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CSR – Cornell University
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5 Core and Elective Courses
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1 – 5 of 5 Core and Elective Courses
Cornell University
Samuel Curtis Johnson Graduate School of Management
142 Sage Hall
Cornell University – JGSM
Ithaca, NY 14853
United States
Department: Strategy
Course Name: Strategy (NCC 509)
Instructor(s)
Vrinda Kadiyali
Justin Johnson
This core course in strategy provides students with the tools and frameworks necessary for the sophisticated analysis of imperfectly competitive business environments. Through analysis and discussion of real-world strategies of actual firms, students learn to think on their feet about real, complex situations. Social issues discussed include decision making under uncertainty, asymmetric information, moral hazard and adverse selection, information holes and market failure, identifying important information and standards, and competitive advantage. Case studies and discussions on local development by large companies, hybrid cars, and international corporate strategies support lectures.
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Department: Strategy
Course Name: Strategies for Global Competitiveness (NBA 580)
Instructor(s)
Alan McAdams
This course provides the structured framework for students to assess the implications for the global competitiveness of firms in the United States, given rapidly changing economic and market policies of multiple countries. With a specific focus on China, India, Japan, Singapore and Western Europe, the course looks at political, economic and social factors in these countries that impact the global competitiveness of firms.
Social impact issues discussed include the effect of globalization on social factors and the impact of social market economies, state owned enterprises, national banking systems and non-scarce resources on economic development. Additional social topics include the impact of government policies on the global competitiveness of countries’ firms, differential policies appropriate to each of a range of industries, stages of development in each economy, and lessons for less developed countries.
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Department: Strategy
Course Name: Sustainable Global Enterprise (NBA 603)
Instructor(s)
Stuart Hart
Environmental and social issues have been treated historically as peripheral concerns to business. “Social responsibility” and “environmental management” have been framed as added costs driven primarily by guilt or regulation. At best, companies have felt compelled to “give back” to society in the form of philanthropy or other good deeds directed at the natural environment or the community. Recently, however, the institutions of global capitalism find themselves increasingly under siege. Following the fall of communism in the late 1980s, a decade of economic globalization, privatization, and free trade has produced mixed results at best: While developed countries have grown richer, the vast majority of nations and people in the world have not benefited from these momentous changes. Furthermore, the underlying natural systems supporting human economies-forests, fisheries, soils, ecosystems, and climate-have all experienced continuing decline.
This course discusses the rising tide of “anti-globalization” that has emerged. “Anti-globalization” combines concerns about environmental degradation, inequity, human rights abuses, and loss of local autonomy. As we enter the 21st century, therefore, the historical separation between competitive strategy and social contribution is breaking down. Rather than treating social and environmental issues as expensive luxuries, many companies are now fusing social mission with competitive strategy. This form of “new capitalism” is emerging where environmental and social performance is embedded in the competitive strategy of the firm. Unlike their predecessors, “sustainable enterprises” use business as an instrument of social development and environmental improvement.
This course explores the nature of the “triple bottom line”–the simultaneous delivery of financial, social, and environmental performance– by corporations. Students integrate environmental thinking and social responsiveness into core business processes, systems, and strategies. Additionally, they learn about a growing number of companies where competitive advantage is rooted in such new capabilities as pollution prevention, design for environment, stakeholder dialogue, social development, and poverty alleviation. Through a combination of cases, readings, lectures, videos, and simulations, class sessions will engage students in discussions aimed at developing strategy models and applying new strategy tools that incorporate principles of environmental management and social performance.
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Department: Strategy
Course Name: Consulting Projects in Sustainable Global Enterprise (NMI 500)
Instructor(s)
Mark Milstein
Students work in teams to complete company-sponsored projects that focus on sustainable enterprise. These projects provide students with an opportunity to develop a breadth and depth of knowledge and experience relating to the strategic impact of social and environmental issues in business across a number of organizations and industries. They are available to all students, but preference is given to those who have completed NBA 658, NBA 603 or other business/sustainability related coursework. Students are required to develop a set of rigorous recommendations that can be implemented by the client organization.
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Department: Strategy
Course Name: Strategy, Innovation & Sustainable Global Enterprise (NBA 541)
Instructor(s)
Mark Milstein
This course seeks to help students develop a better understanding of the way in which strategic management, innovation and sustainable global enterprise offer challenges and opportunities in the marketplace. Utilizing readings, cases, lectures, videos, and speakers, we will try to build an in-depth understanding of strategic models and tools that allow firms to improve social, economic and environmental performance. The class aims to help students to develop a more sophisticated theoretical and practical understanding of a set of complex issues and the ability to address them in innovative ways. The class will cover basic concepts in strategy, innovation, and sustainable enterprise and provide students the opportunity to learn how to analyze the strategic opportunity these issues present to firms across a number of industries.
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1 – 5 of 5 Core and Elective Courses
Add comment July 2, 2008
