Ignite 2013-14

Introduction to WINTER 2013-2014 • Vol. 4, Issue 2

I recently presented a lecture to the University community on Jesuit higher education in the 21st century. See scranton.edu/125thanniversarylecture. In that presentation, I attempted to identify the “Jesuit difference,” or what is the “value-added” of Jesuit higher education. For me, what universities claim to be teaching their students — specifically, to think critically, reason analytically, solve problems, and communicate clearly — is necessary, but not sufficient, for Jesuit universities. A Jesuit university should ask more of its students by educating and forming them to become men and women of adult faith, of competence, for and with others. As a university community, we gather to create new knowledge, to expand understanding by engaging in teaching and learning, and to promote the Kevin P. Quinn, S.J.

public good. But our living tradition at The University of Scranton calls us deeper, to do more. And so who our students become rather than just what they know will be the real measure of our success.

This issue of Ignite celebrates how the Kania School of Management contributes to our University’s Catholic and Jesuit mission. Make no mistake: its academic programs in accounting, finance, operations, marketing, business administration, economics, electronic commerce and management are first-rate. But seeking excellence in highly innovative business programs is paired with educating men and women for others, as the Kania School highlights as the core of its mission as a Jesuit business school. It further names the Jesuit principle of cura personalis, care of the whole person in his or her own uniqueness, as informing and directing its student-centered educational way of proceeding. Allow me to paraphrase Peter F. Drucker, quoted elsewhere in this magazine: Go to the Kania School of Management because that’s where they are changing student lives!

The articles herein written by and about Kania professors and students focus on how our faculty and students engage the world by identifying big problems, often in marginalized communities, and offering solutions grounded in cutting-edge academic research and professional experience. And their titles speak for themselves: “Responsible & Profitable,” “Building ‘Hopeful Futures for Humankind’” and “When Success is not Just Profit.” The Jesuit difference is unmistakable.

Kevin P. Quinn, S.J. President

Colleagues and Friends, This issue of Ignite focuses on the Kania School of Management at The University of Scranton. Jesuit schools have always been characterized by a curriculum of liberal arts coupled with service. Business schools were recent additions to Jesuit institutions, and they continue to struggle with a sense that they are in some way illiberal and not a proper addition to the traditional model. As the pages that follow indicate, that criticism does not apply to the activities of the faculty and alumni of the Kania School. Undergraduate students of course have a variety of general Harold W. Baillie, Ph.D.

education requirements that introduce them to the wealth of disciplines and methodologies characteristic of the life of the mind. Our graduate MBA includes pervasive themes regarding social justice and sustainability that make

the program an identifiable Jesuit program. In the development of the curriculum and in their coursework, our faculty understands that Smith’s invisible hand is not so invisible and certainly not neutral to those marginalized by history, circumstance, disability, or prejudice. They will tell you that while profit matters, the real opportunity in business is to make the world better. Students should be transformed by engaging the lived experience of others; theory needs to be made real by internships and global experience; and self-interest informed by the needs of the poor and marginalized, and modeled after the generosity and commitment of our alumni. The graduates of our business programs, from accounting to supply chain management, must be men and women for others as well as intelligent and shrewd members of the business community. Our alumni are the proof of this concept, and their continued loyalty to the University itself and the Kania School in particular ensures that the vision will prosper.

Harold W. Baillie, Ph.D. Provost & Senior Vice President for Academic Affairs

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EDITOR Paula Baillie

DESIGNER Jason Thorne

Valarie Clark Lori Nidoh

CONTRIBUTING AUTHORS

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collaboration cooperation community

CONTRIBUTING EDITORS

Douglas M. Boyle, DBA, MBA, CPA, CMA, Irene Goll, Ph.D. Jay Nathan Abhijit Roy, D.B.A. Donna Simpson Nabil A. Tamimi, Ph.D. Xuewu Wang, Ph.D.

PHOTOGRAPHY Terry Connors Gabriel Dusabe Carol McDonald

PRESIDENT Kevin P. Quinn, S.J.

SENIOR VICE PRESIDENT FOR ACADEMIC AFFAIRS & PROVOST Harold W. Baillie, Ph.D. Ignite is published by The University of Scranton for its faculty, staff, students, alumni and friends.

Office of Academic Affairs The University of Scranton, Scranton, PA 18510 (570) 941-7520 Website: scranton.edu/academics/ provost/index.shtml Marketing Communications Office The University of Scranton, Scranton, PA 18510-4615 (570) 941-7005 Website: scranton.edu/marketingcommunications Cover photo: Gabriel Dusabe

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Modernizing Dharavi: If you build, will they come?

Choosing a New Path “that has made all the difference” Responsible & Profitable: Teaching to Create a More Ethical Corporate World The Evolution (& Constancy) of Quality One Entrepreneurship at a Time Investing in the Future The World as Campus

The Fulbright Program: Building “Hopeful Futures for Humankind”

When Success is Not Just Profit

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Who’s New in the Business School

table of contents

Rose Sebastianelli, Ph.D.

Modernizing Dharavi {an urban slum in India}

I F YO U B U I L D, W I L L T H E Y C O M E ?

E

ven among the countless high-rise developments that have sprung up in Mumbai over the last decade, it is impossible to miss the vast rows of corrugated tin roofs covering the squalor of Dharavi. The slum, which was featured in the widely acclaimed movie Slumdog Millionaire, spans a total of 535 acres (about the area of Disney World’s Magic Kingdom and Epcot Center combined or about two-thirds the size of Central Park in New York) and accommodates about 600,000 residents (approximately as many as a city the size of Boston, Seattle or Baltimore). Mumbai’s quest to be a world-class city with a globally comparable quality of life has prompted the local, state and national governments to dramatically reengineer the area with a $2.3 billion ten-year program.

This provides the backdrop for our case study (co-authored with Mousumi Roy, Ph.D., Independent Scholar): “Modernizing Dharavi: if you build, will they come?” which recently won a runner up award in the 2013 Oikos Global Case Writing Competition, St. Gallen, Switzerland, in the Corporate Sustainability track.

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The case is viewed from the perspective of the protagonist, Mr. Mukesh Mehta, a celebrated realtor who has made a name for himself by building expensive custom homes for the rich in Long Island, N.Y., and now longs to build homes for the poor in the slums of Dharavi. He shares this dream with his family.

While his son, Shyam, is very enthusiastic and regards him as a “versatile” person capable of serving both the rich and the poor, his wife considers him “confused,” with incompatible priorities. He is, however, dedicated to pursuing his dream of seeing these impoverished individuals live a far better life in a revamped Dharavi, free of slums.

One of the largest slums in Asia, Dharavi has a set of unique characteristics: a great location of high real estate value and a population of hard-working artisans, factory workers, and small business owners whose annual income contributes significantly to Mumbai’s economy. Katherine Boo’s 2012 National Award-winning Book Behind the Beautiful Forevers: Life, Death and Hope in a Mumbai Undercity, vividly describes life in Annawadi, a similar Mumbai slum. However, Dharavi is considered the city’s major eyesore because of its central location and size.

Real estate prices in Mumbai are among the highest in the world – the city is home to the sixth most number of billionaires, more than Shanghai, Paris or Los Angeles. Furthermore, it is also the home of the largest film and television industry in the world, popularly known as “Bollywood.” In 2004, the Chief Minister of Maharashtra, the state in which Mumbai is located, declared his mission to transform Mumbai into a world class city with a vibrant economy and globally comparable quality of life by 2015. To achieve these goals, the Indian government initiated the Dharavi Redevelopment Project (DRP) with assistance from Bombay First, a local organization, and McKinsey & Company.

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Ignite Faculty work in the Ignatian tradition

This case presents the uncertainty of the future of the DRP. Mr. Mehta, the architect and consultant hired to radically redesign Dharavi, empathizes with the hard working and honest people of the locality, who sometimes work up to 15 hours a day in order to make a living. He wants to grant them the better lives they deserve. His proposal has three main objectives: • Improve the living conditions of the slum dwellers and

maintain their occupations, unless they are hazardous to

the environment; • Create a radical plan in which Dharavi will be rebuilt as a

new urban center - it will provide a better and more sustainable way of life for the citizens of Mumbai, and

serve as an exemplary slum redevelopment project to

the other cities of the world; and • Develop a feasible scheme that will benefit all

stakeholders of Dharavi.

Dharavi’s central location, proximity to the financial district of Mumbai, commuting access to many areas by two main train lines, and closeness to the main airport make it an asset. The master plan for DRP presents an eco-friendly, self-sustainable, and modern course of development, which incorporates the five principles of HIKES: health, income, knowledge, environment and socio-cultural development.

Many of the earlier redevelopment plans were unable to significantly improve the lives of these slum dwellers. Mr. Mehta’s argument against past failures of slum improvements is that this is not only a housing problem – it is also about human resources. Unless development projects are planned with a holistic and sustainable approach as described by HIKES they are likely to fail.

DRP is a very high profile redevelopment project which is being watched at national as well as international levels.

Besides the slum dwellers, many other stakeholders have become involved over the years, including political leaders, government officials, state agencies, civic societies and various NGOs, international donors, builders and developers. Mr. Mehta’s philosophy for creating a successful development project is to meet the interests of all stakeholders and create a win-win situation for everyone involved.

The large budget and radical design of the project have been the source of many questions and much confusion.

Maintaining communications and resolving personal conflicts among stakeholders has turned out to be a major obstacle. Mr. Mehta communicates with fourteen different organizations in the government and distributes information to all related parties.

The slum-dwellers worry that their businesses will be harmed if they have to move to the allocated areas: 225-square-foot spaces in multi-storied buildings. Many already own bigger living spaces and do not see anything to be gained from living in these dwellings, even free of cost. Furthermore, they are not comfortable with the idea of living in multi-storied buildings where they have to ride elevators. The concept of personal toilets is also a strange one, and new regulations for keeping the upgraded Dharavi free of hazardous and toxic materials are a cause of concern for leather tanners, potters and other artisans.

The most outspoken individuals in this debate are the representatives of the National Slum Dwellers Federation (NSDF). In the past, they have helped Dharavi’s residents organize protests against eviction from their settlements by local and state authorities. Their main objection is that the local residents have not been informed about the DRP. The NSDF’s main spokesperson, Jockin Arputham, is concerned about the eligibility issue; according to his estimate, only 35 percent of Dharavi’s current residents are eligible for free housing under the government’s plan. His other complaint is that Mehta’s plan

neglects the futures of such residents as rag pickers, who help recycle the city’s garbage and keep it clean, and food vendors.

Can builders be trusted to provide what is promised?

Arputham reflects the concerns of Dharavi’s residents to the rich and powerful builders and developers, who have not gained any favor from their earlier housing projects for the poor. He also believes that slum dwellers should receive a fair share of developers’ profits, considering the current estimate of Dharavi’s real estate value is $10 billion. Even the Dharavi Development Authority is apprehensive about the future of slum dwellers in new developments. They fear that they will lose their status as entrepreneurs and end up as servants for the rich, who will pay premium prices for rest of the development. The slum dwellers demand complete social justice and will not settle for anything less.

Gazing out of his office, which overlooks the Arabian Sea, Mr. Mukesh Mehta sighs. He recalls when he first dreamt of creating a modern Dharavi – free of slums, where the hardworking poor could finally enjoy a better quality of life and be integrated with mainstream citizens. He compares how immigrants in the United States often begin as financially poor and persevere with the belief that one day they’ll achieve some version of the “American Dream.” He wants to provide the same opportunity to slum dwellers: the chance not to be looked down upon, but to gradually become a part of Mumbai’s middle class. However, he knows in his heart that the slum dwellers and Arputham need to be convinced that he shares their dream of not only a better life, but also a unique role in society.

Is he the “versatile” individual that his son, Shyam, thinks he is, capable of serving both the rich and the poor, or is his wife’s characterization of him as a “confused” person a more appropriate one? Can he convince the residents of his good intentions? If he rebuilds Dharavi, will they come?

Abhijit Roy, D.B.A., is an associate professor in the management and marketing department. He received his doctorate from Boston University.

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The career path of most academics is one of study and

fondest memories of attending and graduating from

research while obtaining a bachelor’s, a master’s and a

The University of Scranton, it became crystal clear what

doctorate degree. Douglas M. Boyle, DBA, CPA, CMA,

he wanted to do with the rest of his career. He decided

did not follow the path most taken. His education led

to begin the path of migrating back to his roots and the

him to more than 25 years of professional experience in

university that played such a major role in molding him as

the areas of leadership, finance, operations, corporate

a person.

governance, and business turnarounds. He has served in

This transition was most challenging given that the

executive roles in start-up, middle market, and Fortune 500

life of an executive is very different from that of one just

companies where he has held the titles of Chief Executive

beginning to work on completing a doctorate degree.

Officer, President, Chief Operations Officer, and Chief

He was accustomed to leading large organizations with

Financial Officer. Dr. Boyle has served on the board of

significant resources. The path he was about to take did

directors of both public and private companies in the roles

not afford him with many of those same advantages. In

of chairman of the audit committee and member of the

many ways it was like starting over, however, the skills

nominating, governance and compensation committees.

and traits that he developed as an executive proved

Just what drives a former CEO to give up his highly

to be invaluable. The approach he took was to be fully

successful business career and start anew in the

engaged in learning and to be humble. This approach

classroom? After spending more than 25 years in a

was modeled after the concept of magis described in the

rewarding professional career, Dr. Boyle says he, “felt

University’s mission as “a restless pursuit of excellence

that I wanted to give back and make a difference. I found

grounded in gratitude.” He was most fortunate to have

myself drawn to teaching and began serving as an adjunct

several outstanding mentors at the University to guide

at several institutions at night while still working as an

him on this journey including: Dean Michael Mensah,

executive. I was immediately hooked by the sense of

Ph.D., Brian Carpenter, Ph.D., and Daniel Mahoney,

satisfaction that I received when working with students

Ph.D. Their mentoring and willingness to help confirmed

and sharing what I had learned. I was ready to make a huge

to him that he had made the right choice. In addition,

career change.”

the University was most supportive of him during this

Dr. Boyle’s career had taken him all over the country

transition in many ways. He completed his doctorate in

requiring him to move more than 10 times. After reflecting

business administration in May 2012 from Kennesaw

upon his life growing up in Scranton where he had the

State University.

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Research

An Ignatian Vision

While Dr. Boyle first pursued a career in academia

The approach he takes to research may be somewhat

“based on a love for teaching,” he quickly found that

different from the pure traditional method of business

he had an equal passion for performing and publishing

research whereby the researcher finds a gap (sometimes

research, particularly research that questioned the

very narrow) in the existing literature, creates constructs

current way of thinking aimed at making a difference in

and hypotheses based on theory, performs complex

the business world and the classroom. In addition, topics

statistical analysis, and reports results. His research

involving ethics, governance and servant leadership

philosophy is grounded in the University’s vision of

became of particular interest to him “given the carnage

“transformational learning.” In order to achieve that type

I directly witnessed during my career inflicted by certain

of learning it is often best not to be initially wedded and

leaders lacking a grounded moral compass,” behavior

confined by current thought. Striving to implement this

motivated by power and greed. Based on these research

transformational philosophy, he first identifies a current,

interests, he has 17 journal publications over the past

interesting, and important real problem in the business

few years.

world that requires new thinking, insights and solutions.

He follows the rigor and uses the tools found in the pure traditional method; however, his initial focus is different.

Dr. Boyle says he is “not trying to extend a mere gap in the current way of thinking; I am attempting to create new ways of thinking.”

During

this

problem

identification

stage,

he

collaborates extensively with others both in academia and practice to refine the research question and build a research team. He fully believes that “research is a team sport and without a strong team pushing and challenging each other every step of the way, the ultimate outcome will not be transformational.” He has also found that an effective research team maximizes the complementary skills of each member which makes the process much more enjoyable. Each member of the team grows as an individual while the collaborative energy generates an ongoing stream of research projects.

Recent projects on which he has worked include: challenging several aspects of the current traditional model of doctoral accounting education; questioning and refining the predominate fraud model in business to shift toward a greater focus on individual rationalization and ethics; calling for the most powerful executives in a company, CEOs and CFOs, to be more accountable to a wide range of stakeholders and subject to ethics ABOVE & OPPOSITE TOP: Dr. Boyle teaching his

undergraduate class, Financial Accounting.

audits as a means to mitigate poor behaviors; and identifying how current goodwill impairment rules may not effectively reflect the reality of acquisition failures. His goal is to have his research widely read and ultimately to have a meaningful impact on the business world.

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Collaboration

Service

Most recently, Dr. Boyle has begun working on a

Dr. Boyle is committed to his greater community. He

research project aimed at utilizing theological and Jesuit

currently serves on the Board of Directors for Allied

ideology to help mitigate the rationalization of fraudulent

Services Health System. In addition to his role as Director,

behavior of CEOs. This project is being worked on by a

he serves on the Finance Committee and as Chairman of

team from the accounting department, Dr. Dan Mahoney

the Board for the Allied Services Skilled Nursing Division.

and James Boyle, and Rev. Richard Malloy, S.J. vice

He also consults as an executive coach and business

president for University Mission and Ministry. This cross-

turnaround expert.

campus collaborative approach should yield outstanding results and strengthen the University’s business program.

Commitment

He is also working on a project with Dr. Carpenter and

In order to fulfill the call made by St. Ignatius Loyola

James Boyle that investigates business student academic

to “set the world on fire,” Dr. Boyle says he “believes

dishonesty from the perceptions of faculty based on

that engaging our faculty and students by bringing in

elements of the fraud triangle. His hope is that both of

current issues from the business world through research

these manuscripts will provide new ways for business

that challenges current paradigms is critical. Focusing

leaders, faculty and students to think about and deal with

on our mission and vision provides a robust framework

fraud, moral development, and ethical issues.

for discussion and ultimately results in the creation of a competitive advantage for our business students.”

Integrating his research in the classroom In addition to making a difference in the business world, Dr. Boyle also attempts to bring his research into the master’s level courses that he teaches. He just finished a summer special topics course in current accounting research, whereby the research process is reviewed and the work of faculty and others is discussed. He has found that his students are more engaged when they discuss current research produced by their own faculty.

Dr. Boyle has been honored for his teaching and was

Dr. Boyle is widely published in the foremost journals in his field. He received The University of Scranton Provost Award for research in 2012.

awarded the Kania School of Management Teacher of The Year at the University of Scranton for 2009 – 2010 and 2011– 2012. He also received the University of Scranton’s Provost Excellence in Research Award for 2012. He has received nationally recognized awards and grants for his research and publications.

Dr. Douglas M. Boyle, DBA, MBA, CPA, CMA, assistant professor, is the chair of The University of Scranton’s department of accounting. He received his doctorate from Kennesaw State University.

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These questions have received a great deal of attention in the academic and popular press. Irene Goll, Ph.D., associate professor in the Kania School of Management and current William and Elizabeth Burkavage Fellow in Business Ethics and Social Responsibility, has had a long-term interest in studying corporate social responsibility and in examining this issue in the courses she teaches.

Increasingly, companies are being held accountable by their stakeholders to behave in a way that benefits society. Stakeholders include employees, customers, suppliers, shareholders, and others. Social responsibility refers to “the adoption by a business of a strategic focus for fulfilling the economic, legal, ethical, and philanthropic responsibilities expected of it by its stakeholders.”1 It is widely acknowledged that businesses have economic responsibilities in which they provide a return on investment, create jobs, and sell goods and services. Corporations must abide by laws and regulations when conducting business. They also have ethical responsibilities; “companies must decide what they consider to be just, fair, and right.”2 Finally, businesses have philanthropic responsibilities by which they contribute to improve community and society.

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Examining the Issues

Dr. Goll teaches Management 473: Organizational Social Responsibility, which focuses on the

dynamic relationship between business and society. This course adopts the Stakeholder Approach and examines the many dimensions of the interactions between business and society. Some of the issues the course emphasizes include: corporate governance; the legal environment of business; ethics; relations with employees, consumers, and community; technology; sustainability; and social responsibility in the international environment. There are many exciting cases in the news, and students are encouraged to be informed of current business practices and cases. Some corporations, such as Starbucks, have a positive reputation for their sense of responsibility to society. The class also examines business cases such as Enron, the BP oil spill, and prominent examples of financial fraud and the recent economic meltdown. They are also interested in the debate on hydraulic fracking, which is currently receiving attention in the press in our home state.

Applying Practice to Performance

The question of how corporate social responsibility affects a company’s performance is the subject

of considerable debate. Generally, studies have shown that it contributes to a firm’s reputation as well as its financial performance. A study by Dr. Goll and Dr. Abdul Rasheed (University of Texas – Arlington) examined the relationship between discretionary social responsibility and firm performance in a sample of large U.S. companies.3 This study found that the effects of discretionary social responsibility on firm performance depend on the industry’s environment. This study lends support to Stakeholder Theory in which firms that respond to their stakeholders have better financial performance.

Dr. Goll teaches two other courses emphasizing corporate social responsibility: Management 460: Organizational Theory and Management and 455: Business Policy and Strategy. Organizational Theory helps students understand some of the challenges that firms face such as growing competition, globalization, technology, and a changing environment. There is growing pressure on companies in the U.S. and in the international environment to respond to the ethical and social responsibility concerns of today’s stakeholders. The class also discusses the importance of leadership and corporate culture when examining some of the business practices in contemporary society. Ethics and social responsibility are also emphasized in Business Policy and Strategy. This course adopts the Upper Echelon Perspective which emphasizes the important role of the Chief Executive Officer and top executives in making key strategic decisions for the company. When formulating strategy, leaders who believe in and have a sense of responsibility to society and ethics can guide their companies to behave in a more socially responsible manner.

Toward a Corporate Responsible Future

Dr. Goll’s most current research focuses on sustainability and social entrepreneurship. Dr. Goll and

Abhijit Roy, Ph.D., are working on a study that examines the role of cultural and economic factors that affect sustainability. The United Nations defines sustainable development as “development that meets the needs of the present without compromising the ability of future generations to meet their own needs.”4 The underlying premise is that countries can further their economic development while still protecting the natural environment and contributing to social development. This is referred to as the triple bottom line. Corporate sustainability also has three dimensions, economic, environment and social and refers to meeting the needs of today’s stakeholders while considering the needs of

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future stakeholders. Corporations can clearly contribute to a more sustainable future. Many large corporations operate across the world and may have the resources and motivation to contribute to sustainable environmental practices. The study by Dr. Roy and Dr. Goll examines the influence of a nation’s culture and economic factors on a country’s level of sustainability. The study includes 57 countries. The results show that culture influences sustainability at the country level. The study also examines the relationships between economic factors, human development, corruption, and sustainability. Culture influences human development and the level of corruption in a country. The results of this study support the contention that culture influences the behaviors of nations. The greater the performance based culture and the more a culture emphasizes gender equality, the greater the country’s sustainability index.

Social Entrepreneurship

Another area of research interest is social entrepreneurship. Dr. Roy, Alan Brumagim, Ph.D., and

Dr. Goll examined the factors that contribute to the success of social entrepreneurship in a crossnational study.5 While social entrepreneurship has existed for a very long time, more recently it has attracted the interest of scholars in the field of business. What is social entrepreneurship? It refers to social ventures whose major purpose is a social mission. While social ventures can also pursue economic interests, social entrepreneurs emphasize social values over economic values.

One of the more prominent examples of social entrepreneurship in action is Grameen Bank which extends microloans to the very poor. The study by Drs. Roy, Brumagim, and Goll included 65 countries and found that the more a country emphasizes entrepreneurship, the greater the social entrepreneurship.

Corporate social responsibility is a dynamic concept with the potential to make a major impact on society. It is a very interesting and exciting area for students and faculty to explore in the U.S. as well as globally. Corporate social responsibility has many positive effects on the company, such as contributing to a better reputation and to greater financial performance and has benefits to the external community. Yes – companies can be socially responsible and be profitable!

Irene Goll, Ph.D., is an associate professor in the management and marketing department. She received her doctorate from Temple University. Dr. Goll is the recipient of the first William and Elizabeth Burkavage Fellowship in Business Ethics and Social Responsibility.

REFERENCES

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1 Thorne, Ferrell, and Ferrell. 2011. Business & Society. U.S.: South-Western Cengage Learning.

2 Thorne, Ferrell, and Ferrell. 2011. Business & Society. U.S.: South-Western Cengage Learning.

3 Goll and Rasheed. 2004. The moderating effect of environmental munificence and dynamism on the relationship between discretionary social responsibility and firm performance. Journal of Business Ethics, 49, pp. 41-54.

4 United Nations. 1987. Brundtland Report.

5 Roy, Brumagim, and Goll. Forthcoming. Predictors of social entrepreneurship success: A cross-national analysis of antecedent factors. Journal of Social Entrepreneurship.

A GOOD PHILOSOPHY STANDS THE TEST OF TIME.

Twenty five years ago two professors influenced by W. Edwards Deming’s philosophy of “total quality management” joined The University of Scranton. Dr. Rose Sebastianelli and Dr. Nabil Tamimi, professors in the department of operations & information management, had each studied Deming’s principles independently prior to arriving at Scranton, but jointly came to realize the importance of Deming’s fundamental message of continuous improvement. Deming’s philosophy has had a significant impact on their professional lives.

W. Edwards Deming is recognized as one of the main gurus of TQM (total quality management). His now famous book, Out of the Crisis, argues convincingly that the long run success of the firm can only be achieved through the

and vital for businesses today as they were back then, and that his 14 Points are more than just a prescription for good business practice.

As might be expected, Sebastianelli and Tamimi have collaborated on a number of research projects in the field of quality over the years. Their early work focused on identifying the organizational barriers that prevent the successful implementation of TQM. With the advent of e-commerce the focus of their research shifted toward understanding the factors that impact e-quality, including e-tailing and e-learning. While their research agenda has evolved to address changing priorities in the field, what has remained constant is their commitment to Deming’s philosophy and his 14 Points.

POINT 1: Create constancy of purpose.

never-ending pursuit of continuous quality improvement.

Throughout their careers, Sebastianelli and Tamimi have

And he delivers his message in a deceptively simple list

been guided by the desire to make an impact, not only

of 14 Points. While he was mostly ignored by American

on their discipline through research and peer-reviewed

managers after World War II, Deming took his message

publication, but also on their students by fostering an

to Japan. His philosophy and statistical methods were

appreciation for the empirical approach to inquiry. From

embraced by Japanese companies, and helped transform

the beginning, they recognized the need for students to

the country from post war devastation into a global

be engaged both in and out of the classroom. Theory and

economic power. When TQM gained widespread

ideas need to be tested, and as Dr. Tamimi notes “students

acceptance in the early 1990s, Deming was called upon to

see little value in abstract theory.” So early on when both

serve as mentor, consultant and teacher to many influential

professors taught undergraduate sections of a course in

corporate leaders worldwide. Sebastianelli and Tamimi

Quality Management, they required students to get out in

believe that Deming’s ideas are as relevant, transformative

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issues. Students asked managers how they defined quality,

transactions with e-tailers. They purchased products, and

how their companies measured quality and whether or not

then returned them, from a random sample of 55 different

TQM was being implemented in their organizations. The

online retailers, including Amazon.com, Zappos.com, Old

experience was “an eye-opener,” not only for the students

Navy, and Sephora. Their criteria allowed for an objective

but also for the professors. As they aggregated results at

assessment of the online purchasing experience, as most

the class-level over several semesters, they discovered that

involved making a yes/no determination. For instance,

managers had difficulty articulating a universal definition of

determining whether or not contact information was present

quality, and that in most cases these managers did not know

on the homepage, whether or not return policies were

“how” quality was being measured in their companies or if

explicit, and whether or not a restocking fee was charged for

the principles of TQM were being followed.

returns. This benchmarking study was published in Internet

This led Sebastianelli and Tamimi to take a more

Research, a journal used by academics and practitioners

“scientific” approach to study how quality is actually defined

alike, and was described by the editor as having “clear

and measured in the workplace. Using a mailing list obtained

practical implications for improving website design and

from the American Society for Quality, they surveyed a

functionality.”

national sample of quality managers on this issue as well

Sebastianelli and Tamimi have continued to investigate

as on the organizational barriers preventing successful

the factors affecting consumers’ perceptions of e-tailer

implementation of TQM. These data served as the basis for

quality as well as how specific website attributes impact the

several published journal articles, one of which appeared in

likelihood of online purchase. In one study, they surveyed

the top rated Quality Management Journal, and the findings

a national sample of online consumers to get their opinions

have been subsequently cited in several popular textbooks

about the various criteria they had used to benchmark online

on the topic. Dr. Sebastianelli recalls vividly the first time

retailers. This not only allowed the professors to extract a set

one of her students came to class excited to have discovered

of underlying “e-quality dimensions” that were validated

her professors’ research findings in her textbook. It was

empirically, but also to examine how demographic variables

rewarding for both professors to know that their work had

such as gender and income affect online consumers’

made on impact on the field.

perceptions of these e-quality dimensions. An article that reports the findings of this study appeared in the Journal of

Adopt a new philosophy.

We are in a new economic age.

POINT 2:

16

Internet Commerce.

Most recently, Sebastianelli and Tamimi have begun

“E-commerce and the internet have revolutionized how

conducting “experiments” to address their research

business is done,” Dr. Tamimi explained. The previously

questions. In one of their latest studies, Dr. Tamimi designed

defined frameworks for defining product and service

16 fictitious websites by manipulating four website attributes

quality no longer captured all of the dimensions relevant to

related to trustworthiness and perceived risk: e-tailer

defining e-quality. This led Sebastianelli and Tamimi to begin

reputation (Amazon vs. Nile), product displayed (Apple

researching quality in the e-commerce arena.

iPod vs. Technocrat Swiss watch), summary review of the

Much of their research in this line of inquiry has focused

product (4 ½ stars versus 1 ½ stars) and number of customers

on e-tailing. Organized along the four phases typically

providing reviews (5 versus 307). Research subjects viewed

encountered by an online shopper (homepage, product

the web pages and were asked to indicate the likelihood of

catalog, shopping cart, and post-purchase customer

purchasing the item displayed. Using conjoint analysis, the

support), the professors first developed a framework of

professors were able to discern that the summary review

criteria that could be used to benchmark online retailers.

rating and e-tailer reputation had the greatest impact on

Funded by an internal research grant, and assisted by GAs,

a consumer’s likelihood of online purchase. A manuscript

one of their earlier studies involved benchmarking real online

based on this work is currently under review.

Ignite Faculty work in the Ignatian tradition

recently accepted for publication in the International Journal of Quality & Reliability Management. As Sebastianelli notes “the longitudinal nature of this study is consistent with Deming’s view that a long term perspective is needed when evaluating the benefits of improved quality.”

Currently, Caroline Swift, a student in the MBA program and GA to both Sebastianelli and Tamimi, has been working closely with the two professors to refine their scale, WebEdQual, which measures the quality of online education. Sebastianelli and Tamimi became interested in assessing the quality of e-learning as a result of their experiences teaching in the online MBA program. With assistance from Dr. Gnanendran, Director of the Online MBA Program, the professors have developed and empirically tested WebEdQual, but the scale needs some improvement in order to adequately capture the e-learning constructs cited in the literature. Swift will be working on this project during Fictitious websites created by Dr. Nabil Tamimi used in a study that analyzed and measured consumer likelihood of making purchases.

the coming year, running focus groups to determine which scale items need to be dropped or revised, and constructing new scale items to add. She will also be applying to several Ph.D. programs in Operations/Supply Chain Management.

POINT 7: Teach & institute leadership.

Sebastianelli and Tamimi are not only committed to

POINT 13: Institute a vigorous program of

education & self-improvement.

educating and preparing future business leaders, but have

An active, sustained and vigorous research agenda has not

made it a priority to mentor students who express an interest

only enabled Sebastianelli and Tamimi to have an impact on

in pursuing a Ph.D. While they have involved a number of

their discipline and students, but it has provided the means

students in their research over the years, a great example is

for them to remain vital and relevant. As Dr. Sebastianelli

that of Dr. Kathleen Iacocca, now an assistant professor in their

notes, “research is key for any academic who aspires to be a

department. Iacocca completed both her undergraduate

true teacher-scholar.” Research has been, and will continue

and MBA at Scranton, and was Dr. Sebastianelli’s GA. During

to be, an integral part of these professors’ academic lives.

that time, Iacocca began working with Sebastianelli and

It has informed their teaching and afforded them the

Tamimi on a study that followed stock prices for a portfolio

opportunity for continued learning. Moreover, it has given

of ISO 14000 certified companies in order to determine the

them the chance to put Deming’s principles into practice. The

“payoff” of improved environmental performance. Stock

professors’ cooperative styles have helped them generate

prices were analyzed over a 15 year period, until April

transformative ideas to “constantly improve the quality and

2011, and the results formed the basis of a manuscript just

productivity” of their work.

Rose Sebastianelli, Ph.D., is a professor in the operations & information management department.

She received her doctorate from The Pennsylvania State University. She is the Alperin Teaching Fellow.

Nabil A. Tamimi, Ph.D., professor, is the chair of operations & information management department.

He received his doctorate from Temple University.

Winter 2013-2014 The University of Scranton

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18

  Ignite Faculty work in the Ignatian tradition

ONE Entrepreneurship at a Time

The lush green foliage covering the endless mountains is the first thing travelers notice as they leave Rwanda’s Kigali airport. By the time visitors notice the stream of humanity walking with its colorful outfits, heads piled high with baskets of fruit, chicken and the occasional mattress, these travelers realize that they are about to learn more than any book could possibly teach. Rwanda, the land of a thousand hills with a history so horrifying it is painful to visit the museums, was the destination of a recent trip sponsored

by The University of Scranton Kania School of Management.

Winter 2013-2014 The University of Scranton

Photographer: Gabriel Dusabe

19

It is gratifying for The University of Scranton to share in the Rwandan future, one entrepreneur at a time.

In 1994 nearly one million people perished in a 100

Institute for Women and set the stage for The University

day genocide which pitted the ethnic Hutu and Tutsi

of Scranton to provide training to Akilah students. Once

against each other. Today, the ethnic labels have been

an agreement was reached with Akilah, plans were

removed, and everyone is known as Rwandan. A short

quickly underway to prepare a top rate entrepreneurship

time ago, Rwanda was the focus of the entire University

and leadership training with a focus on the hospitality

community through a series of lectures, class discussions

industry. Kania School of Management (KSOM) sent the

and events conducted on campus. Several faculty and

Women’s Entrepreneurship Center (WEC) Coordinator,

student groups have since traveled to the country.

two KSOM students, serving as WEC interns, and a KSOM

On a trip to Rwanda, Michael Mensah, Ph.D., dean of the Kania School of Management, met with Akilah

20

  Ignite Faculty work in the Ignatian tradition

professor to Rwanda to provide training to students at the Akilah School for Women.

Photographer: Gabriel Dusabe

A Learning Partnership

Elizabeth Dearborn-Hughes and husband, Dave

leadership

discussions

and

organizing

activities.

Hughes, launched Akilah Institute for Women in 2010

Sessions on what entrepreneurship is and how a

in the capital of Rwanda to meet the needs of both

business operates framed the week’s training program.

marginalized rural women and the booming private

Topics that were presented included budgeting,

sector. Akilah is a college offering Diploma Programs

marketing and customer service skills. Cognetti and

in Entrepreneurship, Hospitality Management, and

Ward led interactive sessions on leadership and

Information Systems. The Akilah Institute is a bridge

communication skills. All sessions included hands-on

connecting young women to the fastest-growing

interaction for the Akilah students. A simulation of an

sectors of the economy, offering an affordable

awards luncheon was used to allow the students to put

higher education that incorporates two crucial

into practice what they learned each day. The activities

elements: market-relevant curricula and professional

proved to be well received by the 60 young women

development programs that connect graduates directly

who showed their enthusiasm and were fully engaged

to the workforce. Akilah is a college that offers a unique

during the training sessions.

model of market-relevant education empowering graduates for success in careers and leadership roles.

By the week’s end students and advisors had formed new friendships and found that they were as inspired

In preparation for the Rwandan experience, Scranton

by the participants as were the participants by them.

students Lindsay Ward ’13 and Alexandra Cognetti ’13

“One of the best parts of our experience at Akilah was

met with Donna Simpson, consultant manager, The

the relations we formed with the students,” said Ward.

University of Scranton Small Business Development

“They have a huge curiosity and thirst for knowledge,

Center, and Alan Brumagim, Ph.D., associate professor

as do I being a student, and it was great to relate to all

of management and marketing, to help develop a

of the girls on that level.” It is important to note that

training strategy for this Women’s Entrepreneurship

the visit was outside of the normal Akilah school year so

Center initiative.

students had to make special arrangements for travel

The agenda for the week at the Institute included presenting a simulated startup business, facilitating

from their villages. Many students walked miles to take part in this training.

LEFT: Dr. Ken Lord with WEC interns: Elizabeth Monachino, Niyati Ahuja-KSOM faculty assigned to WEC, Rebecca Bartley, Julia Kropf. 2nd row, David Campbell, Donna Simpson, Alexis Constantanopoulas. RIGHT: Team building exercise with Akilah students.

Winter 2013-2014 The University of Scranton

21

A Greater University Presence in Rwanda

During their time in Rwanda, the group took

part in a roundtable discussion on opportunities available for Rwandan youth facilitated by The University of Scranton’s Sondra Myers, Senior Fellow for International, Civic and Cultural Projects.

Rwandan

business

and

community

leaders

participated in this session. Starting a business and gaining an education were touted as the way for young Rwandans to prosper.

One such young man, Emmanuel Nkuranga, a painter and member of the artists’ cooperative Ivuka Arts in Kigali, Rwanda, is a good example of an entrepreneurial success story. A survivor of the Rwandan genocide, Nkuranga gives back by providing a place for young artists to grow in their craft. The group made a point to visit him and his community of artists. Recently, he served as an artist in residence at The University of Scranton.

The Women’s Entrepreneurship Center

Seeing Results

well chosen for the task of working with the Akilah

it has inspired Rwandan participants of the program as

students. In accordance with its mandate, the WEC

well. Akilah student Vestine Ukwishaka recently wrote

connects students with the broader community in a

to share her experience as Rwanda’s representative

way that benefits the region economically. The WEC

in the Hansen Summer Institute for Leadership and

mission is to employ University student interns and

International Cooperation held in San Diego, California.

pair them with experienced SBDC consultants, who

She won a competition while she was there, and was

will work together to provide area entrepreneurs

granted $3,000 to get her business idea off the ground

with the knowledge, resources and support needed

in Rwanda. She wrote, “I would like to thank you very

to develop and maintain successful businesses. WEC

much for the entrepreneurship training you gave

interns learn the intricacies of entrepreneurship and

us! It has become the key to success in my life.” She

consulting before working with a client. This training

has continued to use the WEC as a resource with her

and subsequent consulting is practitioner-oriented

business plan as she moves forward.

The Women’s Entrepreneurship students were

rather than solely academic in nature.

The experience not only inspired University students,

This international partnership has been a success and

“Every person we met had their life deeply affected

is only one component of The University engaging in

by the 1994 genocide, but they were still able to

the greater world. The University of Scranton provides

smile and love,” noted Cognetti. “Their strength and

many international opportunities for its students. The

hope for the future is beautiful and inspirational.”

University of Scranton is making a difference in the Rwandan future one entrepreneur at a time.

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Ignite Faculty work in the Ignatian tradition

If you are interested in learning about Rwanda and entrepreneurship, you can consult Donna Simpson’s suggested reading list: • Half the Sky: Turning Oppression into Opportunity for Women

by Nicholas D. Kristof and Sheryl WuDunn • The Blue Sweater by Jacqueline Novogratz

to know more

• Left to Tell: Discovering God Amidst the Rwandan Holocaust

by Immaculee Ilibagiza and Steve Erwin • The New Rwanda: Prosperity and the Public Good

by Sondra Myers

THE HANDBOOK SONDRA MYERS, EDITOR A Publication Of The University Of Scranton

• The Antelope’s Strategy: Living in Rwanda After the Genocide

by Jean Hatzfeld and Linda Coverdale • Social Entrepreneurship: What Everyone Needs to Know

by David Bornstein and Susan Davis • How to Change the World: Social Entrepreneurs and the Power of New Ideas

by David Bornstein • We Wish to Inform You That Tomorrow We Will be Killed

With Our Families: Stories from Rwanda by Philip Gourevitch • A Thousand Hills: Rwanda’s Rebirth and the Man Who Dreamed it

by Stephen Kinze

Donna Simpson is the consultant manager at The University of Scranton’s Small Business Development Center. She received the Woman of Excellence Award at the Greater Scranton Chamber of Commerce’s Scranton Awards for Growth and Excellence.

She received a BSBA from Auburn University and a MBA from Wilkes University.

Effects of a Women’s Entrepreneurship Center Internship: Views of an Alumna

by Scranton Alumna Rebecca Bartley 2011 When I applied to the Fulbright English Teaching Assistant (ETA) Program in Malaysia, I made sure to include in my application all my WEC experience helping Scranton-area entrepreneurs start and build their businesses. Our class of WEC members was the first group and we learned to write business plans, marketing plans, and evaluated over 10 businesses in one summer.

During my in-country orientation program, one of the representatives from the Malaysian school system’s daughter reached out to me to ask for advice on her clothing line which she was launching. She had read my application and was very excited to speak to me about her plan for her new fashion business: Brew&Skittles. Mutiara, Malaysian for “pearl,” had already established relationships with local Batik makers. She planned to use this traditional fabric in her modern collection which featured shapes and silhouettes that were very on-trend. I helped her by laying out a template that she could use to plan her costs for her projects and to help her calculate the price points for her clothes. I also sent her literature on fashion startups.

Mutiara’s line, Brew&Skittles has sold out every season on her online store and has been featured in many local fashion shows. Utilizing the skills I learned in the WEC in Malaysia was very rewarding and I love watching Mutiara’s business grow.

To see more of Mutiara’s work: brewandskittles.com Winter 2013-2014 The University of Scranton

23

The financial service industries have become more and more widespread and virtually reach both ordinary investors and sophisticated financial advisors and professional money managers.

Dr. Xuewu Wang of the economics and finance department has been researching how to add value to the enormous and pervasive money management profession. He has already made a few important moves toward this goal by studying the options market.

24

  I g nit e F a c u l t y w o r k in th e Ign atian tr ad ition

Understanding Options 101 Let’s understand what an option is and what buying options involves in layman’s terms. An option is a contract that gives the buyer the right, but not the obligation, to buy or sell an asset at a specific price on or before a certain date.

Let’s say that Apple stock price is 440. I think the price of Apple is going up. Another person thinks it is going down or staying flat. He sells me a call option that says I can buy the share of Apple for 480; I give him a small amount of money.

If Apple goes above 480, then I exercise the option, buy the stock at 480, and immediately sell the stock at the higher market price for a profit. If it doesn’t, I’m just out of the small amount of money that I gave up front.

Winter 2013-2014 The University of Scranton

25

Xuewu Wang, Ph.D., is an assistant professor in the economics and finance department. He received his doctorate from University of Michigan.

Dr. Wang and the 2013 CFA Research Challenge group.

1 Wang, Xuewu and Lei, Qin. “Time-Varying Liquidity Trading, Private Information and Insider Trading.” European Financial Management forthcoming 2 CFA Insitute.org

26

Ignite Faculty work in the Ignatian tradition

The idea of establishing a scholarship came to him

to those who are financially disadvantaged, Dr. Nathan

as he lectured, researched, and assisted Ph.D. students

provides the recipients with the opportunity to continue

in the Republic of Kazakhstan and Mongolia. These

their studies and culturally and intellectually enhance

poor and developing former Soviet states do not

the academic environment of the campus. These

have four year programs in business education. These

students will return to their native countries and help

countries, because of their geographic locations, are

to transform their business communities as business

regionally and globally disadvantaged to be engaged

leaders. The first recipient of The Professor Dr. Jay

in international business and trade. Therefore, they

Nathan, Ph.D., Scholarship at The University of Scranton

are unable to participate effectively in today’s world of

is Nathawut Suksomanat, a graduate MBA student from

economic globalization. By endowing this scholarship

Chonburi, Thailand who will graduate this spring.

Winter 2013-2014 The University of Scranton

  27 

The first recipient of The Professor Dr. Jay Nathan, Ph.D., Scholarship at The University of Scranton is Nathawut Suksomanat, a graduate student from Chonburi, Thailand.

Pictured from left are, Crystal Ondrick, assistant director of financial aid, Suksomanat, Dr. Jay Nathan and Carol Maculloch, director of leadership gifts.

His passion to participate and encourage international

closer to one another. Yet bringing people together from

development of business education, especially in poor

different traditions and practices opens institutions and

and developing countries, has lead Dr. Nathan to be an

individuals to greater appreciation for cultural similarities

advocate for international business education. He is

and differences.

currently serving in his second year as the president of

This former Kania School of Management professor

Global Awareness Society International. Global business

is well aware of his good fortune and recognizes

engagement requires global awareness. Bringing

the responsibility that comes as an extension of his

students to The University of Scranton serves two

opportunities. “It is time for me to give back, and provide

purposes: it brings the international world to Scranton

opportunities of learning and understanding between

and it allows for international students to learn from

peoples and cultures to American and foreign students

University students and faculty. The internet and

by establishing this scholarship to encourage mutual

technological devices enable new evolving platforms

respect and interaction through learning in an academic

and media to accelerate the process of mass social

setting.” As Fulbright grants, scholarships and exchanges

and professional interactions, a development that was

opened Dr. Jay Nathan to the global academic and

unthinkable just a few decades ago. Technology brings us

business world, he is opening this opportunity to others.

Dr. Jay Nathan, Ph.D., CFPIM sees “the world as one huge campus, where countries, cultures, societies, and people interact constantly, and learn and relearn from each other.” From this view and his experiences as a Fulbright scholar came the impetus to establish a scholarship, the Professor Dr. Jay Nathan, Ph.D. Scholarship. The scholarship will provide financial assistance to graduate students enrolled in The Kania School of Management who are from Mongolia, Thailand, India, Poland or the Central Asian countries of Kazakhstan, Kyrgyzstan, Tajikistan, Turkmenistan or Uzbekistan.

28

Ignite Faculty work in the Ignatian tradition

THE FULBRIGHT PROGRAM Building “Hopeful Futures for Humankind” “The Fulbright Program aims to bring a little more knowledge, a little more reason, and a little more compassion into world affairs and thereby increase the chance that nations will learn at last to live in peace and friendship.”

— Senator J. William Fulbright

“Our future is not in the stars but in our own minds and

and the Middle East. Their research topics are varied, and as

hearts. Creative leadership and liberal education, which in

in all research the recipients apply their classroom knowledge,

fact go together, are the first requirements for a hopeful future

evaluate its benefits and build upon the results. Kristy Rae Petty

for humankind. Fostering these — leadership, learning, and

Huggler ’02, MBA ‘04 did her Fulbright in Argentina. She

empathy between cultures — was and remains the purpose of

researched company strategies implemented in response to the

the international scholarship program,” J. William Fulbright [from

MERCOSUR free trade agreement. MERCOSUR is the Southern

The Price of Empire]

Common Market comprised of six sovereign member states:

From its inception, the Fulbright program’s intent was to

Argentina, Brazil, Paraguay, Uruguay, Venezuela, and Bolivia.

benefit the individual, the country to which the individual was

Gian Vergnetti ’08 explored “the nascent and flourishing Masdar

sent, and the greater world by creating world citizens who

sustainable technology cluster in Masdar City, Abu Dhabi.”1

look beyond borders and cultures. Since 1972 The University of

Rebecca Bartley ’11 received a Fulbright to teach in Malaysia.

Scranton has sent 144 world citizens into J. William Fulbright’s

Ms. Bartley’s reflection of how she was enlisted to help a startup

“hopeful future” through “international scholarship.”

business in Malaysia while she was teaching is included in the

The University of Scranton was most recently recognized as

article about the University’s Women’s Entrepreneurship Center.

one of the nation’s “Top Producers of U.S. Fulbright Students” by The Chronicle of Higher Education, which included the University

Fulbright Teacher at The University

among just 21 “Master’s Institutions” for the ninth consecutive

The Fulbright program has in-bound opportunities. The

year of the nine years they have rated institutions. At the heart

University’s World Languages and Cultures Department has

of the program is Susan Trussler, Ph.D., associate professor of

benefited extensively from this exchange. Dr. Linda Ledford-

economics, Director of the International Business Program, and

Miller, Ph.D. and chairperson has had teachers from Spain,

herself a Fulbright recipient.

France, Egypt, Morocco, Tunisia, Jordan, Mexico, Columbia,

One component that has contributed to The University’s

China, and Japan complement her world language classes. This

success has been Dr. Trussler’s recognition of how Jesuit ideals

program is a highly competitive program in which institutions like

have harmonized with the ideals of the Fulbright program. She

The University have the opportunity to have a native speaking

encouraged students to highlight these ideals — pursuit of

teacher work with students in developing their language skills.

excellence, commitment to service, and international and global

These in-bound scholars have the opportunity to study at The

perspective — in their applications. Emphasizing these ideals

University while teaching courses. They arrive a week before

in the student applications has strengthened their possibilities

classes begin. The University sets them up with room and board

of being chosen for this prestigious award by making them, as

and helps them navigate cultural differences in the United States.

Dr. Trussler puts it, “stand out from the crowd.” The Fulbright

These Fulbright teachers are required to take a teaching methods

application has just recently begun to require candidates to

course and American studies courses, which help them acclimate

described how they will be civically engaged in their host

to American teaching styles and expand their knowledge of our

countries, a distinguishing quality that University students have

culture and country. Once they complete these courses, they

always included in their portfolios.

may take classes that suit their interests. In some cases these

Since Dr. Trussler began serving as a committee member in

teachers choose to stay longer than their Fulbright term and

1986 and later as The University advisor, the Kania School of

continue studying and teaching. This year the Japanese Fulbright

Management has produced 18 Fulbright recipients. These KSOM

teacher has stayed on to take elementary education courses and

graduates have studied in Europe, Africa, Asia, South America

continues to teach at The University while she studies.

Winter 2013-2014 The University of Scranton

29

Scranton Fulbright’s

Each flag indicates a country where a University of Scranton graduate has studied through the Fulbright Scholarship program – administered by the Institute of International Education.

Fulbright Scholarly Research

30

Teaching and research are intrinsically bound. The Fulbright

in the Ukraine, Dr. Linda Ledford-Miller studied in Mozambique,

Scholar Award sends 800 scholars abroad to study and teach.

and Career Development Specialist Elizabeth Rozelle studied

Eight faculty and staff members in the past ten years have been

in Germany. Utilizing the Fulbright opportunity, these scholars

granted the opportunity to travel and study abroad. Dr. Harry

represent The University while working on research that will enrich

Dammer studied in Germany, Dr. Joseph Wilson studied in Albania

their teaching.

and Kazakhstan, Dr. Roy Domenico studied in Italy, Dr. William

The Fulbright Scholar-in-Residence Program enables U.S.

Wallick studied in Mauritius, Dr. Satya P. Chattopadhyay studied

colleges and universities to host scholars from other countries

Ignite Faculty work in the Ignatian tradition

in order to assist them in “internationalizing” their campuses,

The Fulbright experience has enriched the lives of students and

curriculum and communities. Professor Xu Erming from Beijing’s

faculty at The University of Scranton, and the Fulbright experience

prestigious Renmin University was a scholar-in-residence in KSOM

helps to create international partnerships and create leaders. The

2001-2002. His presence on campus helped to develop a lasting

program has allowed The University to expand its influence while

partnership between The University and Renmin University. He

emphasizing Jesuit ideals in the pursuit of excellence and the

continues to collaborate with Dr. Satya P. Chattopadhyay, Ph.D.,

development of personal potential in learning through global and

associate professor of the management and marketing department.

international experience.

2

1 scranton.edu 2 www.cies.org Winter 2013-2014 The University of Scranton

31

When SUCCESS is not JUST PROFIT In a world where the bottom line is often the only consideration in business, what is it that calls some to see beyond their personal gain?

When William and Judith Burkavage decided to endow The William and Elizabeth Burkavage Fellowship in Business Ethics and Social Responsibility, they not only honored his parents but they challenged the Kania School of Management’s faculty and students to infuse Jesuit ideals into their lives, education and careers. At the heart of the Burkavages’ commitment to education and their personal and business success is family and faith.

Family Family values and commitment to excellence are at the center of the mission of Burkavage Design Associates, an architectural and interior design firm. The business began over 65 years ago with William Burkavage, Sr. at the helm. Father, son and partners have consistently focused on following ethical business practices.

They have also passed these tenets on to the third generation of Burkavages. Three of the four Burkavage sons have gone into business and finance. When they return home, ethics and ethical business practices often are the topics of family discussions with Bill and Judy providing insight.

Business & Faith Living the life of an ethically committed businessman can “often feel lonely.” Consequently Bill Burkavage sought out other like-minded business people. He is a member of the Scranton Chapter of the Woodstock Business Conference (WBC), an international network based on Ignatian ideals that encourages “business and professional leaders to integrate faith, family, and business by incorporating their religious values into the policies and practices of their corporations.”1 The group gathers monthly to bring together business leaders who are committed to ethical, sustainable business practices to discuss the issues that confront them in their ventures. For Mr. Burkavage the WBC is a “reaffirmation and recharging of his daily values.”

The University & the Burkavages Mr. Burkavage strongly believes that corporate social responsibility and business practices are not contradictory concepts. He realized that to take this mission to the next step and impact future business leaders, he would need to partner with business educators. Mr. Burkavage reached out to Kania School of Management Dean Michael Mensah. It quickly became clear that the University and the Burkavages share a similar vision of how important it is for future business leaders to carry Ignatian ethical values into the business and finance world. Dean Mensah’s vision was and remains that the Kania School of Management “not be a business school in a Jesuit university, but be a Jesuit business school.” Recognizing the common goal, the Burkavage family created the fellowship.

KSOM & the Bottom Line What qualities inspired Peter Drucker, educator, author and modern management consultant to comment: “Don’t go to Harvard, but to the business school at The University of Scranton, where they are changing lives”? The Kania School of Management is dedicated to the commitment of bringing “the highly innovative business programs enriched with the latest technological applications that are sharply focused on educating the whole person for a lifetime of success. The dual focus on being on the cutting-edge of scholarly teaching and following the Jesuit principle of cura personalis informs and directs everything KSOM does on behalf of its students.”2 There is another unadvertised quality at The University of Scranton: it is the commitment of the local business community to be engaged with the education of future generations of business leaders.

The William and Elizabeth Burkavage Fellowship emphasizes transformative education. It funds faculty research and provides faculty with the opportunity to explore the models of business ethics and to bring what they discover to the classroom. The fellowship is of direct benefit to students, challenging them to live their personal and professional lives responsibly and ethically. It is an excellent model for the wider business and business education communities in providing and enhancing student opportunities to partner Jesuit ideals and good business practices.

1 Woodstock Business Conference.http://woodstock.georgetown.edu/ programs/woodstock-business-conference.html 2 Kania School of Management. http://www.scranton.edu/academics/ksom/

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Ignite Faculty work in the Ignatian tradition

Who’s New in the Business School

James Boyle was named faculty specialist in the department of accounting. Boyle has taught undergraduate and MBA classes part-time at The University of Scranton since 2009. He is also an internal auditor for the University, a position he has held since 1999. Boyle received a bachelor’s degree in accounting and an MBA in finance from The University of Scranton. He is a Certified Public Accountant. He is pursuing a doctorate in business administration at Kennesaw State University, Kennesaw, Ga. Ann E. “Nancy” Cummings, was named faculty specialist in the management and marketing department after serving as a lecturer for one year in the operations and information management department.

Cummings was an adjunct professor for the accounting and marketing and management departments at The University of Scranton’s Kania School of Management. She was also an adjunct instructor at Keystone College. Most recently, she was employed by Epic Industries, Clarks Summit, and AEC Consulting, Clarks Summit, as an accounting software and management consultant. Previously, she worked for Allied Services, and Coopers and Lybrand, Boston, Massachusetts. Cummings received a bachelor’s in economics and accounting from the College of the Holy Cross and an MBA from The University of Scranton.

Jeremy R. Brees, Ph.D., was named assistant professor in the management and marketing department. Dr. Brees taught and earned his doctorate at Florida State University. He has published research on personal accountability, attributions, psychological entitlement and abusive supervision in such journals as the Journal of Vocational Behavior and the Journal of Managerial Psychology. He has a bachelor’s degree in business management from Appalachian State University, and an MBA from the University of Arizona.

Robert C. Giambatista, Ph.D., was named associate professor in the management and marketing department. He previously taught at Lehigh University and Texas Tech University. Dr. Giambatista received bachelor’s and master’s degrees in management science from The Pennsylvania State University. He earned his doctorate in organizational behavior from the University of Wisconsin – Madison. He has also worked as a systems analyst and systems consultant. Dr. Giambatista has had his research published in several journals in his field and has given numerous scholarly presentations throughout the United States and Canada.

Winter 2013-2014 The University of Scranton

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Who’s New in the Business School

Yibai Li, Ph.D., was named assistant professor of the operations and information management department. He previously taught at Washington State University and also was the designer and co-founder of Hotel Simulator, an online training site for college students majoring in hotel management. He earned bachelor’s degrees in computer science and business administration from Jilin University in China and a master’s degree in management science and information systems from Oklahoma State University. He earned a doctorate in business administration at Washington State University.

collaboration cooperation community

Melissa Ann Wright, Esq., was named faculty specialist in law in the management and marketing department. She previously worked as a corporate attorney for Exar Corporation, a public semiconductor company in Fremont, Calif., and O’Melveny and Myers, LLP, in Menlo Park, Calif. She has extensive experience representing start-up technology companies and venture capital and private equity funds in matters such as debt and equity financings, investments, recapitalizations and exit transactions. She has also worked with public companies on mergers and acquisitions, securities act reporting and corporate governance. In addition, she has created and led training sessions for employees and management on a variety of legal and business matters. She earned a bachelor’s degree in business administration and psychology from Houghton College and a juris doctorate from the University of Oregon School of Law. Dawei Zhang, Ph.D. cand., was named assistant professor in the operations and information management department. He comes to Scranton from The University of Calgary, where he taught and is completing a doctorate in management information systems. He earned a bachelor’s degree in computer science from Sun Yat-sen University, China, and a master’s degree in economics from The Hong Kong University of Science and Technology. His teaching interests include networking, programming languages, database management and business intelligence. He has presented papers on information technology at several conferences in the United States and Canada.

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Ignite Faculty work in the Ignatian tradition

Results, reputation & ethics

drive our business school education.

The Kania School of Management is fully accredited by AACSB International (Association to Advance Collegiate Schools of Business). We are also nationally recognized for excellence & student engagement.

• The University’s MBA program is among the top 15 in the nation for general management according to a national ranking of business schools published by Entrepreneur magazine and The Princeton Review.

• For the past 12 years, The Princeton Review has included Scranton among its “Best Colleges.” Outstanding academics is the primary criteria for inclusion in the book, which lists only about 15 percent of America’s 2,500 four-year colleges.

• For nine consecutive years, the University’s Kania School of Management has been included among The Princeton Review’s “Best Business Schools.”

• “Don’t go to Harvard, but to the business school at The University of Scranton. That’s where they are changing lives.”

Peter F. Drucker, The “Father of Modern Management” SOURCE: THE LOS ANGELES TIMES, NOV. 11, 2005.

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