergonomics, violent labor-management conflict and ethics.

Leadership & Organizations

MGMT

This course includes attention to trust, social influence, beliefs, the changing nature of work and organizations, creativity, human judgment processes, motivation and learning, compensation and rewards, team and group behavior including groupthink, social influence, organizational change and development, stress and career management, diversity, cross-cultural learning, values and ethics and the balanced scorecard.

Management of Technology and Innovation

MGMT

Topics include technology advancements in society, innovation, government spending, research & development, creativity, entrepreneurship, teams, and corporate culture.

Managing Human Capital

MGMT

This HRM course includes attention to global and ethical awareness, equal employment opportunity, diversity, compensation, ethics, and labor relations. This course is a key component of the new GW Global MBA degree program, the focus of which is to encourage fulltime MBA students to act responsibly, lead passionately and think globally, advancing the values of ethics, leadership, globalization, and teamwork.

Women’s Entrepreneurial Leadership

MGMT

This course focuses on women’s entrepreneurial leadership, including skills, opportunities, and project development.

Consultative Processes

MGMT / SMPP

This course includes attention to organizational change, consulting careers and the future of the profession, ethics, professionalism, trust, stakeholder relationships, confidentiality and teamwork.

Administration of Tourism & Hospitality Services

MGMT / TSTD

This course focuses on destination management principles and practices focused on sustainable tourism assessment techniques, value chain analysis, competitiveness approaches and strategy formation. It identifies strategic interventions supported by best practices, benchmarks and case examples, including (a) competitive clusters; (b) branding; (c) product development; (d) environmental management and certification; (e) human resources/quality services; (f) SME and entrepreneurship; (g) safety and security; and (h) crisis communications and contingency planning. This course includes attention to sustainable tourism, strategic environmental management and certification, entrepreneurship, crisis management and ethical codes.

Destination Planning

MGMT / TSTD

The course introduces planning methodologies for tourism and draw on experience from around the world, including developed and emerging economies. Case studies relevant for today’s global environment are discussed extensively. Students are introduced to contemporary planning practices and issues to help them to build a solid understanding of tourism planning. The course follows an interdisciplinary approach and relates crosscutting issues in tourism to the planning process. The course includes a review of the principles for the organization of tourism in both the public and private sectors to ensure that: institutional roles are clear; functions are clearly identified, assigned and support rather than hinder development. The course also invites one or more guest speakers to address key topics. Multiple stakeholders, strategies, scenarios and options are considered in land and infrastructure development.

Economic, Cultural & Environmental Aspects of Tourism

MGMT / TSTD

This course is focused on all of the external environment aspects of tourism, including cultural and environmental aspects. It highlights the relationship between tourism and sustainable development, offering students a wide range of definitions, models and strategies to better address the social and environmental impacts of tourism development.

The George Washington University School of Business | 2013 Report on Progress 24


COURSE

DEPT

DESCRIPTION

Hotel/Resort Market Analysis

MGMT / TSTD

This course is a study of hotel and resort development and management. It introduces students to three important aspects of hotel and resort development and operations: hotel/ resort market and investment analysis, hotel/resort project management and hotel/resort business operations. It analyzes in-depth market demand for and industry supply of transient accommodations, studies hotel/resort valuation methods, and discusses the detailed aspects of hotel/resort management and operations. It emphasizes both analytical skill for hotel/resort market research and operational skill for hotel/resort management. It includes attention to the topics of implementing quality service management for sustainable business operations, of responding to economic and security crises, of addressing risk and environmental management and of planning for technological development and global expansion.

Small Business Management

MGMT / TSTD

Topics include the role of small business in the economy, social and ethical issues facing small business and small business intellectual property issues.

Cross-Cultural Management

MGMT / TSTD / IBUS

This course focuses on the management of cultural differences and includes attention to beliefs and values, ethics, relativism, gender, poverty, globalization, diversity, ecological stability and strategies for social change.

Market Behavior in the Middle East

MKTG

This course examines the behavioral and cultural contexts of customer preference, satisfaction and retention levels associated with global vs. local brands. While managerial implications for multinational corporations and domestic businesses will be discussed, this course will also examine the impact of business strategies on the behavioral responses to globalization as manifested in globally branded products and services. Some of the areas addressed are: country branding, marketing in the Middle East and Dubai as a tourism destination. This course will provide students with frameworks, concepts as well as practical applications related to understanding the behavioral dimensions of the Middle East market. The final group project is expected to help students apply these concepts to a real life situation.

Marketing Behavior

MKTG

This course includes attention to consumer welfare, motivations and values, income and social class, cultural issues, global issues, social marketing and effects of marketing on society.

Marketing Decisions

MKTG

This course includes attention to environmental opportunities and threats, social and ethical constraints on pricing, consumerist and governmental influence on business, energy influences and decision risk. Other topics include global markets, branding, best practices, organization/staff external forces, client orientation, teamwork and communication, including social networking.

Marketing for Social Causes

MKTG

This course explores how marketing principles can be applied to situations beyond purely commercial ones, and used to accomplish behavioral change in a target audience, such as helping people stop smoking, inspiring use of seat belts, and reducing the spread of HIV.

Marketing in the Arab World

MKTG

This course examines how marketing strategies can be successfully designed and applied to environments in the Arab World. It will use case studies, and integrate insights on Dubai and the United Arab Emirates (UAE).

Strategic Brand Management

MKTG

This course includes attention to the strategic branding of nonprofit organizations and social and environmental performance and perception, as well as ethical decision-making.

The Nature of Markets

MKTG

This course demonstrates that Marketing is an organization-wide function and process for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders. The course includes attention to consumer behavior, strategic planning, services and marketing communications. This course is a key component of the new GW Global MBA degree program, the focus of which is to encourage fulltime MBA students to act responsibly, lead passionately, and think globally, advancing the values of ethics, leadership, globalization and teamwork. Current issues in environmental policy: biodiversity, land use including wilderness protection, climate change, environmental justice, economic growth and ecological sustainability.

Environmental Policy

PAD / TSTD

Historical, legal and social foundations of the nonprofit sector. Developing organizational strategy and capacity; managing staff, boards and volunteers; financial management; fund raising, marketing, public advocacy and other external relations; partnerships and entrepreneurial activities; measuring performance; and policy issues.

Governing & Managing Nonprofit Organizations

PAD / TSTD

Fundraising for nonprofit organizations and the management of relationships between donors and recipient organizations. Positioning the organization for fund raising; roles of staff and volunteers; principal techniques for identifying, cultivating and soliciting donors; ethical principles; emerging trends; and relevant policy issues.

Managing Fundraising & Philanthropy

PAD / TSTD

The identification, examination and evaluation of how environment, energy, and technology are interrelated and how these interactions influence policy formulation and implementation at the international, national, regional, industrial and organizational levels.

The George Washington University School of Business | 2013 Report on Progress 25


COURSE

DEPT

DESCRIPTION

Environment, Energy, Technology & Society

PPOL / SMPP / TSTD

The role of policy analysts in public policymaking. The impact that the political, economic, cultural and bureaucratic context have on the policymaking process and outcomes. Political and ethical issues raised by the intricate interface of the private, not-for-profit and public sectors in public policy formulation and implementation.

Politics & Public Policy

PPOL / TSTD

This course examines current political, legal, economic, social, ethical and environmental forces acting on business, addressing legislative and regulatory actions, policy making and implementing and the interaction of the political-economic systems and public policy processes. The course examines the evolving relationship of business, government and nonprofit organizations in American and other societies, including the political activities of business and the emergence of business-government-nonprofit public private partnerships. Given its increasing salience in many contemporary corporations, sustainable development is an ongoing course theme.

Business & Public Policy

SMPP

This course is designed to clarify values, create an ethical awareness and master a decision-making metric.

Business Ethics

SMPP

This course focuses on legislation and regulation related to business; legal and ethical considerations; public-private institutional relationships; business political action committees; and domestic vs. international business lobbying.

Business Representation & Lobbying

SMPP

Historical and philosophical foundations of the business-government relationship: regulations, international trade and corporate political activities. Public Policy issues facing business and the business community’s political response.

Business-Government Relations

SMPP

The general goal of this course is to provide a graduate level introduction to corporate environmental management in developing countries. While many in the business, government and nonprofit sectors view environmental protection as a threat to competitiveness, others see win-win opportunities. The course will examine and discuss different perspective used to judge win-win opportunities and critical perspectives on corporate environmental/social responsibility in developing countries.

SMPP

Analyze why, how and under what conditions businesses are innovating to address corporate responsibility expectations in a global economy. Focus on co-creation of value, innovation and CR policies, processes and impacts. Examines country-level influences on corporate responsibility—voluntary activities firms often undertake when the law is silent— including public-private partnering, civil society initiatives and public policy compliance.

Global Corporate Responsibility

SMPP

This course has two goals. The first is to sensitize students to the content of cultural diversity. To that end, we will deal not only with philosophical notions of the good but also with religious ones. While the United States conducts a good deal of its public discourse in secular terms, global discourse has a richer flavor of religious belief. It is important to listen to the beliefs of how Hindus, Muslims and others view economics and business.

Cultural Norms in Global Business

SMPP

A second goal is to see how some have attempted to integrate religion, business and peace. If one does not understand another’s (sometimes one’s own) religion or spirituality, one is prone to caricaturize it and once caricaturized, it is much easier to harm a misunderstood (or insufficiently understood) person. Corporations practicing the kinds of virtues that, I have argued, lead to peace are also exactly the kinds of organizations that also provide a forum for individuals of different beliefs to work together by either finding a common ground or, if no common ground exists, to still find ways to frame differences in constructive terms of diversity rather than in threatening poses that trigger defensiveness.

Directed Readings & Research — Sustainability; CleanTech U

SMPP

This course is an independent study, which when supervised by this instructor, focuses exclusively on sustainability, either in the Washington, D.C. area or in British Columbia, Canada. All projects are negotiated between sustainability-interested students and the instructor, with the most typical output being a sustainability report.

Environmental Finance & Venture Capital

SMPP

This course explores financial Incentives as a counterpart of regulation, the evolution of financing form grants to (subsidized) loans and first-generation targets.

Fundamentals of Business Law

SMPP

This course helps students clarify personal values, gain ethical awareness, master a six-step ethical decision-making framework, understand the way in which law and ethics combine to create optimal corporate cultures, gain a basic understanding of the key areas of law pertinent to the legal regulation of business and, based on that knowledge, recognize when expert legal advice may be called for, and understand how the interplay of ethical business behavior and core rule of law principles undergird a free society, both politically and economically.

Corporate Environmental Management in Emerging Nations

The George Washington University School of Business | 2013 Report on Progress 26


COURSE

DEPT

DESCRIPTION

Fundamentals of Business Law & Ethics

SMPP

To be successful, business people need to think critically about their actions. The purpose of this course is to promote responsible thinking about the legal and ethical responsibilities of businesses, as well as the interplay between the two. This course endeavors to (1) facilitate the clarification of personal values; (2) promote ethical awareness; (3) encourage the use of a decision-making framework; (4) examine the way in which laws and ethics combine to create optimal corporate cultures; (5) provide a basic understanding of the key areas of law pertinent to the legal regulation of business and, based on that knowledge, also recognize when expert legal advice may be called for; and (6) demonstrate how the interplay of ethical business behavior and core rule of law principles undergird a free society, both politically and economically.

Managing Responsibility by Managing Corporate Impacts

SMPP

Analyze why/how global businesses are innovating to address corporate responsibility expectations. Focus on co-creating value and innovation. Examines impacts from businesses, civil society and public policy that enhance (or not) competitiveness.

Global Market Governance

SMPP

This course examines, in an integrated fashion, how globalization is affecting traditional approaches to the formulation of certain public policies and effective governance responses. The course will focus on both cases of global public policy and the forms of global governance --conventional and emerging --used in their implementation and enforcement. The course analyzes the rationale for considering public policies as global public policies and reviews the implications for, and efficacy of, various forms of global governance. The course will examine examples/cases drawn from a variety of contemporary public policy issues associated with globalization and consider alternative approaches to global governance.

International Experience: Corporate Social Impact

SMPP

This course addresses a range of current and emerging issues in the various global institutional frameworks for corporate governance and the management of corporate responsibility. The course provides an opportunity for cross-cultural comparison of key concepts in corporate governance and raises issues about how successful approaches to corporate governance balance the interests of managers and the variety of stakeholder groups. The course reviews the social contract underlying the U.S. institutional framework is compared with a European view of the social contract, and an analytical framework is provided to make similar cross-cultural comparisons with other areas of the world. The course examines how the shareholder view of the firm has widened to consider the demands on boards and senior managers that arise from the demand for corporate decision-making to take account of the economic, social and environmental effects of companies.

Management Consulting

SMPP

SMPP Management of Strategic Issues SMPP

This course is a student’s international experience that includes attention to client relationships, sustainability and ethics, collaboration, and negotiations. In addition, sustainable development, multi-stakeholder analysis and management, community relations, cultural attractions, balanced scorecard, security and ethics are covered. Course topics include: managing the firm’s political, legal, economic and social stakeholders by containing, shaping or coping with strategic business issues to add value; shareholders vs. stockholders; issues life cycle; crisis management; and holistic issues management.

Management, Organizations & Society

SMPP

Introduction to the manager and the management process in the context of organizations and society. Focus on effective management of the corporation in a changing society.

Seminar in Business & Public Policy

SMPP

Develops understanding of the major research streams in business and public policy; exposure to theoretical research frameworks and methodological issues and approaches.

Stakeholder Theory & CSR

SMPP

Examines organizational theory and management roots of stakeholder theory and corporate social responsibility (CSR) with a thorough understanding of the empirical and conceptual evolution of stakeholder/CSR research

Strategic Energy Management & Policy

SMPP

A description, analysis and evaluation of the demand and supply of various forms of energy, globally and regionally, the environmental, social and economic effects of these phenomena; and a focus on the need for and development of organizational plans and policies that would strategically both reduce non-renewable energy demand and increase renewable energy supply.

Strategic Environmental & Energy Entrepreneurship

SMPP

This course examines the multiple approaches that businesses, governments and nonprofit organizations have designed and implemented in their interactions with their respective natural environments, including socio-economic environments and the assessment of the results, with consideration of future organization-natural environment interactions. Focus is on the greening of both global MNCs, local SMEs and on all organizational functions/systems.

Strategic Environmental Management Systems

SMPP

Environmental Management Systems are the principle interface between business and the environment. They provide a blueprint for sustainability. They can save businesses substantial amounts of money. They also improve investor relations and employee morale. In this course, we will examine the various ways in which actions of businesses affect the environment, learn how these impacts can be quantified and reduced, learn the internationally recognized systems for identifying and tracking corporate impacts, and learn how companies can save substantial sums, improve investor relations and improve employee morale by implementing various environmental management systems.

The George Washington University School of Business | 2013 Report on Progress 27


COURSE

DEPT

DESCRIPTION

Strategic Management

SMPP

This course includes coverage of the topics of environmental scanning (political, economic, social, technological and ecological issues), strategic goals, objectives and values, and corporate social responsibility and ethical management.

Sustainability & Responsible Investment in Today’s Market

SMPP

What is sustainable and responsible investment (SRI) and why do investors believe this leads to long-term shareholder value? What are the core sustainability issues that SRI evaluates? What makes a credible CSR report? What are the emerging trends and issues in CSR reporting? How does SRI engage companies? As the integration of sustainability consideration into investment approaches continues to evolve, companies across all regions and sectors are rapidly embracing CSR. This introductory course will provide a practitioner’s point of view on SRI and the topics above.

Sustainability Management & Policy

SMPP

An exploration of environmental, social and economic sustainability (long-term quality of life or triple bottom line) concepts, perceptions, policies and practices and consideration of sustainability outcomes; identification of connections between sustainability and business and other disciplines/functions; highlight sustainable activities across sectors, countries, levels and roles; and applying sustainability lessons in consultation with D.C.-area organizations. Topics include sustainability strategy, change, services, manufacturing, leadership, facilities, human resources, purchasing, information systems, environmental affairs, marketing, accounting and finance.

Corporate Governance

SMPP / ACCT

This course provides an overview of corporate governance on multinational companies, specially focused on the role of shareholders activism on environmental, executive compensation and social issues. The main objectives of the course are to: 1) understand concepts of corporate governance and corporate social responsibility; 2) compare practices between firms from different nationalities and industries; 3) critically assess shareholder proposals considering corporate governance aspects, economic viability and social and environmental impacts.

Analysis of Business Issues

SMPP / MGMT

This course will introduce students to common language and analytic techniques necessary to operate effectively in today’s business environment against the background of Corporate Social Responsibility. Through case analysis, students will be introduced to business concepts and information resources. Students will be required to produce a variety of presentations and documents commonly used in business. Documents will range from memoranda to executive reports. This sophomore-level course will focus on developing critical thinking skills required for accurate problem definition in business situations.

Housing, Markets, Policy & Society

SMPP / MKT

This course examines the housing marketplace with an emphasis on integrating perspectives from economics, public policy, marketing, consumer behavior and sociology. Through readings, guest speakers and analyses of challenges and opportunities in housing markets, students will develop an understanding of the interplay between public policy actions, firm behavior, market conditions and the welfare of individuals and society.

Strategic Environmental Management

SMPP / TSTD

An examination of the multiple approaches that businesses, governments and nonprofit organizations have designed and implemented in their interactions with their respective natural environments, and the assessment of the results, with consideration of future organization-natural environment interactions. Focus is on the greening of both global MNCs and local SMEs and on all organizational functions/systems. Topics include multiple stakeholder perspectives of organizations and the natural environment, especially those related to the greening of businesses, large and small; action-research, related to the “greening” of one or more organizations; and developing a “greening” career portfolio.

Tourism Development

SMPP / TSTD

This course includes attention to sustainable tourism development, including community-based tourism and eco-tourism.

Tourism Planning

SMPP / TSTD

This course includes attention on stakeholder involvement, developing countries, community development, land-use planning, and environmental, socio-cultural and economic sustainability issues.

Tourism Policy Analysis

SMPP / TSTD

Course includes attention to multisector activity, alliances, regulation, health, safety, security, international affairs, ecology, trade and environment.

The George Washington University School of Business | 2013 Report on Progress 28


CENTERS HOUSED AT GWSB Center for Entrepreneurial Excellence (CFEE) is to engage in research and other scholarly activities that make significant contributions to the fields of entrepreneurship, entrepreneurship education, entrepreneurial leadership, women entrepreneurial leadership, family enterprise and emerging business development (SME Development). CFEE advocates research to promote entrepreneurship and dialogue about entrepreneurship among students and throughout the community. In the spirit of interfaculty collaboration and private sector participation, CFEE sponsors the Howard Hoffman Distinguished Lecture Series. In March 2012, Dr. G. Dale Meyer challenged the existing paradigm in his lecture, “A Conversation Regarding Why Business Schools Are the Wrong Forum for the Study of Entrepreneurship.” Center for International Business Education and Research (GW-CIBER) serves as a vital portal for businesses, policy makers, citizens, students, and faculty throughout the nation to increase their international skills and awareness of the internationalization of our economy. GW-CIBER is one of a network of 33 universities that serve as regional and national resources for businesses, students, educators and academics. GW-CIBER has funded a number of research projects linked to responsible management, such as “Do Stronger Intellectual Property Rights Induce More Innovation? Evidence that the Intellectual Property Rights Regime of Trade Partners Impacts Domestic Firm Innovation,” “Syndicated Lending to Emerging Markets: Foreign Banks and Local Subsidiaries,” and “Commitment of Multinational Corporations to Global Initiatives: The Role of Domestic Labor Institutions.”

European Union Research Center (EURC) pursues multidisciplinary policy-based research focusing on the economic, political and social issues of the European Union (EU). EURC funds research by undergraduates, graduates and faculty, and welcomes proposals on topics such as human rights, social issues and labor laws. Global and Entrepreneurial Finance Research Institute (GEFRI) pursues a combined top-down (global finance) and bottom-up (entrepreneurial finance) approach that reflects a belief that the essential elements of globalization in markets, finance and technology are best addressed with a global context and a local focus. The 2008 Global Finance Forum helped to provoke and promote dialogue surrounding the role of oil in the world’s economy and our reliance upon it.

Institute for Integrating Statistics in Decision Sciences (I2SDS) is an academic collaborative partnership with the Departments of Statistics of the Columbian College of Arts and Sciences and the Engineering Management and Systems Engineering of the School of Engineering and Applied Science. I2SDS sponsored a symposium in fall 2011 aimed at emphasizing the importance of analytics to responsible management: “Analytics and the 21st Century MBA.” Institute of Brazilian Issues (IBI) was established in 1990 to promote stronger U.S.-Brazil relations within the changing international order. IBI supports Minerva, and organizes public conferences on issues relevant to U.S.-Brazil policy questions.

Center for Latin American Issues (CLAI) aims to expand the university’s Latin American Program and to encourage debate on major political, economic and social issues affecting Latin America and Latin American-United States relations. CLAI sponsors its flagship Minerva training program for Brazilian civil servants. The program, launched in 1994, helps participants, who come from many different government ministries and agencies, to master concepts in economics, finance, economic policy-making, regulation and public ethics. In spring 2011, CLAI opened Minerva to participants from Mexico. Through the support of a $90,000 grant from Mexico’s leading bank, BBVA Bancomer, an initial group of government officials and civil servants from Mexico successfully participated in the semester-long program, through which participants learned theory, principles and management of a modern national market economy. Center for Real Estate and Urban Analysis (CREUA) supports original research and educational programs about real estate and urban residential, development and commercial properties in the Metropolitan Washington, D.C. area. In September 2011, CREUA released a seminal study elevating the D.C. metro area as a national model for walkable urban places.

Institute for Corporate Responsibility (ICR) is uniquely positioned to take advantage of multiple opportunities and resources in order to become the central institute for the study of issues pertaining to corporate responsibility and to be a resource to the national and international communities on the topic. ICR brings scholars and other thought leaders to the GWSB community and sponsors cutting-edge research to disseminate within and beyond the GWSB community.

International Council for Small Business (ICSB), founded in 1955, was established as the first international membership organization to promote worldwide growth and development of small businesses. ICSB provides a forum for educators, researchers, policymakers and practitioners from around the world to share knowledge and expertise in their respective fields. Toward this end, ICSB sponsors a variety of events, such as annual conferences, that engage a variety of stakeholders in dialogue. In addition, ICSB has developed a number of partnerships, such as with Visa and Dell, to help increase opportunities for small business development. International Institute of Tourism Studies (IITS) analyzes tourism policy using the resources of the university and the Washington metropolitan area with scholars and professionals from around the globe. IITS offers customized programs on a range of issues, including those linked to eco-tourism and conservation. IITS is also engaged in collaborative efforts with other local universities to help build capacity in emerging and developing economies. This program has involved tourism development in Morocco (funded by the Ministry of Tourism, Morocco); Tourism Development in Protected Areas in Panama (funded by USAID through AED); Rural tourism development on the North Coast of Honduras (funded by the Ministry of Tourism, Honduras), Biodiversity Conservation and Economic Growth in Bulgaria (funded by USAID through DAI); Montenegro (funded by the UNEP, Montenegro); and Istanbul, Turkey (funded by a consortium of local stakeholders from the Historic Peninsula World Heritage Site with support from the Ministry of Culture and Tourism). Women’s Leadership Institute (WLI) is an interdisciplinary community of scholars and practitioners dedicated to maximizing the contribution of women leaders in organizations and societies around the world. In years past, WLI has sponsored a summer program for women leaders. The GW Summer Institute for Emerging Women Leaders is a collaborative learning community where participants gain the knowledge, develop the skills and practice the behaviors of effective leadership. This interactive learning opportunity applies leading-edge scholarship, experiential education and the wisdom of successful women leaders to the challenges faced in contemporary organizations. Session topics include developing one’s unique vision within a strategic global framework; communicating, making decisions and handling conflict; building collaborative teams; and managing change.

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SAMPLE GWSB RESEARCH (PEER-REVIEWED SCHOLARLY ARTICLES)

2012

Askari, H., Rehman, S. & Arfaa, N. 2012. Corruption: The View From The Persian Gulf. Global Economy Journal 12, 1 (1-34). Forrer, J. & Kee, J. 2012. PPPs: E-SCADs or Partners in Service. Public Integrity 14, 2. Griffin, J. & Prakash, A. 2012. Corporate Responsibility: Initiatives and Mechanisms. Business & Society DOI: 10.1177/0007650313478975. Jeong, Y & Weiner, R. 2012. Who Bribes? Evidence from the United Nations’ Oil-for-Food Program. Strategic Management Journal 33, 12 (1363-1383). Kemmerer, B., Walter, J., Kellermanns, F. & Narayanan, V. 2012. A Judgment-analysis Perspective on Entrepreneurs’ Resource Evaluations. Journal of Business Research 65, 8 (1102-1108). Martin, K. & Parmar, B. 2012. Assumptions in Decision Making Scholarship: Implications for Business Ethics Research. Journal of Business Ethics 105, 3 (289-306). Martin, K. 2012. Diminished or Just Different? A Factorial Vignette Study of Privacy as a Social Contract. Journal of Business Ethics 111, 4 (519-539). Martin, K. 2012. Information Technology and Privacy: Conceptual Muddles or Privacy Vacuums? Ethics & Information Technology 14, 4 (267-284). Nielsen, T., Bachrach, D., Sundstrom, E. & Halfhill, T. 2012. Utility of OCB: Organizational Citizenship Behavior and Group Performance in a Resource Allocation Framework. Journal of Management 38, 2 (668-694). Perry, V. & Blumenthal, P. 2012. Understanding the Fine Print: The Need for Effective Testing of Mandatory Mortgage Loan Disclosures. Journal of Public Policy & Marketing 31, 2 (305-312). Perry, V. & Lee, J. 2012. Shopping for a Home VS a Loan: The Role of Cognitive Resource Depletion. International Journal of Consumer Studies 36, 5 (580-587). Perry, V. 2012. Charging Ahead: An Exploratory Study of Financial Decision-Making among Millennial Consumers in Consumer Knowledge and Financial Decisions, Douglas Lamdin, ed. New York: Springer, 129-144. Prakash, A. & Griffin, J. 2012. Corporate Responsibility, Multinationals and Nation-States. Business & Politics. 14, 3 (1-10). Snyder, S. & Griffin, J. 2012. Branch Banking and Trust: Community Banking Based on Core Values - Can it Survive? in Banking with Integrity: The Winners of the Financial Crisis? Heiko Spitzeck, Michael Pirson & Claus Dierksmeier (eds.) Basingstoke, UK: Palgrave-MacMillan. van Rooij,, M., Lusardi, A. & Alessie, R. 2012. Financial Literacy, Retirement Planning and Household Wealth. Economic Journal 122, 560 (449-478). van Rooij,, M., Lusardi, A. & Alessie, R. 2012. Financial Literacy and Retirement Planning in the Netherlands. Journal of Economic Psychology 32, 4 (593-608). Walter, J. 2012. The Influence of Firm and Industry Characteristics on Returns From Technology Licensing Deals: Evidence From the U.S. Computer and Pharmaceutical Sectors. R&D Management 42, 5 (435-454).

2011

Walter, J., Kellermanns, F. & Lechner, C. 2012. Decision Making Within and Between Organizations: Rationality, Politics and Alliance Performance. Journal of Management 38, 5 (1582-1610).

Ameli, P. & Kayes, D. 2011. Triple-Loop Learning in a Cross-Sector Partnership: The D.C. Central Kitchen Partnership. Learning Organization 18, 3 (175-188). Beales, J. 2011. Health Related Claims, the Market for Information, and the First Amendment. Health Matrix: Journal of Law-Medicine 21, 1 (7-31). Blackman, A. & Rivera, J. 2011. Producer-Level Benefits of Sustainability. Certification.Conservation Biology 25, 6 (1176-1185). Clark, D., Highfill, J., De Oliveira Campino, J. & Rehman, S. 2011. FDI, Technology Spillovers, Growth, and Income Inequality: A Selective Survey. Global Economy Journal 11, 2 (1-42). Fort, T. 2011. Critical Management Ethics (review). Corporate Governance: An International Review 19, 3 (290-291). Fort, T. 2011. World on Fire: How Exporting Free Market Democracy Breeds Ethnic Hatred and Global Instability/War, Commerce and International Law (review). Business Ethics Quarterly 21, 2 (345-353). Kaufman, A. & Englander, E. 2011. Behavioral Economics, Federalism, and the Triumph of Stakeholder Theory. Journal of Business Ethics 102, 3 (421-438). Kellermanns, F., Walter, J., Floyd, S., Lechner, C. & Shaw, J. 2011. To agree or Not to Agree? A meta-analytical review of strategic consensus and organizational performance. Journal of Business Research 64, 2 (126-133). Kim, E. & Lyon, T. 2011. Strategic Environmental Disclosure: Evidence from the DOE’s Voluntary Greenhouse Gas Registry. Journal of Environmental Economics & Management 61, 3 (311-326). Kim, E. & Lyon, T. 2011. When Does Institutional Investor Activism Increase Shareholder Value?: The Carbon Disclosure Project. B.E. Journal of Economic Analysis & Policy 11, 1 (1-27). Kim, E. 2011. Government Policies to Promote Production and Consumption of Renewable Electricity in the U.S. in Sustainable Systems and Energy Management at the Regional Level: Comparative Approaches, Marco Tortora (Ed.), Hershey, PA: IGI Global. Kim, E. 2011. The Carbon Disclosure Project in The Handbook of Transnational Governance: Institutions and Innovations, Thomas Hale and David Held (Eds.), Cambridge, UK: Polity Press.

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Kulathunga, A. & Rehman, S. 2011. Using Market Concentration in the Banking Sector as a Key Indicator for a Financial Soundness Index: A Case Study of Germany, France, Poland, Hungary, Albania, and Serbia. Journal of International Finance and Economics 11, 1 (71-90). Levin, D., Walter, J. & Murnighan, J. 2011. Dormant Ties: The Value of Reconnecting. Organization Science 22, 4 (923-939). Levin, D., Walter, J. & Murnighan, J. 2011. The Value of Reconnection--How Dormant Ties Can Surprise You. Sloan Management Review 52, 3 (45-50). Levy, S. & Park, S. 2011. An Analysis of CSR Activities in the Lodging Industry. Journal of Tourism & Hospitality Management 18, 1 (147-154). Levy, S., Getz, D. & Hudson, S. 2011. A Field Experimental Investigation of Managerially Facilitated Consumer-to-Consumer Interaction. Journal of Travel and Tourism Marketing 28, 6 (656-674). Perry, V. & Wolburg, J. 2011. Aging Gracefully: Emerging Issues for Public Policy and Consumer Welfare. Journal of Consumer Affairs 45, 3 (365-371). Petrovits, C., Shakespear, C. & Shih, A. 2011. The Causes and Consequences of Internal Control Problems in Nonprofit Organizations. Accounting Review 86, 1 (325-357). Rehman, S. & Perry, F. 2011. Measuring The Impact Of Globalization On Corporate Governance In Emerging Markets. European Journal of Management 2, 1. Riddle, L. & Ayyagari, M. 2011. Contemporary Cleopatras: The Business Ethics of Female Egyptian Managers. Education, Business & Society: Contemporary Middle Eastern Issues 4, 3 (167-192). Shamma, H. & Hassan, S. 2011. Integrating Product and Corporate Brand Equity into Total Brand Equity Measurement. International Journal of Marketing Studies 3, 1 (11-20). Solomon, G. & Perry, V. 2011. Looking Out for the Little Guy: The Effects of Technical Assistance on Small Business Financial Performance. Journal of Marketing Development & Competitiveness 5, 4 (21-31). van Rooij,, M., Lusardi, A. & Alessie, R. 2011. Financial Literacy and Stock Market Participation. Journal of Financial Economics 101, 2 (449-472). Walter, J. 2011. Strategic Decision Processes in the Realm of Strategic Alliances in Handbook of research on strategy process, Mazolla, P. & Kellermanns, F. W. (eds.) Cheltenham, UK: Edward Elgar Publishing (371-411).

2010

Williams, S. & Griffin, J. 2011. BB&T: Will it Survive? in Winners of the Financial Crisis, Banking Differently, Ernst von Kimakowitz (ed.), Palgrave-MacMillan.

Ardagna, S. & Lusardi, A. 2010. Heterogeneity in the Effect of Regulation on Entrepreneurship and Entry Size. Journal of the European Economic Association 8, 2/3 (594-605). Forrer, J., Kee, J., Newcomer, K. & Boyer, E. 2010. Public–Private Partnerships and the Public Accountability Question. Public Administration Review 70, 3 (475-484). Gillespie, K., McBride, J. & Riddle, L. 2010. Globalization, Biculturalism and Cosmopolitanism: The Acculturation Status of Mexicans in Upper Management. International Journal of Cross Cultural Management: CCM 10, 1 (37-53). Gore, A., Matsunaga, S. & Yeung, E. 2010. The Role of Technical Expertise in Firm Governance Structure: Evidence From Chief Financial Officer Contractual Incentives. Strategic Management Journal 32, 7 (771-786). Griffin, J. & Prakash, A. 2010. Corporate Responsibility: Initiatives and Mechanisms. Business & Society 49, 1 (179-184). Heuer, M. 2010. Foundations and Capstone: Core Values and Hot Topics; Ethics L-X; and The Green Business Laboratory: Simulations for Sustainability Education (review). Academy of Management Learning & Education 9, 3 (556-561). Hurst, E., Lusardi, A., Kennickell, A. & Torralba, Francisco. 2010. The Importance of Business Owners in Assessing the Size of Precautionary Savings. Review of Economics & Statistics 92, 1 (61-69). Husted, B., Allen, D. & Rivera, J. 2010. Governance Choice for Strategic Corporate Social Responsibility: Evidence from Central America. Business & Society 49, 2 (201-215). Lev, B., Petrovits, C. & Radhakrishnan, S. 2010. Is Doing Good Good for You? How Corporate Charitable Contributions Enhance Revenue Growth. Strategic Management Journal 31, 2 (182-200). Levy, S. 2010. The Hospitality of the Host: A Cross-Cultural Examination of Managerially Facilitated Consumer-to-Consumer Interactions. International Journal of Hospitality Management 29, 2 (319-327). Lusardi, A., Mitchell, O. & Curto, V. 2010. Financial Literacy Among the Young. Journal of Consumer Affairs 44, 2 (358-380). Motley, C & Perry, V. 2010. Dreams and Taboos: A Comparison of Home Loan Advertising in Saudi Arabia and the U.S. Journal of International Consumer Marketing 22, 2 (199-212). Rehman, S. & Askari, H. 2010. How Islamic are Islamic Countries? Global Economy Journal 10, 2 (1-30). Rehman, S. 2010. Obama Administration and the U.S. Financial Crisis. Global Economy Journal 10, 1 (1-22). Riddle, L., Hrivnak, G. & Nielsen, T. 2010. Transnational Diaspora Entrepreneurship in Emerging Markets: Bridging institutional divides. Journal of International Management 16 (398-411). Starik, M., Rands, G., Marcus, A. & Clark, T. 2010. In Search of Sustainability in Management Education. Academy of Management Learning & Education 9, 3 (377-383). Tashman, P. & Rivera, J. 2010. Are Members of Business for Social Responsibility More Responsible? Policy Studies Journal 38, 3 (487-514). Yamazaki, Y. & Kayes, D. 2010. Learning and Work Satisfaction in Asia: A Comparative Study of Japanese, Chinese and Malaysian Managers. International Journal of Human Resource Management 21, 12 (2271-2289).

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2009

Altınkılıç, O. & Hansen, R. 2009. On the Information Role of Analyst Recommendations. Journal of Accounting & Economics 48, 1 (17-36). Evans, A., Petrovits, C. & Walberg, G. 2009. L3C: Will New Business Entity Attract Foundation Investment? Exempt Organization Tax Review 63. Forrer, J. 2009. Locating Peace Through Commerce in Good Global Governance. Journal of Business Ethics 89, 4 (449-460). Fort, T. 2009. Peace Through Commerce: A Multisectoral Approach. Journal of Business Ethics 89, 4 (347-350). Griffin, J. 2009. Corporate Restructurings: Impacts on Corporate Philanthropy. FSRForum 12, 1 (Rotterdam, NL: Erasmus University). Guo, H., Savickas, R., Wang, Z. & Yang, J. 2009. Is Value Premium a Proxy for Time-Varying Investment Opportunities? Some Time Series Evidence. Journal of Financial and Quantitative Analysis 44, 1 (133-154). Koerber, C. 2009. Corporate Responsibility Standards: Current Implications and Future Possibilities for Peace Through Commerce. Journal of Business Ethics 89, 4 (461-480). Kulp, S., Dikolli, S. and Sedatole, S. 2009. Transient Institutional Ownership and CEO Contracting. Accounting Review 84, 3. Levy, S. & Hawkins, D. 2009. Peace Through Tourism: Commerce Based Principles and Practices. Journal of Business Ethics 89, 4 (569-585). Lindahl, F. & Fredriksson, A. 2009. Did Auditors Need Reforming? The Need for SOX. Finnish Journal of Business Economics (37-53). Lusardi, A. & Tufano, P. 2009. Teach Workers about the Perils of Debt. Harvard Business Review 87, 11 (22-24). Nielsen, T., Hrivnak, G. & Shaw, M. 2009. Organizational Citizenship Behavior and Performance: A Meta-Analysis of Group-Level Research. Small Group Research 40, 5 (555-577). Nielsen, T. & Riddle, L. 2009. Investing in peace: The Motivational Dynamics of Diaspora Investment in Post-Conflict Economies. Journal of Business Ethics 89, 4 (435-448) Oetzel, J., Westermann-Behaylo, M., Koerber, C., Fort, T. & Rivera, J. 2009. Business and Peace: Sketching the Terrain. Journal of Business Ethics 89, 4 (351-373). Perry, V. & Motley, C. 2009. Reading the Fine Print: Advertising and the Subprime Mortgage Crisis. California Management Review 51, 1 (29-44). Shamma, H. & Hassan, S. 2009. Customer and Non-Customer Perspectives for Examining Corporate Reputation. Journal of Product & Brand Management 18, 5 (326-337). Rivera, J., Oetzel, J., de Leon, P. & Starik, M. 2009. Business Responses to Environmental and Social Protection Policies: Towards a Framework for Analysis. Policy Sciences 42 (3-32). Tashman, P. & Fort, T. 2009. Business Ethics: A Manual for Managing a Responsible Business Enterprise in Emerging Market Economies (review). Business Ethics Quarterly 19, 2 (307-318).

Westermann-Behaylo, M. 2009. Institutionalizing Peace through Commerce: Engagement or Divestment in South African and Sudan. Journal of Business Ethics 89, 4 (417-434).

2008

Yang, J., Askari, H., Forrer, J. & Zhu, L. 2009. How Do U.S. Economic Sanctions Affect EU’s Trade with Target Countries? World Economy 32, 8 (1223-1244).

Beales, J. & Muris, T. 2008. Choice or Consequences: Protecting Privacy in Commercial Information. University of Chicago Law Review. Beales, J. 2008. Consumer Protection and Behavioral Economics: To BE or Not to BE. Global Competition Policy. Griffin, J. & Vivari, B. 2008. CSR in America in Global Practices of Corporate Social Responsibility, Idowu, S.O. & Filho, W. L. (eds) Springer Verlag, Berlin. Griffin, J. 2008. Re-Examining Corporate Community Investment: Allen’s Australian Centre for Corporate Public Affairs (ACCPA) Corporate Community Involvement Report. Journal of Public Affairs 8, 3 (219-227). Kee, J. & Forrer, J. 2008. Private Finance Initiative - The Theory Behind Practice. International Journal of Public Administration 31, 2 (151-167). Perry, V. 2008 Do Acculturation and Microculture Explain the Use of Banks: An Examination of Banking among Hispanic Consumers in the United States. Journal of Services Marketing 22, 6 (423-433). Perry, V. 2008. Is Ignorance Bliss? Consumer Accuracy in Judgments About Credit Ratings. Journal of Consumer Affairs 42, 2 (189-205). Perry, V. 2008. Where Credit is Due: The Psychology of Credit Ratings. Journal of Behavioral Finance 9, 1 (8-17). Riddle, L. 2008. Diasporas: Exploring Their Developmental Potential. ESR Review 10, 2 (28-35). Riddle, L., Brinkerhoff, J. & Nielsen, T. 2008. Partnering to Beckon them Home: Public-Sector Innovation for Diaspora Foreign Investment Promotion. Public Administration & Development 28, 1 (54-66). Rivera, J. and deLeon, P. 2008. Voluntary Environmental Programs: Are carrots without sticks enough? Policy Studies Journal 36, 1 (61-63). Walter, J., Lechner, C. & Kellermanns, F. 2008. Disentangling Alliance Management Processes: Decision Making, Politicality and Alliance Performance. Journal of Management Studies 45, 3 (530-560).

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2012 2011 2010 2009 2008

SAMPLE GWSB RESEARCH BOOKS

Elsbach, K., Kayes, C. & Kayes, A. (Eds.). 2012. Contemporary Organizational Behavior in Action. Pearson Education.

Kayes, D. & Kayes, A. 2011. The Learning Advantage: The Six Practices of Learning Directed Leaders. Palgrave-Macmillan.

Rivera, J. 2010. Business and Public Policy: Responses to Environmental & Social Protection Processes. Cambridge University Press.

deLeon, P., & Rivera, J. (eds.). 2009. Voluntary Environmental Programs: A Policy Perspective. Lexington Books for the Policy Studies Organization. Kayes, D. 2009. Leadership, Loyalty and Deception: Lessons learned from the race to find Weapons of Mass Destruction. Palgrave-Macmillan.

Fort, T. 2008. Prophets, Profits, and Peace: How Corporations Can Be Instruments of Peace. Yale University Press.

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Main Campus: 2201 G Street, NW Duques Hall, Suite 660 Washington, DC 20052 phone: 202.994.6380 email: gwsbdean@gwu.edu web: business.gwu.edu


GWSB 2013 Progress Report