MBA Sustainable Enterprise Concentration
Sustainable enterprise is a way of doing business that makes profits through means that reduce harm to society and the environment. It turns challenges into business opportunities that serve a triple bottom line of profits, society and the environment. The result is often unique market solutions that leapfrog the competition or help firms to enter new markets with products better suited to long term growth.
This concentration applies across functional areas and industries. It complements other career concentrations taken at the same time. Students taking it will learn how to craft strategies that help companies pursue a triple bottom line, a skill that more and more companies say they seek.
Students may take courses outside the business school in areas such as:
- public policy
- international studies
- social work
- city and regional planning,and
- environmental studies
Sustainable Enterprise Electives (7.5 credits needed)
MBA 713, Sustainable Operations
In this course, students explore the link between Sustainability and the Operations function of a firm. In particular, the focus will be on the following activities encompassing the Operations function of a firm:
- Product and Process design
- Transportation, Logistics and Distribution
- Closed-loop/ After-sales operations such as recycling, remanufacturing and reuse, and
- Supply Chain Management
MBA 790B, The Energy Value Chain
MBA 804G, Gender and the Workplace
Gender remains a complex and widely-discussed topic in professional and workplace settings. Specifically, research points to a continued shortage of females in leadership and top management positions, and gaps in pay, hiring, equality, and professional development persist. Research also shows that recruiting, developing, and keeping diverse gender groups as employees, leaders, and top managers can be beneficial to individuals and organizations. From personal, organizational, leadership, and management perspectives, in this course, students will discuss and analyze various gender topics in the workplace. Students will think critically about gender in order to become more sophisticated leaders and help organizations address the effects of gender-related topics on personal, interpersonal, and organizational effectiveness. This class includes all people in conversations about gender. The class strives to assist all individuals in understanding the importance of recruiting and retaining diverse gender populations as well as changing definitions of leadership. Specific topics include gender and gender socialization; the history of gendered groups at work; workplace legislation; workplace gender facts (myths, perceptions, and stereotypes); gendered communication; recruiting, supporting, and retaining diverse leaders; communication, emotional intelligence, and leadership skills; dysfunctional politics and practices; work-life balance and politics; and functional policies and initiatives.
MBA 815B, Strategies in Sustainable Enterprise
This course will provide students with an in-depth examination of the strategies companies are using to advance the “triple bottom line” through a series of guest speakers representing multiple industries. The pervasiveness of business claims about being “green” and increased societal expectations for businesses to be “responsible” have brought sustainability into the mainstream. Consequently, businesses that desire competitive advantage and leadership have embraced sustainability as an integral component of their strategy. As a result of this course, students will have familiarity with the strategies companies implement to accomplish goals such as to reduce their environmental footprint, market to the “green” consumer, increase employee loyalty, address social issues, and build shareholder value.
MBA 824, Managing Workplace Diversity
The course is designed to improve your awareness of the importance of effectively managing workplace diversity not only as a social or moral goal, but also as a sound business practice—enlightened self-interest. Toward this end, the goals are to (1) increase your appreciation of your own cultural values; (2) heighten your sensitivity to the unique characteristics of other groups; and (3) thereby enhance your ability to manage people of diverse backgrounds.
The course is organized into three parts:
Part I focuses on why it is important for business leaders/managers to effectively manage diversity. Here we will assess the business and workplace implications of recent changes in both the composition of the U.S. labor supply and the structure of the U.S. economy. Emphasis will be placed on the impacts of these changes on different segments of the U.S. population.
Part II examines the nexus of workplace diversity issues about which business leaders/managers need to be concerned. Considerable attention will be devoted to the types of barriers or obstacles that confront minorities, women, and other traditionally underrepresented groups in their efforts to move into the upper levels of management in organizations.
Part III focuses on how to do diversity work. The emphasis here will be on the range of guidelines and strategies that business leaders/managers can use to manage workplace diversity. Attention will also be devoted to some of the potential pitfalls of diversity training.
- MBA 831 B, Innovation and Entrepreneurship in Developing Economies
MBA 831C, Strategic Corporate Social Responsibility (CSR)
This course will look at how business leaders can create sustainable competitive advantage by integrating and aligning corporate social responsibility inside organizations with:
Students will develop intellectual frameworks for:
- core business objectives & core competencies
- mainstream business functions such as sales, marketing, operations & strategy
- branding and reputation
- reporting, communications and messaging
- expected financial impact
- expected social/ environmental impact
- and address trends in global CSR
- current-case best practices of CSR, across sectors
- the broad and varied concepts in this field
- the business drivers for CSR
- positioning CSR as a competitive advantage
- creative thinking about relevant CSR strategy for a given organization
- assessing their own company’s level of strategic CSR
- developing integrated CSR within their own industries, sectors, and firms
- assuming leadership in CSR strategy development
MBA 833A, Systems Thinking for Sustainable Enterprise (seminar)
As we work to create businesses and societies that enhance the sustainability of life on Earth, persistent challenges such as air pollution, resource consumption, chronic disease, and climate change share certain characteristics: they defy quick fixes, they build and dissipate slowly over time, they are rarely “owned” by any country or business but affect all, and their components are tightly coupled. These challenges are often called “systems problems.”
Powerful approaches to addressing these challenges include systems thinking and system dynamics modeling, which grew out of MIT’s Sloan School of Management in the 1950s. These methods use diagramming and simulation modeling to understand how to improve the performance of a social/physical system such as a business, an ecosystem, an industry, or the Earth.
This course will focus on two topics: 1) the analytic methods of systems thinking and modeling: diagramming, simulation use, and basic simulation creation, and 2) solutions to the core “system traps” impeding progress towards a sustainable world, including the “tragedy of the commons,” resource overshoot, and the pull towards symptomatic fixes. The primary examples to be considered will be international negotiations over climate change, the global energy transition, fisheries, diabetes in the U.S., and the topics that students suggest.
This course will be offered in three day-long seminars, with two individual assignments, a group project between the second and third classes, and multiple role-playing “serious games” on sustainable development challenges. Students must attend all three sessions to receive course credit.
MBA 836, Entrepreneurship & Minority Economic Development
This course is designed to promote and foster entrepreneurship as a strategy for accelerating minority upward mobility and wealth accumulation, strengthening the capacity and sustainability of local community development organizations, and enhancing the overall economic competitiveness of places, especially severely distressed urban and rural communities. The course objectives are threefold: (1) to broaden your knowledge and understanding of the history and contemporary state of minority entrepreneurship in America; (2) to explore the opportunities and threats that minority entrepreneurs will face in the years ahead in the increasingly speed driven and knowledge intensive global economy; and (3) to afford you the opportunity to work as a consultant on a project designed to foster and facilitate an entrepreneurial venture in the private, non-profit, or government sector.
MBA 850A New Urbanism, Smart Growth and Sustainable Community Development
Explore managed growth strategies that communities are using to deal with social, economic and environmental problems associated by sprawl. Teaching methods include readings, lectures, case analyses, and class discussions. You will apply what you have learned by working as consultants for the city of Martinsville, VA, a former furniture manufacturing town. Your assignment will be to devise a plan to create a healthy and sustainable future for the city.
MBA 855, Innovations in Green Building (seminar)
Green building has become one of the most significant forces in real estate development. By 2015, an estimated 45% of new non-residential construction will be green; this equates to a $135 billion opportunity. In this course, we will explore the varying definitions of green building and development; how it is applied at the community, site and building-level; what it can cost; how it can create financial, social and environmental value; how it can be measured; who is practicing and implementing it; how it is financed; and what third-party standards exist to verify it. The class will focus on new and innovative products, programs, businesses, systems, people, projects and organizations in this space. Students will examine these topics through recent books and articles; class lectures; visits from outside investors, entrepreneurs and professors; and targeted marketing, real estate and consulting projects, all with an emphasis on application. Final projects pair student teams with external clients such as William McDonough + Partners, Cherokee Investment Partners, Make It Right New Orleans, NC Department of Commerce, the US Green Building Council, the University of Cambridge, and green building start-ups. For students interested in becoming a LEED Green Associate, this class can serve as the prerequisite needed to sit for the exam.
MBA 862, International Development: Entrepreneurial Opportunities and Market Failures
This course compares and contrasts U.S.-centered business models with business models designed for use in developing countries. Students evaluate market entry and market expansion efforts; partnership issues between business, government, and non-governmental organizations (NGOs); and the efficacy of using “first world” models in “third world” environments. The course examines market conditions and business opportunities in developing economies; factors that help or hinder companies in pursuing these opportunities; and whether there is a role for business and innovation in eradicating poverty.
MBA 866, Social Entrepreneurship
The primary objective of this course is to broaden your knowledge and understanding of social entrepreneurship as an innovative approach to addressing complex social needs. A secondary objective is to afford you the opportunity to engage in a business planning exercise which is designed to assist you personally or local nonprofit organizations to establish and launch social purpose entrepreneurial venture.
Toward these ends, the course is organized as follows:
In Part I, we will define social entrepreneurship and discuss the contextual factors influencing the emergence of the field. In Part II, we will review the characteristics and motivations of social entrepreneurs and present a framework for creating social purpose ventures. In Part III, we will discuss case studies of successful social purpose ventures and present typologies of revenue generating options for enterprising nonprofit and government organizations. In Part IV, a panel of judges will evaluate your business plans.
MBA 869, Corporate Environmental Strategy
“Green” business and products have proliferated in recent years in parallel with an increasing awareness of the reality of global climate change. Despite the popularity of the “green” label, an understanding of environmental issues, agreement on the role of businesses in addressing environmental problems, and the most effective strategies for doing so remain under developed. Through readings of seminal texts, case studies, and a project which focuses on exemplar companies, this course aims to impart an understanding of the most pressing environmental issues and the relevance of these to business concerns. The focus of this course will be to explore and evaluate possible solutions from the perspective of an executive decision-maker. Within the context of an MBA education, this course has the following goals: to develop students’ ability to think critically, systematically evaluate complex issues, and weigh interconnected and conflicting interests; to increase students’ capacity to comprehend and make use of scientific and quantitative information to ground their decision-making; and to improve students’ ability to communicate their ideas clearly and effectively.
MBA 869A, Leadership Strategies for Sustainable (seminar)
- MBA 870, Global Immersion Elective - Sustainability Theme