BUSINESS AS UNusual Final Guide 2006

Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs
Content submitted by current students in spring 2006

Introduction
“Net Impact goes beyond coursework and club activities. It speaks more to the orientation of our students. When you take intelligent, ambitious, team-oriented students and com-
bine these abilities with a heightened sense of social consciousness, you are left with a future business leader capable of influencing significant and real change. Change not only
within the companies that will employ them, but also within the communities where these companies operate and within the communities where our graduates reside. These are
attributes we seek in our students, and our recruiting organizations seek in their employees.”
-C. Michael Stepanek, MBA Program Director, Kenan-Flagler Business School, The University of North Carolina at Chapel Hill
About Net Impact

Net Impact’s mission is to improve the world by growing and strengthening Net Impact has student chapters in 100 graduate business programs.
a network of new leaders who are using the power of business to make a These schools include the top 30 business programs (as ranked by Wall
positive net social, environmental, and economic impact. For the past four- Street Journal); 17 international business programs; and 2 public policy pro-
teen years, we have supported a grassroots movement of student chapters grams. Our student chapter leaders, usually elected by their classmates,
to educate, inspire, and equip individuals with ideas and tools for using are committed individuals who organize events and activities for their chap-
business for social good. As of summer 2006, we have more than 125 stu- ters while serving as a liaison to the larger Net Impact network. Student
dent and professional chapters on 4 continents in 75 cities and 80 graduate members participate in local chapter activities as well as activities with Net
schools. Our central office in San Francisco provides tools for member net- Impact Central, such as our annual fall conference, Issues in Depth confer-
working, organizes an annual conference, and manages programs to sup- ence calls, and online career resources. Net Impact also has a profes-
port members in combining business skills with values on their campuses, sional membership, which includes both business school graduates and
in their companies, or in their communities. other professionals working in socially responsible business and related
industries. Our website is www.netimpact.org.
About the Guide

The information in Business as UNusual: The 2006 Net Impact Student The following section outlines the process and decisions that we made in
Guide to Graduate Business Programs was compiled from two sources: a putting together the Guide.
qualitative survey completed by 39 student chapter leaders, and an online
survey completed by 1,191 student Net Impact members. How did you decide what questions to ask on the surveys?
Based on our knowledge of our chapters and their programs, Net Impact
Net Impact created the Guide for several reasons. First, we receive numer- drafted two surveys (one for chapter leaders and one for all student mem-
ous inquiries from students who are applying to business school about what bers). We asked our chapter leaders for input on the questions, and ten
programs offer for those with social and environmental interests. Second, student leaders provided us with feedback and suggestions that we incor-
we hear from many of our chapter leaders that they would like a chance to porated into the final draft.
share the student perspective on how their program addresses these is-
sues. Third, we are proud of all that our chapters and schools have accom-
plished, and it seems like the right time to share this exciting news! Finally,
Which schools are included in the School Profiles?
Net Impact asked each of the chapter leaders in our MBA and graduate
we believe that the information included in the Guide will be a useful tool for
school programs to complete a survey with information on their school cur-
business schools to compare themselves against their peers and develop
riculum, student activities, career services, and administrative support. You
more robust social impact curricula, career services, and support for stu-
can find a full list of our student chapters at www.netimpact.org/chapters.
dent activities.
We were pleased that 39 chapters completed the survey.
2 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs
Introduction
What schools are included in the Ratings? Specifically, the side bar sections can be defined
Net Impact sent an online survey to 4,269 student chapter members. (One as:
program’s students were omitted at the request of the chapter leader be-
cause the program is new.) We included schools in the ratings that re- Full-time MBA students: number of full- “The MBA degree should be
ceived more than five responses, even if the chapter leader did not submit a time graduate students in the program, about lifetime preparation in
profile. A total of 1,119 students answered the full survey. business that involves seri-
as provided by the chapter leader.
ous experience in the non-
profit sector as well as an
Note: since the survey was sent only to Net Impact members, and not to the Very active Net Impact members: es- understanding of the social
student body as a whole, the opinions represent a sub-set of students who timated by the chapter leader. context of decision making.”
are committed to and interested in Net Impact issues. We asked students -R. Glenn Hubbard
not to forward the survey to their classmates so we could ensure a consis- Somewhat active members: estimated Dean
tency in type of respondents between schools. Columbia Business School
by the chapter leader.
Who wrote the School Profiles? Were they edited? Did admis- Student activity level: from the all-student
sions submit any content? survey, the average of the students’ ratings
Net Impact chapter leaders wrote the School Profiles, at times with input of their programs on a five point scale from “much less than average activity”
from other Net Impact students. Members of the Net Impact staff provided through “one of the most active clubs at the program.”
edits, focusing mostly on clarity, grammar, and consistency. Our goal was
to keep as much of the student’s original language and writing as possible; Support of social/environmental themes: from the all-student survey. Stu-
in almost every case the profile published in the Guide is very close to the dents were asked to fill in the blank on the sentence “students/faculty/
content the student submitted. Net Impact staff did insert quotes into the administration at my program are ____ about social/environmental themes in
profile that were submitted by students in the online survey. curriculum” as well as a similar sentence for extracurricular events and activi-
ties. The answer choices ranged from “unfriendly” to “enthusiastic.” Answers
Net Impact also sent two emails to the admissions office of every program were converted to a five point scale and are shown as a fraction out of five
to let them know about the new Guide, and to ask if they would like to re- (e.g. 3.5/5).
view the Guide entry for their program. A number of admissions offices did
choose to fact check their school’s entry, and we made factual edits and The chapter in three words: these words were chosen by the chapter leader.
clarification edits based on their feedback. No alterations to the opinions
and subjects of the students’ text were made based on admissions’ com- Leadership: students completing the all-student survey were asked if their
ments. program prepared Net Impact members and the student body as a whole for
socially responsible leadership. Answer choices ranged from “strongly dis-
To learn more about the process involved in creating and compiling the agree” to “strongly agree.” The percentage of students who selected “agree,”
Guide please email chapters@netimpact.org. “somewhat agree,” or “strongly agree” for each question is presented in graph
format.
How should I read the side bars?
The “At a Glance” sidebars have been designed to enable the reader to Career/internship placement: from the all-student survey. The responses
quickly get a feel for the profiled program. The various sections contain describing Career Services as either “helpful” or “very helpful” were combined
information from the all-student survey, as well as the chapter leader sur- to determine the percentage included under the first bullet. For the second bul-
vey. Some sections may be missing on certain chapter entries due to lack let, students were asked to indicate if they had found an internship or job that
of data (either the chapter leader did not fill out the question, or fewer than
five students provided answers on the survey).
Introduction
“utilizes their values and their business skills.” Respondents who did not Net Impact Chapter Leader: The chapter leader(s) who completed the
have this as their end goal were asked to skip the question. The possible chapter leader survey have included their names here and sometimes their
responses were, “no,” “somewhat,” “yes,” and “still looking.” Four or more email address. Many chapters have also included a Net Impact admissions
responses were required for this section to be included. contact whom potential applicants should feel free to contact with questions
about the program.
Alumni: the all-student survey asked students to rate their alumni network
from “not at all helpful” to “very helpful.” Those responding with either Survey Respondents: This is the number of students who took the all-
“helpful” or “very helpful” are included in the percentage. student survey. Please note that even if this number is more than five,
some of the sections may still not be included if fewer than five students
Prominent Alumni: chapter leaders were asked to name up to five promi- chose to respond to a particular question.
nent alumni. It was not always possible to include all five due to space limi-
tations. How should I read the Ratings section?
The Ratings section is not meant to give a definitive ranking of business
To sum it up: The chapter leader survey asked the chapter leader to programs; rather, the data presents a way to compare student opinions of
choose from four statements about what type of student their program their schools. When reviewing the data, please keep in mind the “n” repre-
would be best for. Net Impact created icons to go with each statement to sented by each school (on page 106), as any school with over five survey
draw a comparison between the chapter’s development and the building of respondents was included on the lists. You may want to take into account
a house (shown below). the number of survey respondents for each school when considering the
rating tables.
The statements and icons are:
A special note on the “Overall” rating (page 107): this list shows how many
times a school appeared in the 10 highest student ratings for each of the 20
questions. All questions were weighted equally.
Someone interested in laying the foundation for social/ Who funded / sponsored the Guide?
environmental awareness at the program. Neither Net Impact nor our student writers received funding for the Guide.
Our team committed to this project to give our student leaders a chance to
talk about their schools, share what was going well, and indicate where pro-
gress needs to be made. Thank you to our student chapters for providing
Someone interested in building upon an existing base of social/
quality and comprehensive write-ups on their program. Net Impact is espe-
environmental impact activities with opportunity for significant growth.
cially grateful to summer volunteer intern Tiffany Liu for her compilation
work, and to Membership Manager Lars Olson for managing the process
from start to finish.
Someone interested in refining and growing a mostly socially
Net Impact decided to publish the Guide for free in order to get as much
aware program and student body.
exposure for the Guide, our students, and their programs as possible. If
you find the Guide interesting or helpful and if you’d like to see us continue
with similar projects, we encourage you to make a tax-deductible donation
Someone interested in attending a school where students and to Net Impact at www.netimpact.org/donate. If you know of a company or
faculty are on the forefront of social/environmental issues.
Introduction
funder that would like to sponsor the 2007 version of the Guide, please let Another good resource is the Idealist.org Graduate School Fairs, which
us know at contact@netimpact.org. take place in major cities across the United States. See
www.idealist.org for more details.
What other information should I use to learn about what busi-
Numerous other sources of information about graduate schools exist
ness schools are doing in these areas? from traditional guidebooks to school and student websites. You may
We encourage you to look at Beyond Grey Pinstripes, a biennial survey and
also want to contact students directly, or look them up when attending
ranking of business schools, which spotlights innovative full-time MBA pro-
information sessions/admit days. If no Net Impact admissions contact is
grams and faculty that lead the way in integrating issues of social and envi-
indicated in the sidebar, please contact the program’s admissions office
ronmental stewardship into business school curricula and research. The
directly, as they should be able to put you in touch with Net Impact stu-
information in Beyond Grey Pinstripes is provided by faculty and staff and
dents.
thus presents a nice complement to the student perspective. To learn
more, please see www.beyondgreypinstripes.org.
Is Business School For You?

Today, MBA programs are no longer just for future bankers, consultants, lighted in this Guide include a Program Manager for Corporate Citizenship
and corporate executives focused only on bottom line financial results. at IBM; the Director of Finance for California Charter Schools Association;
More and more graduate business programs are recognizing the impor- and an information technology specialist for the EPA.
tance of training values-based leaders who understand the importance of a
healthy environment, strong communities, and long-term sustainability. Net Impact encourages individuals with all backgrounds and interests to
Many of today’s business schools have both required and elective courses apply to business school. The management, strategy, and financial skills
that include discussion and assignments focusing on the Triple Bottom Line taught in an MBA or similar program will be valuable for anyone who will
(financial, social, and environmental). manage people, programs, or an organization in all sectors. While strong
grades, GMAT scores, and professional achievement are required to gain
The students at MBA programs today include former and future nonprofit admission to top programs, admissions officers are increasingly aware of
leaders, social entrepreneurs, public sector leaders, and corporate employ- the importance of ‘Net Impact’ values and priorities among their business
ees who are committed to helping their company make a positive net im- school classes.
pact on the environment and society. Some of the recent alumni high-
School Stand-Outs
A number of MBA and graduate programs stand out in the Guide. Overall, A cautionary note on the ratings: please be sure to check out the number of
students at the Bainbridge Graduate Institute gave their program the most respondents, as they differed widely between programs. Our goal with the
top-10 ratings (15 top-10 ratings for the 20 questions). Bainbridge was fol- ratings is not to give a definitive ranking, but rather to provide an easy way
lowed closely by Duke’s Fuqua School of Business and Simmons School of to compare how students assess their individual programs.
Management (both with 14 top-10 ratings), and Yale SOM and Presidio
School of Management (with 13). Rounding out the top-rated schools were As you read through the school profiles, you will be impressed with the
Kellogg, Boston College Carroll, Cornell’s Johnson School, UC Berkeley amount of activity that is going on today at business schools. As a preview,
Haas, University of Michigan Ross, and UNC Kenan-Flagler. we are including some brief excerpts here:
Introduction
• At the University of Denver, Daniels, students said that “ethics and so-
cial responsibility are threaded throughout the entire program, regardless of
concentration”
“We have been fortunate to work with
• UNC/Kenan-Flagler Business School organized a Sustainability Career a great group of classmates to add
Forum in the fall to expose students to career options and a Sustainability programs and establish a great mo-
Career Fair in the Spring mentum at Fuqua during the past
year. Net Impact has been a great
• The Ross School at the University of Michigan offered electives in resource for our chapter development
Green Building and Design, Social Marketing, Competitive Environmental strategies, and we’re pleased to share
Strategy, and others our experiences and students’ enthu-
• The chapter at the University of Alberta hosted speaker events in con- siasm through Net Impact’s Guide to
junction with a number of other clubs to expose a broad student base to Net Grad Schools.”
Impact issues -Tim Scheu & Tom Mitchell
Co– Presidents Fuqua Social Impact Club
Read on for more details!
Aggregate Responses
Our survey was emailed to a total of 4,269 students; we had a 28% re- environmental issues – for ethical and socially responsible leadership. 85%
sponse rate with 1,191 who answered the survey. This group was broken of students agree at least somewhat that their program prepares Net Impact
down into 708 first year students, 447 second year students, and 41 stu- members for ethically and socially responsible leadership. We also asked
dents who are in their third or fourth year. Although the majority of our re- whether the program prepares all students, including their classmates out-
spondents are in school in the United States, 46 students answered the side the Net Impact club, for ethical and socially responsible leadership.
survey from schools in Canada, 19 in Europe, 3 in Australia, and 2 in India. For the general MBA/grad school population, 70% agree at least somewhat
that their program prepares the class for ethical and socially responsible
Overall, most students are positive about how their program is incorporating leadership. Detailed breakdowns are available on page 117.
social and environmental issues to date, while signaling that there are many
opportunities for growth. Most students described their fellow students, fac- On the career front, most students fared fairly well. Of the 653 students
ulty, and administration as supportive or enthusiastic about social/ whose goal was to find an internship that utilized both their values and their
environmental themes in business school. Each of the groups was de- business skills, 68% told us they did find an appropriate internship, with an
scribed as slightly more enthusiastic about the themes in extracurricular additional 9% answering “somewhat” and 16% “still looking” in April.
activities than in curriculum. For more detail on the breakdown, please see
pages 118-120. Of the 272 second year students with the same goal for a full-time job, 53%
found a position, with another 8.5% answering “somewhat” and 32% still
Students also told us whether they thought their program prepares students looking as of April.
like themselves – Net Impact members with an interest in social and
Introduction
The majority of students called their fellow students, alumni networks, and We were encouraged to see a number of students mention the growing mo-
career services staff helpful or very helpful, with fellow students getting mentum for Net Impact-related issues in their program. For example,
the most enthusiastic response. For detailed breakdown, see students talked about “heightening the general student body’s
page 121. awareness of environmental issues and community develop-
“Social/environmental organizations ment;” “working towards building a much stronger, complete
In terms of student club activity, only 10% of students said are in need of people who know sustainability program;” and “having faculty members that
their Net Impact club was less active than others at the how to make decisions that allow feel a commitment to raising awareness of corporate so-
school. 20% said their club had an average level of ac- them to do the most they can with cial responsibility.”
tivity, 33% called their activity above average, and 36% the resources they have, and to get
consider their club one of the most active clubs at the more resources to do it. Business
While students are proud of their program and its ac-
school can allow a future leader to
program. complishments, they still demand more progress.
combine passion with skill, values
with resources.” When asked about opportunities for growth, we heard
In our open ended questions, students were asked about about greater integration of Net Impact themes into the
their program’s strengths and opportunities for growth. In -Carrie Marcinkevage curriculum, specifically in the core/mainstream courses.
terms of strengths, most answers focused on the following MBA Admissions Director Other frequently mentioned themes include involving a
Smeal College of Business
categories, in order of frequency. Penn State University
broader spectrum of students in Net Impact-related activi-
• The strength of the curriculum as a whole, especially ties; better career services for Net Impact-type careers; more
CSR/Social Enterprise centers and programs outreach and involvement in the community; and improve-
ments in particular fields like social entrepreneurship. As one stu-
• The strength of the Net Impact club and other student activities dent says, the opportunity exists to “incorporate these themes into ‘every
• Support from faculty, staff, and administration day’ lifestyle that includes both classroom and extra-curricular activities.”
• A specific professor or class Another addresses the need to “educate students on the necessity for so-
• Specific topic areas, such as entrepreneurship or sustainable enterprise cial and environmental involvement in all areas of business – not just those
companies and careers specifically geared towards these pursuits.” The
• Careers and internships, especially internships with nonprofits that in- opportunity to do more is significant and in demand by students at all pro-
cluded subsidies from the schools grams.
Next Steps: How You Can Get Involved

It is our hope that Business as UNusual: The Net Impact Student Guide to others, and to identify specific ideas and opportunities for improvement.
Graduate Business Programs will serve a variety of purposes. First, for We think you will be amazed at the wealth of classes, variety of student
applicants who are considering graduate school, it will demonstrate the activities, and dedication of career services to incorporating social and
breadth of opportunities to build up your business skills while cultivating environmental issues into the business school experience. Also, if you
your social/environmental interests and career prospects. The Guide will did not see your program in the Guide this year and would like to see
also provide you with details and characteristics of different programs to an entry next year, please email us at chapters@netimpact.org to let us
help you make the graduate school choice that’s right for you. know you are willing to help.
Next, for current students, faculty, and administration, we hope you can use For Net Impact members and chapter leaders, we encourage you to get
this information to benchmark where your program is today compared to involved with Net Impact programs to help work on your school’s oppor-
tunity area. For example, consider joining Net Impact’s Curriculum
Introduction
Change Initiative to improve your program’s curriculum; involving your business education in 2006. While the sample includes a specific segment
school with Service Corps or Board Fellows to provide classmates with of graduate schools (mostly U.S., mostly full-time, all with some interest in
greater opportunities for community involvement; or becoming a part of the social and environmental issues), we believe that the data is useful to pro-
Campus Greening Initiative to make an environmental impact on your cam- vide basic generalizations and trends on graduate business education to-
pus facilities. Details on all of these programs are available at day.
www.netimpact.org/programs. In addition, Net Impact has developed a
number of best practices and tips for student clubs on raising awareness, Finally, if you would like to get more involved in Net Impact, please consider
recruiting members, and hosting events. While some of these resources joining as a member at www.netimpact.org/join. If you are involved in an
are on a password protected site for chapter leaders, many of these best organization that would be interested in establishing a relationship with Net
practices are located at www.netimpact.org/bestpractices for all student Impact, email us at contact@netimpact.org.
leaders to use.
Thank you for your interest in Net Impact and the Guide, and please contact
For members of the media and individuals with a general interest in MBA us with any questions, comments, or ideas. We hope that this publication is
education and social/environmental issues, we hope that this information both informative and inspiring.
provides a useful framework for looking at how students perceive graduate
“Today’s business schools have the re-

sponsibility, and are seizing the opportu-
nity, to create a new type of innovative
business leader: one who is knowledge-
able about traditional MBA subjects
while strategic about the social and envi-
ronmental issues that are increasingly
affecting businesses and their survival,
value, and ultimate success.”
-Kellie McElhaney
Adjunct Professor and Executive Director
Center for Responsible Business
Haas School of Business at
UC Berkeley
Business as UNusual
Table of contents
Introduction 2
University of Colorado Boulder Leeds School of Business 74
About Net Impact 2
University of Denver Daniels College of Business 77
About the Guide 2
University of Maryland College Park Robert H. Smith School of Business 79
Is Business School for You? 5
University of Michigan Ann Arbor Stephen M. Ross School of Business 82
School Stand-Outs 5
University of North Carolina at Chapel Hill Kenan-Flagler Business School 85
Aggregate Responses 6
University of Pennsylvania The Wharton School Graduate Division 88
How You Can Get Involved 7
University of San Francisco Masagung Graduate School of Management 91
University of Southern California Marshall School of Business 93
Part I: School Profiles 10
University of Utah David Eccles School of Business 95
Babson College F.W. Olin Graduate School of Business 11 University of Washington Business School 97
Bainbridge Graduate Institute MBA in Sustainable Business 13 University of Wisconsin-Madison 100
Carnegie Mellon Tepper School of Business 15 Vanderbilt University Owen Graduate School of Management 102
Columbia University Columbia Business School 17 Yale University School of Management 104
Cornell University The Johnson Graduate School of Management 19
Duke University Fuqua School of Business 22 Part II: Ratings and Aggregate Responses 107
George Washington University School of Business 25
Georgetown University McDonough School of Business 28 Number of Survey Responses by Program 108
Harvard University Harvard Business School 31 Rating Charts 109
Harvard University Kennedy School of Government 33 Aggregate Responses 119
Indiana University Bloomington Kelley School of Business 35
Massachusetts Institute of Technology MIT Sloan School of Management 38
Monterey Institute of International Studies Fisher Graduate School 41
North Carolina State University College of Management 43
Northwestern University Kellogg School of Management 45
Pennsylvania State University Smeal College of Business 48
Presidio School of Management 50
San Francisco State University College of Business 52
University of Alberta School of Business 53
University of British Columbia Sauder School of Business 55
University of California Berkeley Haas School of Business 57
University of California Davis Graduate School of Management 60
University of California Los Angeles Anderson School of Management 63
University of California San Diego Rady School of Management 66
University of Chicago Graduate School of Business 69
University of Cincinnati College of Business 72
Part I: School Profiles
Babson College
F. W. Olin Graduate School of Business
“If you are strongly committed to developing new business ideas to serve the underserved, Babson is the place to come. Our
focus on entrepreneurship, and our commitment to starting sustainable businesses, is unmatched by other MBA programs.” AT A GLANCE
Curriculum Full-time MBA students: 350

Very active Net Impact members: 8-10
One MBA said that “Babson professors often use social and environmental themes in their teachings and the cases used in Somewhat active members: 20-25
their classes.” In the words of another student, there is an “integrated curriculum that weaves social and ethical responsibility
themes into all classes, allowing students to see these issues in greater clarity because they are combined with issues of ac- Program strengths: SE
counting, organizational management, finance, etc.” Students are most enthusiastic on the electives; one student said that
the strength of the school is “the appearance and increasing number of elective courses offered that relate to social/ Student activity level: Average
environmental issues.” Specific electives that address social/environmental themes include Social Entrepreneurship, 21st Cen-
tury Entrepreneurship: Sustainability and Competitive Advantage; and Business Ethics and Corporate Social Responsibility.
In the opinion of one Net Impact member, “both these courses are excellent.” Support of social/environmental
themes:
At the same time, students differed on how well the core is addressing Net Impact themes. One student reported that “overall,
ethics and discussions of sustainability are themes that run through much of the first-year MBA program”, while another sug- Students: Faculty: Admin:
gests that “Babson’s core curriculum, the first year ‘mods,’ leave much to be desired in regard to social/environmental Curriculum: 3.3/5 3/5 2.9/5
themes.” Students described an ethics/law stream as “a step in the right direction” with opportunity to do much more to ad-
dress issues in the social/environmental business world. One student said that “while the administration has shown signs of Activities: 3.5/5 3.3/5 3.4/5
becoming more open to Net Impact’s ideas, the first year faculty ‘owns’ the curriculum and is highly resistant to change.” The
student continues that, while there are a number of faculty that are highly supportive of Net Impact, “the Babson College fac- The chapter in three words: Active,
ulty, as a whole, is overwhelmingly ‘conservative.’ I have observed faculty members hesitate to publicly support Net Impact Energetic, Growing
activities for fear of rocking the boat.”
Leadership: Does program prepare Net
Some students said that Babson’s focus on entrepreneurship is relevant to Net Impact students: “I identified the entrepreneur- Impact members and the student body as a
ship focus of Babson as being very close to the skills I would need to learn in order to lead a nonprofit organization or socially whole for socially responsible leadership?
minded business. Babson teaches you tools for creating new ways of doing things and affecting change.”
Preparation for socially
responsible leadership
Student Activities 100%

90%
One MBA described that Babson has a strong spirit of entrepreneurship that includes meeting the needs of those underserved 80
by society. A student noted that “the greatest strength of Babson is really the passion of its students. While there is only a Somewhat
agree
small group of students who explicitly pursue social/environmental issues, the student body as a whole is very optimistic and
energetic, and are very receptive to new ideas that expand their sense of connection to the world.” 60
54%
At the same time, Net Impact at Babson is a relatively young chapter; and though small, there is room for potential and 40
growth. One student predicted “this chapter will grow rapidly in the next few years and improve in most areas.” The student Agree
also noted that “our new leadership team has identified ‘social entrepreneurship’ as the primary focus for Babson Net Impact
going forward. We feel that this is a niche where our chapter can thrive as well best transform our school.” The chapter’s 20
biggest challenges are time for extra-curriculars with the mod system, especially during the first year, as well as finding rooms Strongly
agree
for meeting and events.
0
NI members All
Babson College, continued
Career Services and Alumni AT A GLANCE

The Center for Career Development (CCD) at Babson went through a reorganization in early 2004 and started from scratch.
Since then, students said “the new staff and find this office to be very open to our ideas and contacts.” CCD sent a represen- Career/internship placement:
tative to the 2005 Net Impact Conference, and students “expect Net Impact and the new CCD to continue to be allies and
grow together.” • 38% of students described career
services as helpful or very helpful
Recent alumni who have founded socially/environmental themed companies. Jim Poss (M’92) founded Seahorse Power • 86% of students found internships
Company (http://www.seahorsepower.com/) and Eric Hudson (M’03) founded Recycline (http://www.recycline.com/). Both using both their values and skills
are still running their respective companies.
Reasons to Attend Alumni:

50% of respondents rated their Alumni
By a great margin, Babson’s strongest point is its entrepreneurship department. The school has network as helpful or very helpful
been rated the #1 school in entrepreneurship by US News for 13 years in a row (in addition to
a number of other #1 entrepreneurship rankings by other publications). Prominent alumni:
“My expectations have • Jim Poss (1992): Founder, Seahorse
been met and ex- Students explained that “if you are strongly committed to developing new business ideas Power Company
ceeded: Babson is a to serve the underserved, Babson is the place to come. Our focus on entrepreneurship, • Eric Hudson (2003): Founder, Recy-
fantastic place to learn and our commitment to starting sustainable businesses, is unmatched by other MBA cline
how to turn your programs. Also, a very large part of our full-time student body is comprised of interna-
dreams into reality with tional students. This allows us as students to gain a truly global perspective on social
the appropriate knowl- and sustainability issues, and it allows us to make contacts that can be used to make
edge, connections, and real change happen around the world.” Stated another, “it is a school that celebrates
hard work.” entrepreneurial spirit, including social entrepreneurship. It is a supportive environment for
creativity and new ideas.” Finally, a student said that “the main tenets of a Babson educa-
tion - creation and change - are the main tenets of socially responsible business. This is a
great place to put your vision into practice.”
Net Impact Chapter Leaders:

Jon Rickert
jrickert1@babson.edu
Joshua Polasky
jpolasky1@babson.edu
Survey respondents: 14
12 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs Olin Hall Babson Park, Wellesley, MA 02457-0310 Email: mbaadmission@babson.edu
Bainbridge Graduate Institute
MBA in Sustainable Business
“Bainbridge Graduate Institute is one of only a few MBA programs in North America that is completely focused on environ-
mental sustainability and social responsibility. After meeting the faculty and students, and reviewing the curriculum, I knew AT A GLANCE
this was the place for me. I wasn't interested in pursuing an MBA until I learned about Bainbridge. It matches my values, my
interest in making the world and better place, and my belief that business has a huge role to play in building a better future.”
Full-time MBA students: 98
Curriculum Very active Net Impact members: 10
Somewhat active members: 20
Bainbridge Graduate Institute (BGI) was founded in 2002 with the intention to infuse environmen-
tally and socially responsible business innovation into general business practice by trans- Program strengths: SE, ES, ID, NPM,
forming business education. BGI offers an MBA in Sustainable Business as well as sev- CD, CSR
“The distance learning hy- eral related certificate programs. Our MBA program combines monthly intensives with
brid structure of the program distance learning, allowing students to continue working while completing their MBA in Student activity level: Above average
means that students can either two or three years. Social and environmental themes are incorporated into
continue to live and work every course in the curriculum, which also includes all of the competencies expected Support of social/environmental
where they are, and then of MBA graduates. One student said BGI’s greatest success is the “complete inte- themes:
take one long weekend a gration of social/environmental impact themes into the MBA curriculum. This subject
month to go to a beautiful is not an add-on to the coursework, and social/environmental themes are not found Students: Faculty: Admin:
Pacific Northwest island only in elective classes. Every class has this emphasis built-in to the curriculum. Curriculum: 5/5 5/5 5/5
retreat center…to bond with
an amazing array of faculty Our courses are taught by a committed group of core faculty including Jill Bamburg, Activities: 5/5 4.9/5 5/5
and students.” Lorinda Rowledge and a roster of distinguished visiting professors including Andrea
Larson (Darden), John Ehrenfeld (MIT), John Adams (Saybrook Graduate School), April The chapter in three words: Full of
Atwood (University of Washington), and Héctor Sáez (University of Vermont). potential
BGI also sponsors a monthly Sustainable Business Speaker Series that enriches the curriculum and allows the public to hear Impact members and the student body as a
from leaders in sustainable business. Recent speakers have included: Van Jones, Executive Director of the Ella Baker Center whole for socially responsible leadership?
for Human Rights; Joan Bavaria, President of Trillium Asset Management; and Christine Ervin, former President and CEO of
the United States Green Building Council. The BGI student experience is further enhanced by interactions, both in and out of
the classroom, with our Entrepreneurs and Executives in Residence. These have included Sarah Severn, Director of Corpo- Somewhat
agree
rate Sustainable Development at Nike; Peter Bladin, Vice President and Director of Technology Center, Grameen Foundation;
100% 100%
and David Marsing, former Vice President of the Technology and Manufacturing Group at Intel. 100%
Agree
Student Activities 80
BGI's Net Impact chapter is only about a year old, and we are still in the process of figuring out the right role for Net Impact at 60
our school, since much of the valuable work that Net Impact does in other institutions in raising the profile of social/
Strongly
environmental themes in the curriculum, on campus, and in extracurricular activities is already part of our program. We look a gree
forward to learning how we can share our experiences with other Net Impact chapters and learning about exciting things going 40
on elsewhere that we might be able to incorporate at BGI. We are very proud of our members who represented BGI in the
Leeds/Net Impact Case Competition (fourth place) and the Simon Fraser University Net Impact CESR Challenge 2006 (first
20
place).
From a campus greening perspective, we consider ourselves very fortunate to enjoy two very green campuses. Our monthly 0
NI members All
intensives are held at IslandWood, a LEED Gold Certified environmental education center complete with food waste (cont’d)
Bainbridge Graduate Institute, continued
composting, a Living Machine for wastewater processing, and photovoltaic cells that provide half of the classroom electricity. AT A GLANCE
Our partnership with IslandWood is a great mission fit for us. Elementary and middle school students take part in residential
learning programs there Monday-Thursday; our intensives run Thursday-Sunday. IslandWood's Executive Director is Ben
Klasky, former Executive Director of Net Impact, who has also helped us feel at home there. Career/internship placement:
We also hold orientation, alumni retreats, and occasional classes at Channel Rock, our secondary campus, on Cortes Island • 69% of students described career
in British Columbia. This 140-acre facility operates completely independently from the electric grid, featuring a solar-powered services as helpful or very helpful
computer lab, solar-heated showers, and meals emphasizing produce from the century-old garden. • 78% of students found internships
using both their values and skills;
67% found jobs
Career Services and Alumni
Alumni:
BGI's career services include one-on-one counseling, group workshops, ongoing weekly career development/design confer- 57% of respondents rated their Alumni
ence calls, online job postings, as well as a growing network of alumni and supporters. BGI alumni pursue careers in for- network as helpful or very helpful
profit, nonprofit and governmental sectors, in large organizations, start-ups, and as entrepreneurs; our approach to career
development is supportive of all of those paths. As a young school, our alumni base is still small, but it is very dedicated to Prominent alumni:
connecting current students to opportunities. Our Entrepreneur and Executive in Residence programs have also helped • Kevin Hagen (2005): Program Man-
raise the profile of the school and connect students and alumni to career opportunities. ager for Corporate Social Responsi-
bility, REI
• Erin Gately (2004): Environmental
Reasons to Attend Product Steward, Hewlett-Packard
Bainbridge Graduate Institute is an ideal place for those who are deeply committed to becoming change agents as entrepre- Tim Crosby (2005): Farm to Cafeteria
neurs or leaders in the business and nonprofit worlds. Our hybrid model offers the flexibility that adult learners need to juggle Director, Woodinville Farmers Market
school along with work and family obligations. Our learning community is incredibly strong and supportive--in a recent survey •
of students and alumni, 92% of respondents listed community among the school's greatest strengths; one student wrote,
“[BGI] has a strong focus on building a robust and effective learning community which will serve me well long after I gradu-
To sum it up:
ate.” If you are looking for a place to develop solid MBA skills in a context of social and environmental sustainability, design
Bainbridge Graduate
a career that aligns your work with your values, and become part of a community of individuals on the same journey, BGI
Institute is most fitting
may be the place for you!
for someone who is
interested in attending a
school where students
and faculty are on the
forefront of social/
environmental issues.
Net Impact Chapter Leader:

Karin Borgerson
karinborgerson@speakeasy.net
Net Impact student admissions contact:

aly.tibbetts@bgiedu.org
14 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 284 NE Madrona Way, Suite 124 Bainbridge Island, WA 98110 Email: info@bgiedu.org
Carnegie Mellon University
Tepper School of Business
“This program has a supportive faculty and administration who enables you to create what you want, which is feasible with a
small class. You have an opportunity to really involve yourself with the community if you take the initiative. The resources are AT A GLANCE
there if you have the motivation to seek out opportunity.”

The Tepper School is currently working toward a curriculum that focuses more on social and Student activity level: Above average
environmental impact. While currently there are a limited number of specific classes that
“I knew that Tep- focus on these subjects, there are a number of informal opportunities that present them-
per’s highly quan- selves in the form of seminars, discussions, and debates. We are currently pushing for
more social/environmental courses in the curriculum, and these efforts seem to be well- Support of social/environmental
titative approach received by both students and faculty. themes:
to business would Students: Faculty: Admin:
empower me with MBA Students at the Tepper School have the opportunity to take classes anywhere on
the CMU campus. Departments that may be of particular interest to an MBA applicant Curriculum: 3.4/5 3.9/5 3.6/5
skills to solve real interested in social/environmental impact include: The Center for Economic Development,
world problems.” Institute for the Study of Information Technology and Society, and National Consortium on Activities: 3.6/5 3.3/5 3.6/5
Violence Research. These are all at The Heinz School of Public Policy and Management.
Speaking directly the Tepper’s strengths, one student said “I knew that Tepper’s highly quanti-
tative approach to business would empower me with skills to solve real world problems.” The chapter in three words: Growing,
Collaborative, Energetic
Student Activities Leadership: Does program prepare Net

Impact members and the student body as a
The Net Impact chapter at the Tepper School of Business has a mission to promote the education and understanding of busi- whole for socially responsible leadership?
ness ethics and corporate social responsibility among MBA students and other interested graduate students at Carnegie Mel-
lon University. The chapter, founded in 2004, has established a solid foundation and is poised to build momentum. We have Preparation for socially
established numerous activities to benefit our members and the larger student community including a Speaker Series, a Fac- responsible leadership
ulty Discussion Lunch Series, field trips, community involvement programs (including participating in Net Impact’s Service
Corps), cross-campus collaborations, and conferences. 80%
71% 71%
Somewhat
agree
Career Services and Alumni 60
The Career Opportunity Center (COC) at Tepper does a great job of working with students on their specific goals. While the
center has no formal program for individuals focusing on social/environmental careers, the center does help find relevant con- 40
tacts and events. The center also helps students tweak resumes and provide interview preparation for these career fields. Agree
The school does have funds to supplement nonprofit internships. Few students apply for such funds, and students are usually
20
approved.
Strongly
agree
0
NI members All
Carnegie Mellon University, continued
Reasons to Attend AT A GLANCE

Tepper offers a number of strong academic programs that are of particular use to people interested in having a social/
environmental impact. Two programs that are particularly strong (and relevant) here are entrepreneurship and finance. Our Career/internship placement:
strong finance program is especially helpful to people interested in better allocating resources to be used in social and envi- • 67% of students described career
ronmental improvement efforts. It is also helpful to those interested in pursuing microfinance. Our entrepreneurship program services as helpful or very helpful
is very strong, and does a great deal to support individuals interested in pursuing social entrepreneurship. One thing to note, • 80% of students found internships
as one student put it, is that “since it’s a small program, there are many fantastic opportunities to make a significant differ- using both their values and skills
ence during your two years here.”
There is also a great deal of cross-campus collaboration between our program and other CMU social and environmental pro-
grams, such as the Solar Decathlon and joint initiatives between Tepper and Sustainable Pittsburgh.
Alumni:
network as helpful or very helpful
To sum it up:
Tepper School of Busi-
ness would be most
fitting for someone who
is interested in attend-
ing a school to help
build upon an existing
base of social/
environmental impact
activities with opportunity for significant
growth.

Nicole Smith, nicolesm@andrew.cmu.edu
Adil Wali, adil@cmu.edu

Nicole Smith, nicolesm@andrew.cmu.edu
16 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs Tepper School of Business, 5000 Forbes Avenue, Pittsburgh, PA 15213 Email: mba-admissions@andrew.cmu.edu
Columbia University
Columbia Business School
“Columbia is an incredible program that combines academic rigor with a wide student support base to bring speakers, men-
toring, events, and alumni to interested students. We provide support for internships and loan assistance after graduation. AT A GLANCE
The number of students coming to Columbia specifically for this program grows each year! Finally, we are in NY, which
means you are close to people working in every field of social enterprise - international development, nonprofit management,
CSR, education, and many more .” Full-time MBA students: 1400
Very active Net Impact members: 50
Curriculum Somewhat active members: 150-300
Program strengths: SE, CSR, ID

In general, there are quite a few courses devoted to social enterprise and students may select a formal Social Enterprise Con-
centration. The Columbia Business School (CBS) program has chosen to concentrate on quality over quantity, selecting a
Student activity level: Above average
finite number of high impact courses to offer instead of a laundry list that can occupy a student's entire elective schedule with-
out much additional value. The student body is happy with this, in part because we know that the faculty is incredibly receptive
to requests when they arise. Support of social/environmental
themes:
A selection of courses includes:
Students: Faculty: Admin:
a. Foundation Electives: Social Entrepreneurship (SE), Board & Executive Management of Nonprofits (SE), Business in Soci-
ety (SE), Modern Political Economy. Curriculum: 3.2/5 3.8/5 4/5
b. Finance: Finance & Sustainability, Project Finance
c. International: The Private Sector and International Development, International Business Strategy, Private Equity and Entre- Activities: 3.7/5 3.8/5 4.1/5
preneurship in Emerging Markets, Globalization and Markets, Transnational Business and Human Rights
d. Other: Education Leadership Consulting Lab, Marketing Arts, Culture and Education (http://www2.gsb.columbia.edu/
socialenterprise/academics/courses/) The chapter in three words: Strong,
Engaged, Momentum
All courses, including the first-year core curriculum, contain an element of the "Individual, Business, and Society" (IBS) Cur-
riculum. The idea of IBS is to intertwine an element of business ethics and CSR into all courses for one or more full class ses- Leadership: Does program prepare Net
sions. For more information: (www.gsb.columbia.edu/leadership/curriculum/). Impact members and the student body as a
whole for socially responsible leadership?
CBS students may also take up to six graduate credits externally from the Schools of International and Public Affairs, Urban
Planning, Law, and Teacher's College. Preparation for socially
Notable faculty members in areas of special interest to Net Impact members include Ray Horton (SE), Geoff Heal (CSR), Ray 100%
94%
Fishman (ID, CSR), Suresh Sundaresan (MFIs), and Cathy Clark (Social Entrepreneurship).
80
Student Activities Somewhat
agree
65%
The Social Enterprise at Columbia continues to grow to gain momentum. The Social Enterprise Club (Net Impact Chapter) is 60
one of the biggest clubs on campus. We work with the SEP and other student groups to offer numerous events each year,
including: Annual Social Enterprise Conference, Annual Catskill Mountain Retreat, speakers (such as Joan Bavaria of Trillium
Asset Management), Social Enterprise Career Supercharger, corporate visits (to Ben & Jerry's, Seventh Generation), and 40 Agree
more.
20
The "Individual, Business and Society" curriculum discussed above features extracurricular events for students including high Strongly
agree
profile speakers from organizations such as Citigroup, Gap and Generation Investment which are devoted to the topic of CSR
and business ethics. Students are enthusiastic, open, and creative in their drive to promote social enterprise issues on cam- 0
NI members All
pus.
Columbia University, continued

Resources for non-traditional career searches are out there and growing, but students must make an effort to take advantage
of their full value. Career/internship placement:
Two staff members from Career Services are devoted to supporting the Social Enterprise Program. We have panels each • 21% of students described career
semester geared toward demystifying the non-traditional career search, and our Supercharger event brings in alumni and services as helpful or very helpful
professionals to advise students on the process; however, the majority of interest from the student body, and therefore atten- • 91% of students found internships
tion from Career Services, is still geared toward traditional careers (i.e. consulting and banking). Additionally, the Net Impact using both their values and skills
alumni pool is growing, and the core group is very supportive of students.
There are two funds designed to support students with summer internships at nonprofits and for-profit social ventures. Both
match or supplement salaries offered by the organization up to about $6,000. Columbia’s Loan Assistance Program helps Alumni:
graduates in the public and nonprofit sector repay MBA loans. 50% of respondents rated their Alumni
Administration Support Prominent alumni:
The school has adopted Social Enterprise as one of its major growth initiatives for the next year. • Rebecca Thomas (2004): Nonprofit
Finance Fund
The Dean is committed and the faculty is outstanding and supportive. The Social Enterprise Program, under the leadership • Noha Waibsnaider (2002): Peeled
of Prof. Ray Horton, has three full-time, devoted administrators who provide students with a great amount of support. The Snacks
chapter has just created a new officer level position devoted to prospective students and is working with Admissions to • Paul Guenther (1964): New York Phil-
streamline the process for getting information on social enterprise to interested applicants. harmonic
Reasons to Attend To sum it up:

Columbia Business
School will be most fit-
Think about what an MBA can mean for you in the field of social enterprise. Nonprofits, for-profit
ting for someone who is
social ventures, international development groups/microfinance, and start-ups all need finan-
interested in refining and
cial, managerial, and operational leadership. As a larger school (700 per class), you have a
“There was wide sup- growing a mostly socially
high variety of people and interests; one student wrote, “[Columbia’s greatest success is]
port and activity across aware program and stu-
providing a lot of opportunities for students interested in different areas…and there is
the administration, fac- dent body.
also a growing interest in international issues.”
ulty and students. I
didn't want to go to an Columbia has a very strong finance reputation and is located in the best networking city
MBA program that just in the world. You will come out with strong technical abilities, fantastic connections to Net Impact Chapter Leader:
had a student club big business and capital markets, and international exposure second to none. In addi- Greg Zumas
dedicated to social tion, the school is developing an exceptional management/leadership reputation, and the GZumas07@gsb.columbia.edu
enterprise.” offerings in entrepreneurship and social enterprise are getting stronger each year. Stu-
dents also love being in New York City! Net Impact student admissions contact:
Victoria Hess
vlh20@columbia.edu
18 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 3022 Broadway, Uris Hall, Room 216, New York, NY 10027 Email: apply@gsb.columbia.edu
Cornell University
The Johnson Graduate School of Management
“I knew that I could make the experience what I wanted and needed it to be. Johnson is very flexible and small so I had the
faculty contact and support to pursue my goals. My expectations have been exceeded by far. There is no better place to be AT A GLANCE
to study sustainable enterprise!”

The strength of the Johnson School curriculum is that there are a significant number of classes regarding business opportuni- Somewhat active members: 100
ties and strategies relating to social, environmental, ethical, political, and international issues. Many of these courses are af-
filiated with the Center for Sustainable Global Enterprise (www.johnson.cornell.edu/sge), which was endowed by the late Program strengths: SE, ES, CD, CSR,
Samuel C. Johnson to "enhance students' understanding of global sustainability and prepare them to ID
be leaders of ethical, equitable and economically and environmentally sustainable enterprises."
Further, Johnson students may take up to 25% of their coursework outside the business school, Student activity level: Above average
“Cornell University and Cornell University has an enormous range of classes available on any topic imaginable.
Students can find courses at Cornell in everything from agriculture business chains to solar Support of social/environmental
allows our students energy to political science to development economics to ecology. The most difficult part is themes:
to pursue any and deciding which of the numerous options to choose. The Johnson School Net Impact chap-
every aspect of ter has prepared a document highlighting relevant courses at Cornell University for students Students: Faculty: Admin:
interested in these issues; the document is available during orientation or on our website Curriculum: 3.9/5 4.1/5 3.9/5
sustainability to its
(http://forum.johnson.cornell.edu/students/orgs/netimpact/).
fullest based on Activities: 4.2/5 4.3/5 4.1/5
their interests.” One of the unique aspects of the Johnson School curriculum is the immersions, which are
done in the second half of the first year. Immersions replace lecture and case-based training The chapter in three words: Leader-
with integrated, experiential, reality-based learning. Students solve real problems under intense ship, Energy, Vision
time pressure and are often evaluated as they would be on the job. This year, a new immersion in
Sustainable Global Enterprise was introduced in which students are working on real projects with companies that are facing Leadership: Does program prepare Net
unique social and environmental issues. For example, one project is developing a business plan for a distributed energy de- Impact members and the student body as a
vice to be sold in Rwanda and another project sent the students to Cape Town to work with a fruit exporter that is shifting its whole for socially responsible leadership?
sourcing strategy in response to post-apartheid government policies.
Social/Environmental issues do come up in the core curriculum, primarily in economics, finance, accounting, marketing, and responsible leadership
managing organizations, but there is no core class specifically focused on these issues. Overall there is significant room for
improvement and incorporation into the core curriculum. There has been discussion both among students and faculty about 100%
93%
incorporating elements more fully, but there has not yet been a major push. Given Cornell's strength in Sustainable Global
82%
Enterprise it seems likely that this will occur in the coming years. 80
Stuart Hart is the most well-known of the faculty at the Johnson School in regards to Sustainable Global Enterprise. He is Somewhat
60 agree
widely sought out by top business leaders. Students have a chance to meet these leaders when they come through campus.
Agree
20
There are many opportunities for Net Impact members to get involved in the Johnson School community. The Net Impact
Strongly
Chapter was established three years ago and is building momentum. The chapter is focused on being the professional club agree
for students interested in integrating Net Impact’s core values into their future careers. We specifically seek to leverage the 0
NI members All
vast resources of Cornell, including the Center for Sustainable Global Enterprise, to increase member exposure to (cont’d)
Cornell University, page 2
(cont’d) events on campus. Key Net Impact events from the past year included a symposium (Capitalizing on Innovation, co-
sponsored by the Entrepreneurship and Private Equity Club), career fair/panel discussion, speakers, and networking break- AT A GLANCE
fasts/lunches with professionals. Beyond Net Impact, the Student Council sponsors a school-wide community service day in
which most of the student body, faculty, staff and many significant others participate.
Career/internship placement:
There are numerous Johnson School clubs that share Net Impact values, including: • 56% of students described career
• Community Impact: conducts volunteer activities and Community Consulting, raises money for a local nonprofit and a services as helpful or very helpful
nonprofit summer internship stipend through a Charity Auction • 100% of students found internships
• Microfinance Club: hosts speakers and a movie showing, is establishing a microfinance fund on campus using both their values and skills;
• Big Red Ventures/Big Red Incubator: works with start-up companies as a VC fund and consulting group 83% found jobs
• Energy Club
• Camp $tart-up: encourages entrepreneurship through a summer program for young women
• Various international clubs
Alumni:
• Associate Real Estate Council: develops and promotes Cornell’s contact with the real estate industry by hosting guest
lecturers, promoting student research, and organizing trips to industry seminars, conferences, and current development
projects
• Ethics Action Group: seeks to strengthen the understanding of, commitment to, and integration of integrity, respect, mu-
tual trust and ethical practices into everything we do throughout the Johnson School, Cornell and our future careers
Prominent alumni:
The greater Cornell community also has numerous organizations such as the Sustainable Enterprise Association, Engineers
• Justin DeKoszmovszky (2006): Stra-
for a Sustainable World, Renewable Energy Society, Greens, Kyoto Now!, Society for Natural Resources Conservation, and
tegic Sustainability Manager, S.C.
Solar Decathlon. In addition, there is a Sustainability Hub that serves as a meeting place for students, faculty, staff, and or-
Johnson
ganizations focusing on campus and global sustainability.
• Andy Dijkerman (1985): CEO, The
Emerging Markets Group
Career Services and Alumni • Kevin B. Thompson (2003): Program
Manager for Corporate Citizenship,
There are numerous resources for Net Impact members to use in pursuing careers that support their values. The Career IBM
Management Center (CMC) supports the job search in a very personalized manner due to the small size of the school. One
student wrote, “Because of the small size of the program, people really get to know what individuals are looking for, and
know who to direct incoming opportunities to.” There is one staff member who supports the efforts of our members very
closely, assisting with corporate outreach, alumni outreach and job search strategy. In the fall, there are two career work To sum it up:
groups led by second year mentors dedicated to nonprofit, nontraditional and sustainable jobs. Companies that cannot travel Cornell University John-
to campus for recruitment are able to reach students through correspondence job postings. son Graduate School of
Management consists of
The Center for Sustainable Global Enterprise (CSGE) supports students by leveraging its contacts to generate internships students and faculty that
within the sustainability space. Students in the immersion program participate in projects with companies that often lead to who are the forefront of
internship opportunities. Through the work of the center, Cornell has established itself as one of the preeminent institutions social and environmental
in the sustainability field. It has close ties with numerous companies, including those participating in the Base of the Pyramid issues.
Initiatives.
Net Impact organized a career forum and discussion panel that accompanied the annual symposium. This had the full sup-
port of CSGE and the CMC. In addition, most CMC-sponsored events included representation (alumni, speakers or second
year students) from non-traditional fields. Access to alumni is strong, though more work needs to be done to specifically
identify alumni aligned with the interests of Net Impact. The CMC and CSGE are aiding Net Impact to identify, track and
reach out to alumni working in related fields. (cont’d)
Cornell University, page 3
A nonprofit internship stipend is available through Community Impact, using funds raised during its annual Charity Auction.
The Johnson School offers the Weil Fellowship, a loan forgiveness program, to alumni who are engaged in a viable entrepre- AT A GLANCE
neurial endeavor. There is currently no loan forgiveness program in place for nonprofit careers, but there are students work-
ing on establishing a fund for one.
Finally, students are able to leverage career resources from the greater Cornell community. These include career centers at Net Impact Chapter Leaders:
other schools, job fairs and the full university alumni network. Kate McGinnis
mkm43@cornell.edu
Administration Support Dan Zook
Net Impact-related issues, and sustainable business in particular, are a key focus of the Johnson School that are recognized dlz5@cornell.edu
in words and actions by both the Dean and the Director of Admissions. The faculty generally recognize this area as a
strength of the Johnson School. In the Johnson School Five Year Plan, one of the five key initiatives is to develop centers of
research, learning, and practice, of which the Center for Sustainable Global Enterprise is a focus. The vision for the Johnson
School is to, "be known as the premier, Ivy League general management school that produces leaders as catalysts - people
who create, transform, and sustain successful organizations in a very dynamic world” by 2009.
Beyond the Johnson School, Cornell University has recently launched a university-wide platform called "Sustainability in the
Age of Development." There is an ongoing faculty effort to drive a more coordinated effort across the campus – essentially a
multi-disciplinary effort that will lead to more collaborative research and learning on campus in this area. Cornell’s depth and
breadth of learning facilitates this process given the large number of disciplines of study on campus
The Johnson admissions office values students with "Net Impact" interests, and students should emphasize their interest and
experience in this area. The Johnson School offers 25 full tuition scholarships plus living stipends in the form of the Roy H.
Park Leadership Fellowship to "develop and inspire the next generation of world class leaders through an experience based
leadership program that is grounded in self-awareness and interpersonal mastery and manifests in an enduring legacy of
service." Candidates are selected based on commitment to socially responsible business, leadership potential, past aca-
demic achievement, and professional and personal life achievement.
Net Impact receives annual funding from the Johnson School, and it is not difficult to apply for additional funding as special
events occur. Students have applied for and received funding for international study tours, socially responsible investment
funds, conferences, and case competitions. Facilities are also readily available for meetings and events. The administration
is very receptive to ideas from not only Net Impact, but also the general student body. As a small school, students take a
very active role in developing and shaping the Johnson School experience for themselves and for future students.
Reasons to Attend
In considering the Johnson School, an applicant should have a close look at the Center for Sustainable Global Enterprise
and speak to students who are involved in the sustainable global enterprise immersion program. The broader resources of
Cornell University should be considered, as there are course offerings and research in any field imaginable and Johnson
students have a large degree of freedom in customizing their experience around their specific interests. Applicants should
also look at the Park Leadership Fellowship, which offers 25 full tuition scholarships to leaders with a commitment to social
responsibility. Finally, the applicant should realize that the Johnson School is increasingly recognized as one of the top pro-
grams for MBAs with a commitment to sustainable enterprise and thus will be surrounded by peers who are enthusiastic and
engaged in these important issues. One student summed it up by saying, “Johnson is the type of place where you can make
a real impact as a student. You are encouraged to take risks and be a leader. There are numerous activities, workshops, Survey respondents: 30
alumni, resources and faculty to find innovative ways to meet your social or environmental initiatives/objectives.”
21 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs Office of Admissions and Financial Aid, 111 Sage Hall, Ithaca, NY 14853 Email: mba@cornell.edu
Duke University
Fuqua School of Business
“Fuqua is an incredible school! The entire school - not just the social impact club - is interested and actively developing skills
in leadership, ethics, and teamwork. Furthermore, it is truly a student-run school. Change happens from within. I knew that AT A GLANCE
the learning opportunities would stem not only from the classroom but also from my own ideas and those shared by my
peers.”
Somewhat active: 150
The primary social sector curricular focus at Fuqua is in social entrepreneurship. This follows the philosophy that social entre-
preneurs are the driving force behind systemic change throughout the world, and that business leaders need to understand Program strengths: SE, ES, CD, CSR,
the power of innovative ideas and alternative approaches to creating societal wealth and benefits. Fuqua has made a consid- NPM
erable institutional investment to develop the Center for the Advancement of Social Entrepreneurship (CASE), which works
closely with our Net Impact Chapter, the Social Impact Club (SIC), to support curricular, career and student development. Student activity level: One of program’s
most active clubs
Professor Greg Dees is nationally renowned for his thought leadership in the field of social entrepreneurship and leads a class
on this topic. A new course in nonprofit management was introduced this year and is taught by CASE Managing Director Beth Support of social/environmental
Anderson. Details are being finalized to add a social sector marketing and strategy course to the 2006-2007 curriculum. An- themes:
other exciting addition will be a Global Academic Travel Experience (GATE) class focused on the social sector in India; stu-
dents will spend six weeks studying social entrepreneurship in India and almost two weeks meeting social entrepreneurs in
the field. Fuqua also has a strong mentored internship program for all students, and CASE works with the SIC to cultivate Curriculum: 4/5 4.2/5 4.2/5
opportunities for students to work with local social sector organizations and receive course credit.
Activities: 4.4/5 4.2/5 4.5/5
The commitment to social and environmental ethics and innovation extends through the entire
Fuqua curriculum. Students are given great flexibility to tailor their MBA, and many of the The chapter in three words: Innovative,
“Fuqua has put tremendous entrepreneurship, finance, marketing and operations classes complement the goals and Engaged, Empowering
resources towards building a
learning center that focuses on
studies of students pursuing social sector careers. Additionally, students have access
to classes at the Sanford Institute of Public Policy, the Nicholas School of the Environ- Leadership: Does program prepare Net
issues surrounding ethical lead-
ership and social entrepreneur- ment, and at Duke Law; many students even choose to pursue dual degrees. Impact members and the student body as a
ship…the Center for the Ad- whole for socially responsible leadership?
vancement in Social Entrepre- From the perspective of student life, the SIC has been very effective in collaborating
neurship [CASE] is Fuqua's with the MBAA (Fuqua student government) to institute social responsibility and sus- Preparation for socially
think-tank for the study of social responsible leadership
entrepreneurship and it is led by
tainability as a principle for all student-led clubs and has provided much of the ideas
100%
Greg Dees, one of the most and energy for advocacy with the Dean’s office to increase the acceptance of these con- 100%
influential thinkers in the field.” cepts in the curriculum. The impact of these activities is evident in everything from clubs Somewhat 86%
using green procurement strategies for events and materials to social sector issues being agree
80
incorporated into a variety of symposia and conferences hosted at Fuqua.
Agree
The values of social innovation, responsible decisions and strategies, and ethical leadership are widely accepted tenets of 60
Team Fuqua. We feel fortunate to have the support of the Dean, faculty and other student leaders as we continue to grow this
movement. 40
Strongly
agree
The Social Impact Club (SIC) was formed three years ago as a consolidation of three different clubs: Net Impact, Business 0
NI members All
and Environment, and Community Involvement. These were all well-established, and the last three years have (cont’d)
Duke University, page 2
allowed us to leverage the strengths of our diverse membership. To meet the differing needs and interests in this "big tent,"
we have three guiding principles for the SIC. The SIC: (1) connects the Fuqua community with social innovators and thought AT A GLANCE
leaders through a series of speakers and events; (2) offers students the opportunity to employ their business skills to affect
the triple-bottom-line (social, environmental, financial) of citizen sector organizations; and (3) assists Fuqua in developing
top-line leaders for social enterprises and mission-driven organizations.
Our speakers and events series has added incredible value to the Fuqua community. Recent luminaries to speak at Fuqua • 83% of students described career
include Muhammad Yunus, Wendy Kopp, David Bornstein, Tom Tierney and Ami Darr. We find these events not only inspire services as helpful or very helpful
our core membership but draw in students from all sectors of Fuqua. Additionally we host a series of brown-bag lectures and • 100% of students found internships
off-site visits with local citizen sector organizations that add to the dialogue. Last fall we hosted a screening of the PBS "New using both their values and skills;
Heroes" documentary to spark new discussions on social entrepreneurship. This spring we hosted a regional symposium 86% found jobs
called "Footprints," a non-traditional educational conference using debates, interactive breakouts, and traditional panels to
integrate professionals – no matter their field – into the social fabric of our society both professionally and personally. The
Business & Environment side of the club does many activities (speakers, case competitions, company visits) that link with Alumni:
other clubs at Fuqua and the Nicholas School of the Environment as well. 89% of respondents rated their Alumni
For community involvement we seek to balance between meeting the volunteer needs of local organizations and providing
opportunities for students to create their own programs, applying their learning to the benefit of other organizations. Our an-
nual Day in Durham kicks off the school year and introduces new students to numerous community organizations. The Fu- Prominent alumni:
qua on Board program, coordinated by CASE, links students to area nonprofit boards for year-long consulting projects. SIC • Robert P. Hargreaves (2003): Sr.
is constantly expanding student involvement in external consulting projects, with many successes this year: a team working Manager of Strategic Planning for
with the World Bank on AIDS education and prevention in Africa, improving local education outcomes with Junior Achieve- the Public Broadcasting Service
ment, and sponsoring a Habitat-for-Humanity home. (PBS)
• Keith Artin (1999): COO of TROSA
One MBA commented “we worked hard this year to increase our programming - hosting a large event in the fall and a social (Triangle Residential Options for
impact symposium in the spring. The visibility of the social impact club is increasing as are the attendance at all events. So- Substance Abusers, Inc.)
cial/environmental impact themes in academia and in extra-curricular activities are on the rise at Fuqua!” • Gordon Lefevre (1994): Vice Presi-
dent, Finance and Accounting, Insti-
Career Services and Alumni tute for OneWorld Health
Fuqua has a strong Career Management Center (CMC); its commitment to students with social interests is visible and solid.
The CMC has a dedicated advisor for career counseling in this area and also selects second-year Career Fellows with citizen To sum it up:
sector expertise and interests. These students provide additional support with cover letters, resumés and mock interviews. The Fuqua School of
Additionally, the SIC works with local alumni, the CMC and CASE to provide seminars, workshops, and career planning pan- Business would best ac-
els to benefit those seeking work in the citizen sector. Workshops and panels cover all areas of the citizen sector from cor- commodate someone
porate responsibility to traditional nonprofit organizations. In addition, job listings from the MBA nonprofit connection, among who is interested in build-
other sources, are posted to the school’s internal career management tool. CASE also cultivates Fuqua-specific internship ing upon an existing base
opportunities for students. of social/environmental
impact activities with op-
SIC organizes a week-long career trek to a major city every year for students to visit nonprofits, witnessing their management portunity for significant
and operations. This year’s trek focused on Washington, DC. Driven largely by student interest, entrepreneurial nonprofits growth.
and international development agencies were visited, including Ashoka, College Summit, Global Giving, KaBOOM!, USAID,
The World Bank, Inter-American Development Bank, Chemonics, Development Alternatives International, Share Our
Strength, and Community Wealth Ventures. The key to success was advanced planning and CASE’s large network of social
sector leaders.
Duke University, page 3
Fuqua also has some of the most generous financial support for students committed to working in the social sector, and is
committed to attracting top talent: AT A GLANCE
a) CASE offers a Social Sector Scholarship, which provides two students with two years of financial support worth $25,000.
b) The Fuqua Loan Forgiveness program gives significant assistance to first and second-years and is one of the (cont’d)
Tom Mitchell
most generous and comprehensive in the MBA community (http://www.fuqua.duke.edu/centers/case/students/
tom.mitchell@fuqua.duke.edu
financialaid.htm#loan).
c) Fuqua and CASE provide two funds to supplement social sector summer internships.
Tim Scheu
tim.scheu@fuqua.duke.edu
Administration Support
mnash@duke.edu
One student told us that “Fuqua’s greatest success in the social impact area comes from the partnerships between the stu-
dents, the faculty, and the administration.” The administration is very supportive of our chapter. The Dean of the Daytime
MBA program has worked closely with the MBA Association at Fuqua to make sustainability and social responsibility core
values that should be embraced by the school and all student organizations. The Social Impact Club is seen as a vital re-
source of information and leadership in this arena. Both the Dean of Fuqua and the Dean of the Daytime program attend key
club events and receive important thought leaders in Social Entrepreneurship.
More importantly, Fuqua established CASE to both research and explore the field of social entrepreneurship but also to work
actively with students interested in pursuing a professional path in the social sector and other mission driven organizations.
Fuqua’s intent in recruiting Greg Dees and establishing CASE was to strengthen its ability to develop future leaders in the
field.
Reasons to Attend
Fuqua is a welcoming place for students with different levels of interest in social/environmental themes. First and foremost, it
is an incredible MBA program that develops well-rounded and thoughtful leaders in many fields. Perhaps the greatest ad-
vantage for SIC members is the institutional support from CASE, the Career Management Center and the SIC leadership.
CASE continues to grow and is very responsive to student interests. One student said, “ the Center for Advancement of So-
cial Entrepreneurship (CASE) puts Fuqua on the cutting edge of a field that's revolutionizing the Social Sector.” Students
seeking to be involved with SIC and CASE will receive great personal attention and guidance on how to best leverage their
MBA experience with their interests in the social sector.
One MBA commented that applicants “will be greatly impressed by the students, faculty, resources, and other opportunity at Survey respondents: 42
Fuqua. I wish there were more time in the day to take advantage of everything that is going on here.”
24 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs Fuqua School of Business, Duke University, 1 Towerview Drive, Durham, NC 22708-0104 Email: admissions-info@fuqua.duke.edu
George Washington University
School of Business
“The environmental policy and management program not only provides students will an excellent curriculum, but the re-
sources that the professors bring into the classroom (politicians, environmentalist, individuals working for non-profits) are AT A GLANCE
outstanding.”

George Washington's (GW) core MBA curriculum is just beginning to incorporate social/ Program strengths: ES, CSR, ID, NPM
environmental impact themes, at the request of Net Impact Officers and members. Overall
the faculty has been receptive to incorporating such themes and speakers into classes and Student activity level: Average
“The George Washing- GLOBE events. The GLOBE (Global Leadership of Business Enterprise) Program is a
ton University School of series of co-curricular presentations, workshops and off-site visits that are scheduled
Business ranks sixth in throughout the academic year. This semester, our Information Systems class included Support of social/environmental
a listing of the top 30 an entire lecture on the social, ethical and environmental implications of information sys- themes:
global M.B.A. programs, tems and technology.
released by Beyond Students: Faculty: Admin:
Grey Pinstripes (and There are countless Net Impact-oriented electives at GW such as NGO Strategy & Sus- Curriculum: 3.8/5 3.6/5 3.7/5
third amongst U.S. MBA tainability, Strategic Environmental Management, Sustainable Tourism, and many, many
Programs).” others. It is easy to craft an individualized concentration (with a name of the student’s Activities: 3.6/5 3.7/5 3.8/5
choice) based upon the courses taken. One student wrote, “GW’s program is at the cutting
edge of the issues, pushing practical application of ideas learned in class to take one into the
corporate/NGO world.” The chapter in three words: Social,
Active, Expanding
Students in the GW MBA program may take electives in any other school within GWU and also have access to the DC-area
University Consortium, which includes the following universities: American University, Catholic University of America, Gallau- Leadership: Does program prepare Net
det University, George Mason University, Georgetown University, Howard University, Marymount University, Southeastern Impact members and the student body as a
University, Trinity College, University of the District of Columbia, and the University of Maryland—College Park. GW also of- whole for socially responsible leadership?
fers a joint MBA/JD degree with the GW Law School, as well as a joint MBA/MA degree with the Elliott School of International
Affairs. Preparation for socially
There are a number of GW faculty that are leaders in the social/environmental impact theme areas; however, the most active 100%
is Dr. Mark Starik, who also happens to be the Net Impact Faculty Advisor. Dr. Starik is the Department Chair and Professor
of Strategic Management and Public Policy (SMPP) in the GW School of Business. He is directing the GW SMPP Environ- 80%
mental and Social Sustainability Initiative (ESSI) and serves as the President of Sustainability Now! Dr. Starik also leads an 80
annual summer study abroad program in British Columbia, Canada. The program is entitled "Sustainable Communities and Somewhat
agree 60%
Organizations" and enables MBA students to gain international management experience. Another notable professor is Dr. 60
Don Hawkins who leads a sustainable tourism study abroad/consulting practicum in a different exotic international location
each summer. Dr. Hawkins received the first World Tourism Organization (WTO) Ulysses Prize for individual accomplish- Agree
ments in the creation and dissemination of knowledge in the area of tourism policy and strategic management in 2003. He 40
coordinated the WTO Tourism Policy Forum at GW, which focused on using tourism as a development assistance strategy for
Lesser Developed Countries, and he received the WTO Themis Foundation Science Fellow Award. 20
Strongly
agree
0
NI members All
George Washington University, page 2
Student Activities AT A GLANCE

The GW Net Impact chapter started as the Socially Responsible Business Club in the mid 1990's. It went through a number
of name changes before officially becoming a Net Impact chapter in 2002. The chapter is building momentum, is well-known
throughout GW's full-time MBA program, and is beginning to be known in other GW programs. The GW Net Impact chapter Career/internship placement:
is involved in Service Corps and also aims to have at least one community service event each academic year. This year we • 25% of students described career
held a campus cleanup event, then brainstormed ideas for improving campus recycling education and awareness. We also services as helpful or very helpful
designed a recycling bin prototype which will hopefully be implemented on campus. Our Vice President of Environmental • 57% of students found internships
Initiatives, our faculty advisor, and a number of other students have been involved in talks with the GW administration to en- using both their values and skills
courage the creation of a green roof on campus.
Net Impact often co-sponsors events and happy hours with other clubs, such as the MBA Association. Last semester we
had a Social Marketing Speaker Panel and a Socially Responsible Investing Panel that we co-sponsored with the Marketing Alumni:
Club and Finance Club, respectively. In addition, we will begin working with the School of Law, Elliott School of International 18% of respondents rated their Alumni
Affairs, and the School of Public Policy to encourage student participation and membership, as these GW schools offer a network as helpful or very helpful
number of concentrations and coursework in social/environmental issues.
Social/environmental issues were not really addressed during the 2005 first-year orientation; however, the current Net Impact
board will be actively involved in planning activities for the upcoming 2006 orientation to ensure these issues will be ad- Prominent alumni:
dressed.
• Howard Tsai (2005): Information
Technology Specialist, EPA
Net Impact is greeted with many different types of reactions at GW, depending upon the person - enthusiastic, indifferent, or
perplexed. Many people are unsure of what Net Impact is, and we are trying to change that. • Tony Borck (2005): Investment Ana-
lyst, Global Environment Fund
• Carl Schlemmer (2005): Business
Career Services and Alumni Analyst, US Department of the Inte-
rior
GW has a vast alumni network and is centrally located amongst a hotbed of social, environmental, international, and govern-
mental organizations. As a result, there are plenty of opportunities and resources for students to pursue. One student said,
“we have an excellent course offering and being in DC we have the most environmentally-based internship opportunities
available in the US.” The school is extremely collaborative in every aspect, and most students and alumni will go out of their
way to help individuals find internships or jobs and expand their networks. The GW Graduate Career Center provides ac- To sum it up:
cess to the alumni network; however, most of their resources are currently focused on the more traditional MBA employment The type of person that
and internship opportunities such as consulting, finance, marketing, etc. would most enjoy
George Washington
The GW Net Impact Chapter Board encourages use of the Net Impact Online Career Center and has worked with the GW University is someone
Net Impact faculty advisor to create a Sustainability Career Fair & Workshop. The GW Net Impact Board has recently initi- who is interested in
ated a competitive fund to assist students who accept unpaid summer internships that are aligned with Net Impact's mission building upon an exist-
and values. Only in its first year, we were able to provide funds to two students, and we will continue to raise funds to in- ing base of social/
crease the number of students supported annually. environmental impact
ac activities with oppor-
tunities for significant
Administration Support growth.
There are a number of key faculty and administration members at the GW School of Business such as the Director of the
Strategic Management & Public Policy Department, the Ethics Chair, and one of the business school’s deans that have pro-
vided funds for Net Impact events, case competitions, and general budgetary needs. One of the GW Business (cont’d)
George Washington University, page 3
School’s Deans agreed to match up to a certain amount of funds raised for our GW Net Impact unpaid internship fund. The
university provides meeting facilities for Net Impact Events and other student clubs for free. AT A GLANCE
Reasons to Attend Net Impact Chapter Leader:

Merove Heifetz
The George Washington University School of Business ranks sixth in a listing of the top 30 global M.B.A. programs, released merove@gwu.edu
by Beyond Grey Pinstripes (and third amongst U.S. MBA Programs). The ranking measures the extent to which business
schools equip students with an understanding of the social, environmental, and economic perspectives of global business.
This is the fifth time the GW School of Business has been recognized in the report.
One student commented that “the program is very diverse: nearly 50% international and 50% women.”
GW's Real Estate and International Business curricula and faculty are well-known and respected and provide a great venue
for students interested in green buildings and international development. GW's finance program is also quite strong and of-
fers a class that enables students to manage a real portfolio of investments; students interested in microfinance would do
quite well here. Finally, GW has one of the few tourism graduate programs in the world with a number of courses offered in Survey respondents: 15
sustainable tourism. Given GW's breadth of course offerings, flexibility in individualizing MBA concentrations, central loca-
tion, and growth potential of the Net Impact chapter, GW is a great venue to pursue a socially and environmentally conscious
education and career. We have an excellent course offering and being in DC we have the most environmentally-based in-
ternship opportunities available in the US
27 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 710 21st Street, NW, Suite 206, Washington, DC 20052 Email: mbaft@gwu.edu
Georgetown University
McDonough School of Business
“Geographically Georgetown is in a prime location for professional development. Academically I have never seen a more
committed student body and our faculty is extremely engaged and supportive. And I have honestly never been around more AT A GLANCE
like-minded people. All of these factors combined make Georgetown an excellent place to learn.”

McDonough School of Business (MSB) operates on a module system, with four modules per academic year. This system Somewhat active members: 90
exposes students to a wide array of classes, as we take 20 classes per academic year. The first year consists of 18 required
core courses and two elective options, while the second year consists of two required courses and 18 elective options. Stu- Program strengths: SE, ID
dents have the ability to build their own focus through both MSB electives and classes offered through other Georgetown
graduate programs, such as the School of Foreign Service, the Law School and the School of Public Policy. Student activity level: Above average
The core curriculum has two classes that directly relate to the interests of students seeking socially responsible classes: Eth-
ics and Business & Government. Other core classes such as International Business, Organizational Behavior, Strategy, and Support of social/environmental
Managerial Communication consistently thread socially responsible cases into the course content. This year's Net Impact themes:
Sustainability VP has been working with faculty to bring specific environmental cases into the curriculum. Students: Faculty: Admin:
The flexibility of MSB's module system creates extensive opportunities to explore the electives offered both within the Busi- Curriculum: 4/5 3.9/5 3.7/5
ness School and in the graduate programs mentioned above. Some favorite courses that pertain directly to students inter- Activities: 4.4/5 4.2/5 4.2/5
ested in socially themed classes include: Social Marketing, Community Reinvestment, Nonprofit Consulting, Social Enterprise,
Current Issues in Social Responsibility, Public Private Partnerships (School of Foreign Service), Poverty and the Social Safety
Net (School of Public Policy), Government/Management Nonprofits (School of Public Policy).
The chapter in three words: Dynamic,
Respected, Beneficial
Georgetown's Washington DC location certainly lends itself to attracting professors that are highly involved and connected to
the nonprofit/government sector. Currently, William Smith, Vice President of Advertising Education Development, is an ad-
junct professor teaching Social Marketing. Les Silverman of McKinsey Consulting is helping to create a new class for next Leadership: Does program prepare Net
year in Nonprofit Consulting that will allow students to partner with organizations such as the United Way, the American Red Impact members and the student body as a
Cross, the Environmental Protection Agency, etc. Additionally, Professor Alan Andreasen is extremely well-known and re- whole for socially responsible leadership?
spected for his work in Social Marketing and is an excellent resource for students. The faculty support for Net Impact-themed
classes and the connections that these faculty members provide is invaluable to the Georgetown student body. responsible leadership
MSB does have an International Business Development Certificate that is extremely popular among students interested in 100%
90%
emerging markets. Students apply to be accepted into this program in the middle of their first year and then take a majority of 85%
their electives with candidates in the School of Foreign Service and School of Public Policy. Approximately 20 students per 80
year are accepted into the International Business Development Program. Somewhat
agree
60
Student Activities
40 Agree
As with the majority of business school programs, MSB students consistently juggle academics, job searches, and organiza-
tional activities. The time and effort that students dedicate to their preferred organizations is exceptionally impressive but also
20 Strongly
wise, as organizations are an excellent avenue to explore interests and build networks. Georgetown's Net Impact Chapter agree
was one of the first chapters, established in 1993. Thirteen years later, we are well-established and respected within the MSB
community, as many of our chapter's core systems and processes are in place: a strong board structure; (cont’d) 0
NI members All
Georgetown University, page 2
complimentary organizations like Board Fellows and the Nonprofit Internship Fund; and partner- AT A GLANCE
ships with other clubs like MBA Volunteers, Consulting Club, Capital Connections, and
Emerging Markets Network. One member said that “the McDonough student body as a
“Net Impact is the whole has a tendency to be socially aware and involved with Net Impact programs, re-
most important and gardless of their current career goals. The interest in Net Impact at MSB is expansive Career/internship placement:
active student group and impressive.”
at Georgetown. Be- • 54% of students described career
tween alumni and DC Net Impact hosts an array of activities, as the organization exists to assist MSB stu-
dents professionaly, educationally, and personally. In the fall our primary events focus • 57% of students found internships
connections, this is using both their values and skills;
the best place for a on Career Development. Net Impact Functional Day hosts panels on Corporate Social
Responsibility, Non Profit Management, Socially Responsible Investing/Finance Careers, 57% found jobs
"Progressive MBA .” and Nonprofit & Government Consulting. In addition, we also host speakers at Finance,
Consulting, and Marketing Days so that students may explore social avenues across all
fields. Net Impact also hosts Career Treks to Washington DC organizations of interest to our
students, such as USAID, Chemonics, and Ashoka. Alumni:
In addition to career development, we focus on creating volunteer opportunities, partnering with the MBA Volunteers through- network as helpful or very helpful
out the year for projects such as the MS Walk, Habitat for Humanity, Project Prom and more.
Net Impact also works diligently to bring speakers and events to campus that will be of interest to MSB students. Most re-
cently, Lina Abirafeh, an independent gender and development consultant, came for Net Impact's Brown Bag Lunch Series, Prominent alumni:
and the President of AES's South American operations, Mr. Andrus Gluski, spoke at an Ethics for Breakfast session. This
• Andy Furrows (2005): Aspen Insti-
year Net Impact and the Emerging Markets Network collaborated to create the first Annual MSB Case Competition. Addition-
tute
ally, Net Impact hosts the annual Walter Benson Summit. The Summit memorializes former Georgetown professor and inter-
national entrepreneur Walter Benson who, before his death in the summer of 1997, had become passionately involved in the • Stephanie Stevenson (2005): Nike
National Foundation for Teaching Entrepreneurship’s service program in the District. 90 DC High School Students come to • Mary Balmaceda (2003): Calvert
Georgetown MSB for a day focused on entrepreneurial development and college opportunities. Foundation
• Ziba Cranmer (2002): Nike
• Amy Gleason (2002): Community
Wealth Ventures, Inc.
The MSB Career Management Office thrived under new leadership this year. Non-traditional students most directly benefited
from the strong relationships that the MSB Career Management staff built with the Career Management staffs of other To sum it up:
Georgetown Programs, such as School of Foreign Service, Public Policy, and Law. As always, the Career Management Of- Georgetown would
fice establishes and maintains relationships with nonprofit organizations for internships and full-time positions and also be most fitting for
reaches out to our Alumni Network. Students at McDonough feel that the “Washington DC location provides access to a someone who is in-
wealth of organizations focused on business and social policy. Our MBAs have excellent opportunities to do class projects terested in attending
and internships with world renowned organizations right in our own back yard.” a school to help build
upon an existing
Peer Advisors are an excellent source of guidance within the Career Management Office. Two advisors interested and well- base of social/
versed in the area of Social/Environmental Impact are employed by the Career Management Office. These advisors work environmental impact
with students one-on-one to help them determine their own interests, establish connections, and assist in the development of activities with opportunity for signifi-
Career Treks and Days for Net Impact-themed events. Additionally, students consistently find that Georgetown alumni are cant growth.
very receptive to assisting students looking for career advice and assistance in the Social/Environmental sector.
The Georgetown brand is well established and respected among socially responsible businesses and nonprofits. (cont’d)
Georgetown University, page 3
Georgetown has a heritage of community service and tradition that is displayed in the classroom and translates well into the
workplace. Georgetown's Washington DC location is certainly an advantage in this area, as many career opportunities come AT A GLANCE
through speakers and events that either come to campus or that students are invited to and are able to attend due to our
proximity to high profile organizations. The speakers and events that students are exposed to compliment the classroom
education very nicely. Employers seem to recognize that there is more to a Georgetown MBA than finance, accounting, and Net Impact Chapter Leader:
marketing skills. Renee Baiorunos
rcb34@georgetown.edu
Georgetown's Nonprofit Internship Fund helps to support students who take nonprofit internships with either low or no pay-
ment. Typically five students receive funding of approximately $5,000 each. Net Impact student admissions contact:
MPG@msbmail.georgetown.edu
MSB has undergone an array of positive changes this year, most notably the arrival of our new dean, Dean Daly. Dean Daly
is supportive of Net Impact's endeavors and recognizes that the initiatives that Net Impact supports can help the Georgetown
Brand and the unique competencies that MSB and Washington DC have to offer. Net Impact is also fortunate to have the
support of faculty that moves well beyond a curriculum standpoint; students feel that “Georgetown’s core group of faculty is
committed to social values.” Professors are more than willing to assist with our fundraising endeavors and have been in-
credibly supportive of programs such as the nonprofit internship fund.
As an organization, Net Impact is fourth in line for Student Government Funding. We are able to request supplemental fund-
ing depending on our programming, and other organizations also assist in our Net Impact events.
The admissions office certainly values Net Impact applicants and works just as hard to attract these students as they do stu-
dents of other disciplines. Furthermore, these students are highly valued in the classroom, as they add a new perspective to
class discussion.
Reasons to Attend
The Georgetown heritage, connections, and Washington DC location combine to create the ideal environment for students
who are serious about using their business skills to create a social impact. The prominent speakers and professors that
come through Georgetown add great value to our educational experience, as does the opportunity to interface with organiza-
tions such as the World Bank, the United Way, USAID, etc. The connections and experiences that are in front of us as
Georgetown students are not to be overlooked; they are certainly an aspect of our education that pushes Georgetown above
other socially conscious programs.
30 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs Box 571148, Washington, DC 20057-1148 Email: mba@georgetown.edu
Harvard University
Harvard Business School
“In the world beyond business school, an HBS degree will provide the most credibility, especially in international markets, to
effect change within large organizations who might not be receptive to social/environmental issues, but who do value the AT A GLANCE
brand name of the school from which you have come.”

During the Required Curriculum (first year), Harvard Business School (HBS) students must take 11 classes that range from Somewhat active members: 20
Finance and Strategy to Entrepreneurial Management and Marketing. One specific class, Leadership and Corporate Account-
ability, deals specifically with concepts such as CSR, Ethics, and using business to improve the world. Across the remainder Program strengths: SE, ID
of the Required Curriculum, approximately 7% of cases focus on elements of social enterprise, CSR, or the environment.
Student activity level: Average
During the Elective Curriculum (second year), students can select several classes that center on Net Impact related issues,
including: Business Leadership and Social Corporate Citizenship (Professor Dutch Leonard), Business and Environment
(Professor Forest Reinhardt), Effective Leadership of Social Enterprise (Professor Michael Chu), and Entrepreneurship in
Education Reform (Professor Stacey Childress). Support of social/environmental
themes:
Second-year students can also pursue faculty supervised independent field-based project work and can cross-register at the
Kennedy School of Government, other Harvard University graduate schools, MIT, or the Fletcher School at Tufts University. Students: Faculty: Admin:
Curriculum: 3/5 2.8/5 3.1/5
Over the past year, the student Social Enterprise Club and the school’s Social Enterprise Initiative have conducted assess-
ments of social/environmental cases in the Required Curriculum and are continuing efforts to identify opportunities for contin- Activities: 3.7/5 3.2/5 3.5/5
ued integration of such cases in the curriculum.
The chapter in three words: Work in
One student mentioned a reason to attend HBS is that “there is no better and more fun way to learn than the case method, progress
and there is no better place to learn by the case method than HBS.”
Student Activities Impact members and the student body as a
Although the Net Impact chapter is relatively small on campus, Net Impact type activities are countless. They take place Preparation for socially
mostly within the realm of the Social Enterprise Club and the Business and Environment Club. One student said that “the
student-run Social Enterprise Club is one of the largest on campus, and is complemented by the Business and Environment 100%
99%
Club and the International Business and Development Club; there is great student support for social/environmental impact
themes.” Somewhat
80 agree
Among other things, the Social Enterprise Club organizes the HBS Social Enterprise Conference, offers volunteer consulting
opportunities, and operates a program that allows students to serve ex-officio on nonprofit boards. The Business and Envi- 60
ronment Club is extremely involved on campus through the organization of its annual Green Week, the Green Living Program, 50%
Agree
student internship panels and several professional panels. Both clubs bring speakers to campus on a regular basis. 40
The Social Enterprise Initiative has several well funded projects, such as summer fellowships, year-long fellowships for gradu-
ating students, and loan forgiveness programs. Next year, the Social Enterprise Club, Business and Environment Club, Inter- 20 Strongly
agree
national Business and Development Club, and the Kennedy School's CSR Initiative will join to form one large Harvard Net
Impact Chapter. Under that umbrella, the clubs will remain distinct, but we expect this merger to broaden awareness of Net 0
NI members All
Impact and the larger social responsibility movement.
Harvard University HBS, continued

Thanks to the Social Enterprise Initiative, HBS offers great opportunities in the social field. The school has not been as
strong on the environmental front, but is working to build that area. Career/internship placement:
• 80% of students described career
There are countless resources available to students interested in working in the nonprofit sector, but few for students inter- services as helpful or very helpful
ested in corporate social responsibility or environmental sustainability. • 100% of students found internships
using both their values and skills

HBS will give you an unparalleled background in business fundamentals, and offer you incredible resources to build your network as helpful or very helpful
own education around social and environmental themes. Practicing the case method, you will become adept at honing your
social/environmental arguments to address those who may have conflicting views. You will learn to form the business argu- Prominent alumni:
ment for the issues about which you care most, and you will be surrounded by students and faculty that are open to learning. • Eve Bould: Marketing Director, Pata-
gonia
In one student’s view, “Harvard Business School addresses social enterprise, ethical leadership, and environmental manage- • Michael Sweeney: CEO, The Nature
ment, but is not yet a leader in tying all of these themes to the broader business purpose of creating economic value. I be- Conservancy California
lieve that many in the administration and faculty at HBS still view social enterprise as its own topic, rather than understanding
• Carter Roberts: CEO, World Wildlife
that social/environmental impact themes MUST be integrated into a comprehensive management strategy.”
Fund
Another student said, “the reason that I chose to go to HBS over all other schools was because at HBS, I felt that I had the • Laura Scher: CEO, Working Assets
greatest opportunity to impact change, both in the school and beyond. The student body is incredibly receptive to learning
about social/environmental themes, and I felt that it would be a fulfilling learning experience to be surrounded by people who
were different than, rather than similar to, me. A prospective Net Impact student should consider applying to HBS if she To sum it up:
seeks to hone her arguments for social and environmental responsibility. The case method is a powerful vehicle for learning Harvard Business School is
to voice one's opinion, which I believe is one of the most important skills for a future leader.” fitting for someone who is
interested in building upon an
existing base of social/
environmental impact activi-
ties with opportunities for
significant growth.

Lionel Bony (author)
Annie Fishman
(afishman@mba2007.hbs.edu)
32 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs Admissions Office, Soldiers Field, Dillon House, Boston, MA 02163 Email: admissions@hbs.edu
Harvard University
Kennedy School of Government
“KSG is obviously engaged in social/environmental impact issues! The area that impresses me most, even in comparison to
my great experience in business school, is its approach to and work on CSR. I am confident that KSG is doing more to en- AT A GLANCE
gage companies, students, and faculty in CSR than most business schools.”

The Kennedy School of Government (KSG) offers numerous electives on social and environmental themes and social entre-
preneurship. Students are free to take courses at Harvard Business School and other Boston area schools. The school's
Center for Business and Government has internationally recognized faculty in the field of Corporate Social Responsibility
(CSR), including Jane Nelson, formerly of the UN Secretary-General's office and currently affiliated with the Prince of Wales
International Business Leaders Forum (IBLF); and John Ruggie, Special Representative to the UN Secretary General on Busi- The chapter in three words: Con-
ness and Human Rights. KSG also features faculty in social entrepreneurship; Dutch Leonard, Mark Moore and Gordon nected, Dynamic, Professional
Bloom teach Entrepreneurship for Social Value Creation and a practical Social Entrepreneurship Collaboratory. Professor
Leonard also teaches a cross-listed course with Harvard Business School (HBS)--Strategic Corporate Citizenship.
Other curriculum highlights include Public-Private Partnerships, Social Marketing, Ethics, Food
Policy & Agribusiness, and Energy and Environmental Policy. One student praised KSG’s,
“I did both business “real interdisciplinary approach and mix of domestic and international issues” Relevant
school and KSG. I think courses at HBS include Business & the Environment and Business Approaches to Serv-
it has been a great ing Bottom-of-the-Pyramid Markets. KSG students can choose from concentrations in
combination and there Business and Government Policy, Political Economy and Development, Environment
are a growing number and Natural Resources, and Nonprofit Sector, among others. (It should be noted that
of students at KSG that the concentrations are currently undergoing a major review by the KSG administration
think the same. My and may be significantly revised.) The second-year Policy Analysis Exercise (PAE) for
class alone has ~40 Master in Public Policy students also presents an opportunity to complete a year-long
joint degree students.” consulting project on a public interest topic related to CSR. Our chapter is working actively
with faculty in the CSR Initiative at KSG to advocate for courses that deal more explicitly with
the connection between business and society, such as a course on Business and the Millen-
nium Development Goals.
Student Activities
Students at KSG explore CSR issues through the Corporate Responsibility Council (CRC), the official Net Impact chapter, as
well as related clubs: Social Enterprise in Action, Environmental Professional Interest Council (PIC), and Business & Govern-
ment PIC. The Corporate Responsibility Council, founded by Kennedy School students just two years ago, has quickly be-
come one of the most visible and active student organizations in the Harvard community. The CRC serves as a lively forum
for dialogue on CSR as well as a barometer of the growing interest in corporate citizenship. The CRC has served as a sound-
ing board for Fortune 500 executives interested in fresh perspectives from tomorrow’s leaders by participating in strategic re-
views of draft sustainability reports and forming focus groups to advise leading companies on CSR practices. The CRC has
hosted lectures and discussions with top practitioners in the field from preeminent global businesses. Highlights from the
Note: Since fewer than 5 students an-
2005-2006 calendar year included discussions with the former CEOs of Coca-Cola and Heineken, SRI guru Steven Lyden-
swered the survey, some data points are
berg, the directors of human rights programs at Reebok and Abbot Laboratories, and the head of Bayer China’s CSR activi-
not included
ties. A number of CRC alumni have also returned to campus to discuss their work with organizations including Coca-Cola,
Cemex, and the Global Business Coalition to Fight HIV/AIDS.
Harvard University KSG, continued
Our chapter believes strongly in providing experiential learning opportunities through direct dialogue and focus groups with
practitioners. This year, students contributed directly to the inaugural corporate citizenship report for InBev, the largest AT A GLANCE
brewer in the world - the second year in a row that students were involved in producing a Fortune 500 CSR report. The Net
Impact chapter and social enterprise club at KSG work very closely with counterpart organizations at Harvard Business
School in co-hosting events such as the annual Social Enterprise Conference. The Kennedy School’s CRC is one of the Prominent alumni:
nation’s most active graduate student-run organizations focused on CSR, and its ambitions are to be even more. The CRC’s • Marika McCauley: Research Ana-
mission is: “to promote dialogue and experiential learning in the field of corporate responsibility and to expand resources lyst, The Coca-Cola Company
related to addressing this topic at the Kennedy School of Government, throughout Harvard University, and in the Boston • Celina Gorre: Technical Manager,
Area.” There is broad student interest among policy students as private sector deepens involvement in social and environ- Global Business Coalition to Fight
mental issues, taking on some formerly public sector functions. HIV/AIDS
• Arturo Franco: Corporate Advisor for
Career Services and Alumni Social Responsibility and Commu-
nity Development, CEMEX
Our chapter's goal is to be an employment resource for current KSG students interested in the field, and KSG Career Ser-
vices is very supportive of achieving this by hosting practitioner panel discussions in the field of CSR, among other activities.
By establishing a formal Alumni Network for KSG alumni working in the field of CSR, our chapter ensures that job and intern-
ship opportunities will continue to be offered in years to come. We are working actively with recent alumni in the field of CSR
to develop specialized job and internship opportunities for chapter members. KSG Career Services specializes in placing
students in nonprofits and is developing its capacity to support cross-sector opportunities.
To sum it up:
CSR opportunities are ad hoc, but faculty contacts are very helpful. Students wanting to start their own social enterprise can Kennedy School of Gov-
incubate in the Social Entrepreneurship Collaboratory. The school's reputation and alumni network are tremendous assets in ernment is someone who
the job search. Funding for unpaid summer internships is available through the Summer Internship Fund and various centers is interested in building
such as the Carr Center for Human Rights, Women and Public Policy Program, the Hauser Center for Nonprofit Organiza- upon an existing base of
tions, and Center for International Development. The school also offers a four-year Loan Repayment Assistance Program for social/environmental im-
students working for the public interest and earning up to $50,000 for single applicants ($80,000 for married applicants). pact activities with oppor-
tunities for significant
growth.
The purpose of the Kennedy School is to train leaders to solve public problems, and the administration demonstrates a com-
mitment to fulfilling this mission by supporting diverse student activities and developing new curricula that reflect the chang-
ing needs of cross-sector professionals. Through the Kennedy School Student Government, funding is available for clubs
and activities. Faculty also support CSR work through the centers listed above: Corporate Social Responsibility Initiative and
Center for Business and Government, Carr Center for Human Rights, Women and Public Policy Program, the Hauser Center
for Nonprofit Organizations, and Center for International Development.
Reasons to Attend
Because it is a policy school, the Kennedy School is unique among Net Impact chapters in providing the best of both worlds: Net Impact Chapter Leaders:
in-depth study of social and environmental issues alongside core management, leadership, and evaluation skills. Students Stéphane de Messières
from a wide array of professional, educational, and geographic backgrounds thrive at the Kennedy School, as evidenced by
this year's Net Impact leadership team, which represented eight countries and included a lawyer, a pharmacist, two invest- Heather Franzese
ment bankers, a fair trade advocate, a journalist, a social worker, four MBA students, and representatives from the fields of heather_franzese@ksg07.harvard.edu
healthcare, international development, philanthropy, education, and national security. Close interaction with cutting-edge
faculty in CSR and social entrepreneurship at KSG is complemented with access to courses and activities at Harvard Busi-
ness School and other Boston area schools.
34 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs Admissions Office, Soldiers Field, Dillon House, Boston, MA 02163
Indiana University—Bloomington
Kelley School of Business
“The Kelley chapter of Net Impact is well-established and builds momentum every year. More and more students and faculty
are becoming interested in companies that are socially responsible and that work toward making the world a better place.” AT A GLANCE

Kelley’s flexible curriculum and small size allows students to pursue social/environmental issues – or any area of interest.
In the core, social/environmental issues are included as part of case discussions. The depth of this discussion depends on Program strengths: SE
the case, the professor, and student interest. The strategic discussions are led by Professor Kesner, the department chairper-
son, and are one of the strongest elements of the Kelley core. The debate-style discussions incorporate all aspects of corpo- Student activity level: Above average
rate strategy, including social/environmental issues. Professor Metzger leads a critical thinking module that incorporates eth-
ics, and several other professors discuss the relevance of social/environmental issues to their disciplines.
Support of social/environmental
Students interested in social/environmental issues can take electives at the School of Public and Environmental Affairs
themes:
(SPEA) located just across the street from the Kelley School of Business, as well as at other schools at Indiana University. In
addition, many Kelley electives touch on these issues indirectly. Formal joint degree programs that may meet the needs of Students: Faculty: Admin:
students with social/environmental interests are available at the School of Law and several other graduate schools. The Cer- Curriculum: 3.2/5 3.3/5 3.3/5
tificate in Social Entrepreneurship is a new program offered through Kelley’s entrepreneurship program and SPEA. This effort
is viewed as a first step toward closer collaboration between these two schools, which will merge the respective schools’ Activities: 3.3/5 3.4/5 3.7/5
strengths in private and public/nonprofit management and will strengthen Kelley’s offerings in social/environmental issues.
The chapter in three words: Growing,
Kelley International Perspectives (KIPs) is a series of annual trips, in which students learn about business development in
Active, Committed
foreign and usually developing countries. This program gives students the opportunity to learn about the impact of business in
emerging markets. Recent trips include China, India, South Africa and Eastern Europe.
Students join “academies,” which are a combination of a club and an academic class. These fac- Impact members and the student body as a
ulty-led organizations provide an intimate setting for learning and career development and whole for socially responsible leadership?
give students opportunities to pursue their areas of interest, including social and environ-
mental careers and projects. Since academies change from year to year depending on
“Entrepreneurship, fi- Preparation for socially
demand and interest, there is also the potential to initiate an academy more specifically
focused on social and environmental issues.
nance, and marketing responsible leadership
programs at Kelley pro- 100%

Finally, the Kelley faculty and administration are extremely responsive to student vide a good foundation 91%
Somewhat
ideas and input. In addition to a general open door policy, this is formalized through for starting and growing a agree
80
the Curriculum Advisory Committee, a student-led committee that brings students’ business, a skill set very
applicable to someone 66%
concerns and ideas to the faculty. The committee and faculty then work together to
improve the program and implement ideas. Through this structure and informal col- considering a nonprofit 60
Agree
laboration, students have an incredible amount of input and opportunity to change the management track.“
program to meet their needs. 40
20
Strongly
agree
0
NI members All
Indiana University—Bloomington, page 2

Almost all of Kelley's graduate clubs consider the social/environmental aspect of business, but Kelley's Net Impact chapter
leads the charge.
The Kelley chapter of Net Impact is well-established and builds momentum every year. More and more students and faculty • 91% of students described career
are becoming interested in companies that are socially responsible and that work toward making the world a better place. services as helpful or very helpful
• 78% of students found internships
Net Impact has several events that are held every year. In the fall, for incoming students, Net Impact partners with the Con-
sulting Club and Entrepreneur Club to hold a case competition that focuses on a socially relevant business problem taking
place in the world today. Net Impact also hosts an ethics panel, where industry executives are invited to discuss ethical is-
sues they have faced in the business world and to answer any questions students may have. Net Impact has also organized
a group of students to participate in Service Corps. Service Corps offers free consulting services to local non profits and/or
small businesses that are faced with a challenge they need help in addressing. Net Impact also volunteers within the com-
munity; for example, this year students helped plant trees to support Earth Day, and next year Net Impact will also host a Alumni:
clothing and book drive. To keep its members up to date and informed of all these activities, Net Impact provides a newslet- 55% of respondents rated their Alumni
ter with socially relevant information. Aside from these activities, our chapter also works closely with the other graduate busi- network as helpful or very helpful
ness clubs to make sure that events have a socially relevant component. For example, Net Impact partnered with the Invest-
ment Management Club to bring in a speaker from Calvert on socially responsible investing.
Prominent alumni:
Career Services and Alumni • Matt McDonell (2004): Strategic
The Kelley School of Business has a Graduate Career Services (GCS) department that gives students the opportunity to Business Development Analyst, 3M
prepare for interviews in the corporate setting, and these skills are also valuable to students pursuing careers in non- Corporation
traditional settings. However, the vast majority of career services’ effort is geared toward corporate jobs, especially by corpo-
rations that recruit at Kelley. It seems that a majority of the people who attend Kelly are interested in the jobs offered by re-
cruiters.
As one student said, “at this point, I would say our program does not have a brand or reputation among socially responsible
businesses and nonprofits, and it does not have funds to supplement students who accept internships with nonprofits.” How-
ever, there is support; another student wrote, “when a number of Net Impact members earlier this year wanted to set up a
task force to look into focusing more on Socially Responsible Business opportunities, the career services team was very re- To sum it up:
sponsive and wanted to know what they could do to help out the students.” The GCS also has offered various and continu- Someone who is inter-
ous workshops on how to pursue those jobs. The counselors offer a lot of tips on how to conduct job searches, and there ested in attending a
are ways for students to contact alumni. school where they can
help build on an exist-
ing base of social/
Administration Support environmental impact
activities with opportu-
The leadership and administration of Kelley appreciate students who are interested in Net Impact and work to support the nity for significant
club in various ways. growth.
Net Impact receives a base of funding from the school that can be used for socially relevant events decided upon by the cur-
rent Net Impact leadership. Most years, the school also reimburses a number of students for expenses incurred at the an-
nual Net Impact conference, which they highly encourage students to attend. In addition to its base of funds, Net Impact can
also receive additional funds from the Bunke's Ethics Institute, Dean's council or from the MBA club chairperson, (cont’d)
Indiana University—Bloomington, page 3
Christine Davis. This year, Christine has volunteered to support the annual case competition which takes place in the fall.
The Ethics Institute often covers much of the expense to bring in speakers focused on business ethics. AT A GLANCE
Thus, the school at large recognizes the importance of Net Impact. However, the school can only deliver what is requested
by the students, so it is imperative that in upcoming years there are dedicated students who keep social and environmental Net Impact Chapter Leader:
issues at the forefront of the minds of the leadership at Kelley. Corinne Carter-Cohn: ccarterc@indiana.edu
Reasons to Attend Net Impact student admissions contact:

Corinne Carter-Cohn ccarterc@indiana.edu
Indiana's Kelley School of Business has a strong Entrepreneurship program. As such, there are opportunities to pursue a
social entrepreneurship certificate, which entails taking classes in both the School of Public Affairs and Environment (SPEA)
and the Kelley School of Business. Entrepreneurship, finance, and marketing programs at Kelley provide a good foundation
for starting and growing a business, a skill-set very applicable to someone considering a nonprofit management track.
In addition, while Kelley does not have a formal loan forgiveness program, the school’s tuition is the lowest of any top busi-
ness school. Considering that the school is also very generous with assistantships and grants, all students, not just those
participating in a loan program, have a wide variety of career options available to them.
While almost all students accept employment in the for-profit sector, many students pursue work that is aligned with their
social and environmental priorities by working with companies with excellent reputations for corporate responsibility.
Kelley’s Graduate Career Services office recently started an initiative to address the needs of students interested in less tra- Survey respondents: 12
ditional careers.
37 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 1275 East Tenth Street, Suite 2010, Bloomington, IN 47405-1703 Email: mbaoffice@indiana.edu
Massachusetts Institute of Technology
MIT Sloan School of Management
“The Net Impact Chapter at MIT Sloan has really taken off and has grown rapidly; there will be a community of like-minded
individuals to help support your interests.” AT A GLANCE

MIT Sloan offers a variety of classes, experiential learning opportunities, and special seminars related to using business for Very active Net Impact members: 15
social and environmental impact and is currently expanding and integrating its offerings under the broadly defined heading of Somewhat active members: 15 (100
sustainability. The MBA program provides opportunities to acquire specialty skill sets in areas highly useful for pursuing ca- with interest)
reers in these sustainability areas. Systems dynamics, operations management, technology and entrepreneurship, and inter-
national management are just a few areas where MIT Sloan offers a plethora of opportunities. Program strengths: SE, ID
MIT Sloan is unique in that the core curriculum only lasts one semester, leaving three semesters to explore particular inter- Student activity level: Average
ests. Students love the way that their MIT Sloan education can be tailored so well to their own interests. In addition, MIT
Sloan offers a week each semester called Sloan Innovation Period, during which students do not attend regular classes but
themes:
instead select seminars, simulations and special events that don’t fit into the normal class schedule. Some examples include
a screening of the documentary, “The Corporation,” social enterprise case studies, sustainability systems simulation, nonprofit Students: Faculty: Admin:
leadership class, Bosnian peace-keeping simulation, and explorations of social impact through business.
Curriculum: 3.3/5 3.8/5 3.6/5
A sampling of courses MIT Sloan offers includes “Social Enterprise,” “Sustainability, Trade & the Environment,” “Nonprofit Activities: 3.7/5 3.8/5 4.1/5
Management,” and “Ethics and Social Responsibility.” However, MIT Sloan is truly unique in the hands-on nature of offerings:
consulting projects with nonprofits through New Sector Alliance; intensive in-country opportunities through global-lab (g-lab); The chapter in three words: Action-
and creative courses like “Leading Profound Innovation for a More Sustainable World,” where students teleconference to- Oriented, Entrepreneurial, Committed
gether from all over the world to work on complex sustainability problems with business and NGO leaders. These offerings
create a variety of stimulating experiential learning opportunities.
About the curriculum, one student wrote, “MIT Sloan offers a lot of unique skills, from supply chain management to technology
application to systems thinking... I wanted skills, especially skills that tend to be weaker in NGOs, Government, and other so-
cial impact arenas. I wanted an innovative, challenging, entrepreneurial environment, and this is what I am getting.”
Working closely with students, MIT Sloan senior faculty members are currently developing additional offerings in sustainability.
The goal of this effort is to provide greater cohesiveness to offerings as well as to further integrate social and environmental 80%
considerations into core components. It is an exciting time to be at MIT Sloan to help envision and shape the future of sus- 71%
tainability courses and experiential opportunities.
60 57%
Finally, as an institution, MIT provides an exciting environment for further exploration of social and environmental impact. MIT Somewhat
agree
Sloan students can take two courses outside of MIT Sloan at MIT, HBS, or the Kennedy School of Government. MIT offers
courses through a variety of centers and programs, including technology and public policy, human rights and justice, interna-
40
tional development, and energy and the environment. In addition, MIT Sloan students from Net Impact are actively involved in
moving MIT forward to develop a more comprehensive strategy around its sustainability initiatives. Under the leadership of
new President Susan Hockfield, MIT has developed the Energy Research Council and operates at the cutting edge of energy Agree
and the environment. 20
Strongly
agree
0
NI members All
Massachusetts Institute of Technology, continued

MIT Sloan offers numerous speakers, conferences, and events, such as Sloan Service Day. Additionally, MIT Sloan MBA
students served as mentors for teams of undergraduate students from a variety of universities through Starting Bloc, an or-
ganization that promotes leadership skills in social responsibility through training and a case com- Career/internship placement:
petition. We found that serving as mentors for this program was a truly rewarding experience. • 50% of students described career
Net Impact organizes speakers, treks, and the Sloan Nonprofit Internship Fund. Several
“The energy in other clubs at MIT Sloan organize events that have a social and/or environmental impact.
the chapter is tre- Examples include the Energy and Environment Club, Social Entrepreneurs for Interna-
tional Development, the Marketing Club, the Retail Club, the Student Senate and the
mendous. You Innovation Club. Opportunities to travel to a variety of countries exist during winter and
can make great spring breaks. Conferences have included in-depth looks at renewable energy, corpo-
rate leadership, business for a better world, microfinance, and particular world regions Alumni:
things happen if 37% of respondents rated their Alumni
like Asia and Latin America. We also do a number of fundraisers. Students donated
you come here.” over $11,000 for Hurricane Katrina victims and raised money for a variety of charities network as helpful or very helpful
through our student auction. The hardest part of being a MIT Sloan student is deciding be-
tween so many amazing opportunities.
We are working very hard to increase and improve the services and activities offered through Net Impact. For 2006-2007,
we plan on developing a series of events (speakers, case studies, and trips) centered on a specific social/environmental im- Prominent alumni:
pact topic for a month-long exploration each semester. We will also continue to attend the national Net Impact conference. • Joel Lamstein: President, World
We are working on a variety of other projects, including a guide to sustainability at MIT Sloan, and Orientation/Sloan Innova- Education, Founder & President,
tion Period offerings around social responsibility in business. Again, the MIT community at large offers a wealth of speakers, John Snow, Inc.
events, and conferences as well, and students benefit from the strong networks in the Boston area for university events— • Catherine Humboldt (2006): CSR,
Boston College, Boston University, Babson, Harvard, and Tufts are just a few. Nike
• George Chu, The Bridgespan Group
The MIT Sloan Career Development Office (CDO) is starting to develop more and more relationships as demand grows for
jobs with social and environmental impact. Students have been competitive for placements at the United Nations, World
Bank, Endeavor, and the Asian Development Bank. Students have interned with organizations like Ashoka and World of
Good and have pursued projects with the Grameen Bank and post-tsunami economic development. Additionally, students To sum it up:
have worked in CSR for companies like Reebok, Nike, and Starbucks. MIT Sloan would be most
fitting for someone who is
The CDO offers a panel of alumni in nonprofit management and social responsibility positions and posts job offerings as they interested in building
receive them. However, more can and is being done to provide further support for students in non-traditional job searches. upon an existing base of
social / environmental
Currently, Sloan students interested in social and environmental impact are using a variety of formal and informal searches impact activities with op-
and connections to achieve their career goals. Additionally, students have access to both the MIT Sloan alumni network, as portunity for significant
well as the larger MIT alumni network. Our Net Impact chapter is currently developing relationships with alumni interested in growth.
social and environmental impact and putting together an internship/job search information manual.
Also, based on the consulting work that MIT Sloan students provide to a variety of non-profits and companies in these areas,
MIT Sloan has a strong reputation for quality work and strong analytical abilities. (cont’d)
Massachusetts Institute of Technology, continued
MIT Sloan does offer the Sloan Nonprofit Internship Fund to help support internships in non-profits that don’t pay as well or AT A GLANCE
don’t pay at all. For 2006, the available funds to support summer internships are approximately $28,000. Currently, there is
no loan forgiveness program.
Kara Penn
Administration Support kpenn@sloan.mit.edu
The administration is very engaged in expanding curriculum, activities, and careers that use business for social and environ- Net Impact student admissions contact:
mental impact. This can be seen in the recent commitment of the Dean and senior faculty to create further offerings in sus- Jon McLaughlin
tainability, broadly defined. Students are working with faculty to help develop these new offerings. jonmc@mit.edu
Additionally, the administration helped support the travel expenses for 16 Net Impact members to attend the Net Impact na-
tional conference at Stanford in 2005. The Dean’s Speakers series has helped bring in prominent leaders who have spoken
about topics such as diversity and social responsibility in business. Also, during orientation, speakers on business ethics and
corporate social responsibility played prominent roles. For example, Nike’s CSR director addressed the incoming class.
Students interested in applying to MIT Sloan should emphasize their interest in social and environmental impact. The school
is looking for those passionate about making a difference in the world. Currently international impact made by students is
receiving a great deal of focus at MIT Sloan through media releases and student profiles.
Reasons to Attend
This is an extremely exciting time for students with interest in social and environmental themes to be at MIT Sloan and MIT in
general. A genuine opportunity exists to make a substantial impact in the direction MIT takes related to sustainability, and
the energy and environment initiative is a major and substantive undertaking for the institution. We are developing a number
of additional offerings, and students are playing a large role in shaping and bringing those opportunities to the forefront. Ap-
plicants who come to MIT Sloan with these interests will not find themselves alone but instead with approximately 50 others
who share similar committed interests and at least a 100 others who are relatively interested.
The hands-on opportunities MIT Sloan provides are truly spectacular, and the hard skills in technology entrepreneurship,
operations management, and systems dynamics are the best available. One student wrote, “MIT Sloan is very hands-on;
meaningful opportunities to partner with organizations on social impact projects, social entrepreneurship, etc, exist and are a
huge benefit.” Applicants interested in MIT Sloan will find that they are particularly valuable to organizations/companies fo-
cused on social and environmental impact. They will also find themselves in a supportive, entrepreneurial, hard-working, col-
laborative, global and adventurous environment. Visionary students with a drive to effect social and environmental change
would find a welcome home at MIT Sloan.
40 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 50 Memorial Drive, E52-126, Cambridge, MA 02139 Email: mbaadmissions@sloan.mit.edu
Monterey Institute of International Studies
Fisher Graduate School of International Business
"The Fisher School embraces the instruction of corporate social responsibility issues from an international perspective, which
is immensely valuable considering the modern multinational business climate.” AT A GLANCE

Although Corporate Social Responsibility themes are not part of the core curriculum, it is possible to create a CSR concentra- Somewhat active members: 15
tion through a series of workshops, electives, and other full-term classes through the School of International Policy Studies.
CSR themes are touched upon briefly in a variety of core classes such as finance and organizational behavior, but they do not Program strengths: CD, ID, NPM
constitute their own separate requirement. Specific workshop classes in the business school include Corporate Responsibil-
ity, Social Impact Management, and Business Planning for Sustainability. These classes are normally offered on Saturdays Student activity level: Above average
and Sundays for either one or two weekends total. Students may also enroll in Global Business and the Environment and
Sustainable Development, two full-semester classes that are offered through the policy school.
As a result of faculty and student involvement, the business school is in the process of adding more CSR themes into the cur- themes:
riculum, and there should be several more workshops offered in the future. It should however be noted that creating full-term Students: Faculty: Admin:
CSR-related classes through the business school is a goal that may not come to fruition for several more years. Because of
Curriculum: 4.3/5 4/5 3.8/5
the small size of the business school (less than 80 students), the CSR concentration is not a common specialization, but it is
indeed possible. Students should look for classes offered by Bruce Paton in the business school and Jason Scorse in the Activities: 4.7/5 4.2/5 3.8/5
International Policy school.
The chapter in three words: Ambitious,
Female-dominated, on an upswing
Student Activities
In the 2005-2006 school year, our Net Impact chapter was in its third year and is definitely gaining momentum. The leader- Impact members and the student body as a
ship team for 2006-2007 is strong and will undoubtedly be successful in recruiting new members and planning a variety of whole for socially responsible leadership?
activities that further the goals of social, economic, and environmental sustainability. Our big event each year is the Annual
Monterey Institute Net Impact Forum and Exhibition held in the spring, usually in February or March. This day-long event fea- Preparation for socially
tures speakers and panel discussions on a variety of themes and topics, all related to sustainability and how it can be applied responsible leadership
to business. Being involved with Forum planning offers students a unique chance to network with leaders in the CSR circuit 100%
as well as establish contacts with fellow students, faculty, and the community. 100%
Somewhat 83%
Other events include Environmental Trivia Night, the Organic Feast, the Earth Day Festival, and talks with thought leaders 80 agree
from the local area. The Environmental Task Force (ETF) is another active organization on campus that shares common
themes with Net Impact. ETF has spearheaded a campus greening project, and there is much collaboration between our two
60
groups on this initiative. Unfortunately, social and environmental themes are not overly present at student orientation, but this Agree
could be a possible project for future MIIS Net Impact chapters. Net Impact is a very active organization on campus and is
very well-respected among students and faculty. The Monterey Institute is a very liberal campus overall, and social/ 40
environmental concerns are paramount in people's minds. People look to Net Impact for direction and information related to
Strongly
the corporate sustainability movement. agree
20
0
NI members All
Monterey Institute of International Studies, continued

Career services for people conducting a non-traditional job search are ad hoc at best. Because of the Monterey Institute's
location and size, students usually find it more productive to network and attend career fairs in San Francisco rather than Prominent alumni:
wait for employers to come to campus. There is a staff member, who identifies with socially and environmentally responsible • Andrew Johnson (2005): Financial
business, on hand to facilitate the career search, but the bulk of the work remains the student's responsibility. Access to Analyst, REC Solar
alumni is possible through informational interviews and through identifying target companies to match students with. Al- • Catherine Barnes (2005): Marketing
though the Fisher School is small, the brand is relatively well-known, especially in the non-traditional sector, Washington DC, department, Patagonia
and on the West Coast. There is no additional funding for those that go into nonprofit nor is there a loan forgiveness pro-
gram available.
To sum it up:
Note from MIIS Admissions: “Every MBA student receives a ‘personalized’ career service which includes: web based assess-
Fisher Graduate School
ment, one on one meetings to revise each client's resume and personal introductions to our alumni network. FGSIB has a
of International Business
network of over 2,000 alumni in 62 countries The Career Services Director is a Lifetime member of Net-impact and attends
would be most fitting for
their events. The Fisher School Career services subscribes to CSR and non-profit job postings targeted to MBA graduate
someone who is inter-
students.”
ested in building upon an
Administration Support environmental impact
activities with opportunity
The administration is very supportive of Net Impact, through attendance at events as well as through financial and facility
for significant growth.
sponsorship of the Annual Forum. Additionally, each year the student council allocates $300 for each club. The Dean is
interested in green initiatives but, unfortunately, what he can accomplish in this area is often limited by funding. However, we
always feel comfortable approaching our administration with any requests or ideas we may have. I am unsure of the Admis-
sions Office's exact perspective on "Net Impact" applicants, but I know that they would view it as a positive trend. Net Impact Chapter Leader :
Kate Butchart (author)
Reasons to Attend Elizabeth Brogaard

elizabeth.brogaard@miis.edu
Both the most positive and the most negative attribute of our program is its small size, which gives students the opportunity
to excel and be a "big fish" but at the same time imposes some limitations. One student wrote, “with such a small student Maria Kovacs
body, one can really make a difference and cause changes in the way things are done.” maria.kovacs@miis.edu
Things at MIIS are changing, and the administration is in the process of adding more so-
“Although the Fisher cially responsible coursework, but the size once again impacts the financial possibilities of
School is small, the adding as much as Net Impact or the Dean would like. The combination of workshops
brand is relatively through the business school and the full-term policy classes are more than adequate to
well-known, espe- lay a foundation of CSR knowledge, but for those that already have this base knowl-
edge, it may not be the most appropriate choice. However, things are definitely chang-
cially in the non-
ing, and the Fisher School at the Monterey Institute is definitely worth consideration for
traditional sector, the CSR specialization! Students also love Monterey; one MBA wrote, “Monterey is a
Washington DC, and beautiful and quiet place to study/live and is not too far from big city activities.” Survey respondents: 7
on the West Coast.”
42 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 460 Pierce Street, Monterey, CA 93940 Email: admit@miis.edu
North Carolina State University
College of Management
“The NC State MBA program has been very successful in attracting bright talent in the few years since its inception. This is
the 'business school of the future.’” AT A GLANCE
Curriculum
Currently, NC State does not have formal classes dedicated to socially responsible business practices; however, the Net Im- Very active Net Impact members: 7
pact chapter was influential in getting a CSR focus included in a course entitled “Creativity in Management” for the upcoming Somewhat active members: 10
Fall 2006 semester.
Student activity level: Average
Student Activities
The Net Impact chapter formed in Fall 2005 and gained campus recognition early in January 2006. We are a young chapter themes:
trying to build momentum. Since we are such a young club, new members have the opportunity to help shape the club to be
what they would like to see. Students: Faculty: Admin:
Curriculum: 3.1/5 3/5 3/5
Administration Support Activities: 3/5 3/5 3.3/5
The Director of the MBA program is very supportive. She helped tremendously in making socially responsible business the
central theme of next semester’s Creativity in Management class. In addition, due to her attendance at a past Net Impact The chapter in three words: Learning,
conference, she was very excited to see us forming a chapter here at NC State and helped two of our members secure com- Excited, Influential
plete funding to attend the most recent Net Impact conference at Stanford. She will be very helpful as we try to make changes
to the curriculum. One student remarked “I think our Admissions Office values diversity and anything of interest that appli- Leadership: Does program prepare Net
cants can bring to our program. Though I cannot say for certain they'd value Net Impact-type applicants, I do think they Impact members and the student body as a
should emphasize their interest.” whole for socially responsible leadership?
Reasons to Attend Preparation for socially

Someone who has a desire continue to lay the groundwork for Net Impact and educate their
50%
fellow students in the various aspects of CSR would feel comfortable here. In addition,
44%
someone who has an interest in a Supply Chain concentration can take advantage of the
“Ample opportunities strong faculty and curriculum we have at NC State in Supply Chain. One student says, 40
for involvement and an
“with the current support from administration, coupled with...the idea of Net Impact objec- 33%
urban environment Somewhat
poised for significant
tives communicated to the faculty, the seed has been sown in the minds of the MBA agree
30
change and receptive to program to adopt more social/environmental awareness into the program.”
student-led initiatives
make Raleigh's North 20
Agree
Carolina State University
an excellent program.”
10
Strongly
agree
0
NI members All
North Carolina State University, continued
AT A GLANCE
Career/internship placement
Alumni
Prominent alumni:
• Jenny Smith (2005): Burt’s Bees
To sum it up:
North Carolina State
University MBA program
would be most exciting
to someone who is inter-
ested in helping to lay
the foundation for social/
environmental aware-
ness at a program.

Gary Bernstein,
garymbernstein@yahoo.com

Jennifer Arthur,
jennifer_arthur@ncsu.edu
44 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 2102 Nelson Hall, 2801 Founders Drive, Raleigh, NC
Northwestern University
Kellogg School of Management
“Kellogg was the perfect mix of a highly-regarded well-rounded MBA curriculum and an active student body that is conscious
about and involved in social impact-related extracurricular and career pursuits. I was confident that I was going to be part of AT A GLANCE
a committed group of highly-involved students interested in social impact as well as be supported by the community-focused
orientation of the broader student body.”
Curriculum Somewhat active members: 120
Dean Dipak C. Jain declared to a group of leaders from the Social Impact Club (as Net Impact is known at Kellogg) on May
12, 2004: “We are in the business of producing socially responsible global leaders.” Since this time, Kellogg has worked to Program strengths: SE, CD, CSR, NPM
incorporate this message into its curriculum and brand.
Student activity level: One of program’s
Prior to 2004, Kellogg had several academic offerings for students who were interested in the social sector, such as the Pub- most active clubs
lic/Nonprofit Management program and major and the Business and its Social Environment (BASE) major. However, despite
the strength of these programs, there was little integration of course materials and teaching.
themes:
To that end, a committee that included the President, Academic Chair and Strategy Chair from the Social Impact Club and a
multidisciplinary group of faculty and administrators convened to discuss how to enhance the programs. After multiple discus- Students: Faculty: Admin:
sions, Social Enterprise at Kellogg (SEEK) was born with the goal of creating an academically rigorous, globally relevant, ho- Curriculum: 4.1/5 3.9/5 4.3/5
listic curriculum that provides students with strong skills to manage in whatever sectors they choose to pursue after Kellogg.
Activities: 4.6/5 4.3/5 4.5/5
SEEK includes disciplines such as ethics and values based leadership, corporate social responsibility, political economy, pub-
lic, nonprofit and business and its social environment. SEEK 440A, Values and Crisis Decision-Making, is the required SEEK
course during the second year. The chapter in three words: Collabora-
tive, Holistic, Evolving
The academic committee of our club is focusing on creating partnerships with professors within the traditional departments
(Marketing, Strategy, and Finance) to incorporate social/environmental topics into the core curriculum. Already, many profes- Leadership: Does program prepare Net
sors from the Strategy and Management and Organizations department teach SEEK courses. Impact members and the student body as a
The Ford Center for Global Citizenship at Kellogg provides students with access to the thought leaders on these topics and
the professors. Both the Director, David Messick, and affiliated faculty, Daniel Diermeier, are accessible for independent re- Preparation for socially
search. Professor Deirmeier also teaches SEEK 440A during the fall quarter for second-years.
100% 96%
One of the highlights of the SEEK program is Kellogg’s Board Fellows class. This program combines two courses in board
governance with a year-long practical experience as a non-voting board member of a Chicago-area nonprofit. Approximately 79%
80 Somewhat
40 students participate in this program each year, and it has been consistently oversubscribed. This course also brings to- agree
gether students that have a spectrum of nonprofit to private-sector professional interests.
60
Agree
Student Activities
40
First, the Social Impact Club is the leading club at Kellogg that influences and educates our classmates on how they can use Strongly
agree
their business talents for social and environmental good in any industry that they will belong to. During the academic year the 20
club hosts over a dozen speakers on campus, a career fair, and a faculty case debate. Kellogg hosted the 1996 Net Impact
conference and will be hosting the 2006 conference as well. Our classmates are eagerly planning this event with the Net Im- 0
NI members All
pact organization. (cont’d)
Northwestern University, page 2
The Board Fellows Program prepares Kellogg students and alumni to be civic leaders by being effective nonprofit board AT A GLANCE
members. This offers great support to nonprofits and builds Kellogg’s reputation of producing strong, community-oriented
leaders. The program was launched in 2004 (15 fellows) and continues to grow at a rapid pace. We have 40 fellows in the
class of 2006, and over 120 class of 2007 students expressed interest in participating next year.
The Global Health Initiative, which is still being outlined, gives students the chance to develop, market, and implement health • 83% of students described career
products in third world countries to better the lifestyles of those with HIV. Kellogg students work closely with Northwestern services as helpful or very helpful
engineering students in the development of the products. • 96% of students found internships
There are also a few ways that students can work with outside organizations for credit or just 44% found jobs
at an extracurricular level. Students may research an area of their liking during the Global
“Kellogg has a very Initiatives in Management course, for which they travel to other parts of the world. Fur-
strong Net Impact chap- thermore, students may be part of the Neighborhood Business Initiative, which does pro-
ter that works closely bono marketing or strategy consulting for local organizations.
Alumni:
with faculty and admini- 95% of respondents rated their Alumni
stration to continually Finally, we host the Innovating Social Change Conference. On October 5, 2005, ap-
improve and expand our proximately 300 attendees came to the seventh annual event. The conference explored
social impact-related the heightened responsibility of today's global leaders in creating sustainable value for
offerings both inside increasingly informed and demanding stakeholders. Through a series of expert panels,
and outside of classes.” debates and keynote speakers, we examined how progressive leaders in the private,
Prominent alumni:
public, and nonprofit sectors are working together to better integrate social, environmental,
and economic considerations into every aspect of their organizations' strategy and opera- • Hans Baritt (2003): World Health
tions. Organization
• Louise Belmont-Skinner (2002): Vice
President, Chicago Children’s Mu-
Career Services and Alumni seum
• Nell Edgington (2002): Executive
Within Kellogg’s Career Management Center (CMC) there is a full-time career counselor responsible for social/environmental Director, Capital Area Food Bank
and non-profit career paths. The CMC is well set up for non-traditional and off-campus job searches, and around 50% of • Stephanie Blackburn Freeth (2002):
first-year students get their internships from off-campus sources. Northwestern University
• Roshini George (1997): Managing
Each spring, the Social Impact Club hosts a career fair specific to these interests. Most of the organizations are from the Director, American Cancer Society
Chicago area; however, there are always a few from other parts of the country. Additionally, our club sets up career treks to
cities and companies of interest to the students. In the past, these treks have gone to San Francisco and Washington DC to
meet with both nonprofit and for-profit organizations.
To sum it up:
Administration Support Kellogg School of Man-
agement would be most
The Social Impact club is funded by the Kellogg Student Association, the Ford Center for Global Citizenship, and the Center fitting for someone who
for Nonprofit Management. Just like any club at Kellogg, the Social Impact Club has access to all of the facilities. Our club is interested in refining
and interests are fully supported by the administration. This can be seen by its commitment to the new SEEK major and the and growing a mostly
priority Dean Jain places on creating socially responsible global leaders. socially aware program
and student body.
The Kellogg community places a large value on socially responsible and aware candidates. The admissions office is very
interested in hearing how applicants have been involved in society and with the environment.
Northwestern University, page 3

The combination of Kellogg’s SEEK program and the Social Impact Club make Kellogg an excellent place for students inter- Net Impact Chapter Leader:
ested in social/environmental themes. While academic rigor is provided in the classroom, the active Kellogg student body Ben Nimmergut
organizes activities that enhance the classroom learning experience on a weekly basis. “I was confident that I was going to bnimmergut2007
be part of a committed group of highly-involved students interested in social impact as well as be supported by the commu- @kellogg.northwestern.edu
nity-focused orientation of the broader student body,” said one MBA.
As many of these activities are organized by current students, leadership opportunities to dig deeper in this field are endless.
Additionally, events with these themes are often co-hosted with other Kellogg student clubs. This highlights that Kellogg stu-
dents interested in social/environmental themes are very integrated with other professional interest areas and are not a
small, marginal interest group. One student wrote that, “Kellogg also succeeds at creating an environment that embraces
students from a range of professional backgrounds, which means that [social impact]-minded students find a greater propor-
tion of the student body interested in/receptive to the issues they care about or have professional experience with.”
47 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 2001 Sheridan Road, 2nd Floor, Evanston, IL 60208 Email: MBAadmissions@kellogg.northwestern.edu
Pennsylvania State University
Smeal College of Business
“To date, Smeal has made a name for itself by integrating ethical leadership into the MBA curriculum. We are very proud of
Smeal’s leadership position in this arena.” AT A GLANCE
Curriculum
The Smeal MBA program is unique because it combines large university assets and individual focus. On one hand are the Very active Net Impact members: 15
power and vast resources of Penn State and an expansive alumni network. On the other, it is an MBA program remarkable Somewhat active members: 25
for its intimate scale: small classes, easy access to world-class faculty, tailored offerings, and the ongoing engagement of
alumni. Program strengths: SE, ES, CSR
To date, Smeal has made a name for itself by integrating ethical leadership into the MBA curriculum. We are very proud of Student activity level: One of program’s
Smeal’s leadership position in this arena, and we feel that this provides us with a huge opportunity to take the initiative and most active clubs
incorporate more social/environmental themes in our curriculum. To us, this addition represents the next logical step of the
continuous improvement of our program.
Penn State Net Impact has been able to play a leading role in laying the foundation for curriculum evolution. While our educa- themes:
tion initially began as primarily peer-to-peer, due to our small program size, we have full access to our dynamic faculty, and
we’ve been able to approach them about raising more social/environmental issues and implications for business in class. We Students: Faculty: Admin:
have been careful to focus exclusively on the “business case” so as not to moralize too much or alienate anybody within our
Curriculum: 4.1/5 4.1/5 3.8/5
program. We have also been quick to enlist the help and tap the knowledge of parties around the university, particularly from
our School of Earth and Mineral Sciences and our the School of Forest Resources. These schools have both allowed us to Activities: 4.5/5 4.1/5 3.9/5
take classes in their programs and have helped us design and introduce a Sustainable Business class this year for the MBA
program. This class is unique in both its content and its cross-listed status for grad students of multiple schools at Penn State.
This class has been received well by the faculty and students in the business school, and we look forward to its continued The chapter in three words: Active,
success. Energetic, Growing
Additionally, we have put together an advisor board comprised of professors representing a broad range of academic inter- Leadership: Does program prepare Net
ests. We feel that this can only help us towards our goal of broad improvements in our curriculum. Impact members and the student body as a
Student Activities Preparation for socially
100%
Penn State Net Impact will soon be entering its third year of existence, yet we are still building 100%
momentum and striving to reach our full potential. The environment in which we operate-- 89%
“We encourage you to from the student, faculty, and administrative perspective--is one of great excitement and 80
participate in Net Im- realizable potential. Our areas of focus are: Somewhat
pact as soon as you agree
60
set foot on campus. • Peer-to-peer education: monthly themed chapter meetings and discussions
Opportunities to speak • External speaker education: six business world speakers per academic year (on
to Social/ average) with subsequent networking events
40
Environmental issues Agree

• Career advancement: lead sharing, network sharing, and resume building
begin as soon as 20
classes do.” • Pro-bono work: most recent projects include building a marketing plan for a local af- Strongly
agree
fordable housing non-profit, and creating a business plan for a center within the university
0
who wanted to incorporate sustainable business practices into African oil exploration NI members All
• Corporate visits/field trips: one per year, scheduled visits to various organizations (cont’d)
Pennsylvania State University, continued
in fields of interest. (2003 and 2005 - Washington D.C., 2004 - Pittsburgh) AT A GLANCE
We encourage your to participate in Net Impact as soon as you set foot on campus. Opportunities to speak to Social/
Environmental issues begin as soon as classes do. We encourage first-years to take leadership opportunities within Penn Career/internship placement:
State Net Impact early and often.
Career Services and Alumni • 33% of students found internships
Our career services team at Penn State does a tremendous job of assisting MBAs in their career search. Given our pro-
gram’s relatively small size, students are able to get a lot of one-on-one time with the career services team. They provide
great assistance in helping us develop and hone our value proposition as well as with networking.
Alumni:
We have a vast, active alumni network that is always eager to interact with us. Alumni have been extremely helpful not only
in finding specific jobs, but also in helping us gain better insight and direction as we begin to plot our respective career trajec-
tories.
Prominent alumni:
Given that our chapter of Net Impact still has a grass roots feel, a lot of knowledge, leadership, and network sharing takes
place between group members. Members are quite active in helping each other find opportunities as well as helping each • Ed Robinson (1995): President, Ca-
other develop the most effective personal marketing materials. pacity Building Solutions
• Tricia McGoldrick (2005):
Market Segment Manager, DuPont
Administration Support • Glenn Milano (2001): Operations
Specialist, USAID
Our business school administration’s support has been solid and continues to grow. Fortunately for us, the administration
was quick to see how social/environmental issues have resonated with their students. The school’s leadership has been
supportive from both a funding and recruiting standpoint. We are given equal funding compared to the other MBA organiza- To sum it up:
tions, and our admissions department has realized the unique value that MBA candidates who are interested in social/ Penn State University is
environmental themes offer. We have made continuous progress with our administration over the past three years regarding most fitting for someone
these issues and are poised to continue doing so. who is interested in at-
tending a school where
there is opportunity to
Reasons to Attend build upon an existing
base of social/
As a student interested in social/environmental themes, you should consider attending Smeal, because you have the oppor- environmental impact
tunity to convert potential into tangible returns. Net Impact is the most active and the most entrepreneurial MBA organization activities with opportu-
at Penn State. In just three years we have gained great influence, both inside and outside the business school. When it nity for significant
comes to integrating socia/environmental themes into our business education, we have taken the initiative to make sure that growth.
we have gained access to the necessary knowledge. Whether it has been through peer-to-peer education, curriculum
change, corporate visits or pro bono work, we have accomplished what we set out to do--get a better idea of how to leverage Net Impact Chapter Leader:
business to create a better world. We hope that you will consider Smeal and help us continue to move towards making this Jarret Chirafisi
vision a reality. JarretC@psu.edu
Ian Joseph
ipj100@psu.edu
Survey Respondents: 10
49 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 220 Business Building, University Park, PA 16802 Email: smealmba@psu.edu
Presidio School of Management
“Presidio School of Management, is hands down, the best MBA program for a student interested in social/environmental im-
pact themes.” AT A GLANCE
Curriculum
The entire Presidio curriculum is based around sustainability. The MBA itself is referred to as an "MBA in sustainable man- Very active Net Impact members: 10
agement." Every student at Presidio considers environmental and social themes as they relate to business the main reason Somewhat active members: 40
they enrolled in this particular program. The curriculum consists of the traditional nuts and bolts of business (i.e. marketing,
accounting, finance, etc.) interwoven with the principles of sustainability. This occurs in every class. Program strengths: SE, ES, CD, CSR,
NPM
Presidio is a small MBA-only program that currently does not offer electives. Though this may at first seem limiting, we find
there is value and synergy in taking the same four courses with the same people every semester - the "collaborative learning Student activity level: Above average
community.” One Presidio student says, “Presidio’s greatest success is in its critical approach to old school business man-
agement practices. Presidio challenges us to think differently.”
The faculty consists of recognized leaders in sustainability, notably Hunter Lovins and Ron Nahser, with a constant stream of themes:
guest lecturers from both business fields and activism. Students: Faculty: Admin:
Curriculum: 5/5 5/5 4.9/5
A few students mentioned the benefit for a greater focus on “real-world opportunities: because these themes are still evolving
in our society, integrating classes into real world projects will provide students with real world experience that will help them to Activities: 4.9/5 4.8/5 4.8/5
be more effective after graduation.” Similarly, a student said “I am very excited about Presidio developing a higher number of
strong relationships with local businesses and corporations to incorporate more hands-on project learning into the curriculum.” The chapter in three words: Diverse,
Committed, Informed

We have been fortunate to have the school sponsor our Net Impact dues and, as a result, boast 100% membership in Net
Impact. Currently, half the students are actively participating in Net Impact activities, though interest continues to grow. Net Preparation for socially
Impact is very much seen as an ally for the school, and an organization with whom Presidio can become a key example. Pre-
sidio's mission is to develop leaders who understand the important role of business in creating more sustainable practices that 100% 100%
100%
protect the environment and benefit society. These ideas are the foundation of each course, they aren't just tacked on to tra- Somewhat
ditional business classes or offered through electives or clubs. agree
80
The chapter at Presidio emphasizes social events, the Net Impact website resources, and the national conference. Because
of the size of the school, there are not a lot of full-fledged clubs – rather, there are a lot of well-connected individuals involved 60
in an astonishing array of activities and groups, the majority of which are in some way connected to environmental or social
concerns. Strongly
40
agree
20
0
NI members All
Presidio School of Management, continued

The Presidio brand is growing faster than I ever thought it would. With only one class having graduated so far, that's saying
a lot – but the school's name is increasingly discussed both inside and outside of "sustainability" circles. It's a tight-knit Career/internship placement:
school with all grads ready to chat about what they're doing - some entrepreneurs, some in large companies, some in the
nonprofit sector. One recent graduate remembers that “the environment is extremely supportive of the personal develop- • 36% of students described career
ment and skill building required to achieve a corporate transformation.” At Presidio, access to alumni is as easy as picking services as helpful or very helpful
up the phone, and there's almost always someone who will come and have coffee with you to discuss matters. The faculty is • 40% of students found internships
extremely well connected and can arrange meetings with a wide network of folks. using both their values and skills;
83% found jobs
Alumni:
Prominent alumni:
The school has covered the $25 fee for students, as well as the chapter dues, and is actively supportive of Net Impact as a
key organization for the students as well as the school. • Elizabeth U (2005): Program Officer
of the Investors’ Circle Slow Money
project
• Simran Sethi (2005): host/writer,
PBS series, Ethical Markets; co-
author of series’ companion guide
Reasons to Attend • Dedee Delongpre (2005): Director of
the Office of Sustainability, Univer-
Presidio is one of the leading institutions addressing sustainability through the lens of business in its MBA curriculum. It is sity of Florida
also a small school with a great deal of hands-on opportunities to offer the student and a well-known and well-connected
faculty who will happily take the time to offer personal guidance on projects big and small.
To sum it up:
Presidio's mission is to develop leaders who understand the important role of business in creat- Presidio School of Man-
ing more sustainable practices that protect the environment and benefit society. These ideas agement would be most
are the foundation of each course, they aren't just tacked on to traditional business classes fitting for someone who is
“Traditional MBA or offered through electives or clubs. One Net Impact member speaks of her program interested in attending a
programs only as, “offering a unique way to study business -- through the lens of sustainability, ad- school where students
dressing the social, environmental, and economic issues of today.” and faculty are on the
throw in sustain- forefront of social/
ability as a side environmental issues.
dish; at Presidio,
it’s the main Net Impact Chapter Leader:
course.” Nick Aster, Joey Feinstein:
naster@presidiomba.org

George Kao
gkao@presidiomba.org
51 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs Presidio Building 36 P.O. Box 29502 San Francisco, CA 94129 Email: info@presidiomba.org
San Francisco State University
College of Business
“We are the most affordable program in San Francisco and the program is growing in its emphasis on social/environmental
issues.” AT A GLANCE

The MBA/MSBA program at San Francisco State University is mainly a traditional graduate business program. One of the Somewhat active members: 8
core course requirements of the program is a course called the Political, Social and Legal Environment of Business. This
course covers ethics, environmental and social issues, and responsibilities of businesses. In addition, the SFSU program
offers a course called Business and Environmental Leadership. Many of the same issues are discussed as in the core
course, but this is an elective course and therefore the students in the class tend to be more interested in the issues. Other
than these two classes, there are no specific socially or environmentally responsible business classes in SFSU's MBA/MSBA
program.
The chapter in three words: Scrappy,

Student Activities Committed, Optimistic
SFSU's Net Impact chapter was started in fall 2003. It is still a very small group of students, though it is gaining momentum.
Though the Net Impact chapter is small, one recent grad described her SFSU Net Impact experience as “always having a
small group of people who are active.” The group has activities like sponsoring career skills events, organizing a green fair,
and hosting "green" happy hours.
To sum it up:
San Francisco State
University MBA/MSBA
Career Services and Alumni would be most fitting for
Every semester, the Business Relation Center of SFSU's College of Business hosts at least one career skills seminar (out of
ested in attending a
the four they host each semester) on socially and environmentally responsible business. Leaders in the local business com-
school to help build upon
munity attend and speak at these events. Students have the opportunity to engage these inspirational leaders and get leads
an existing base of so-
for internships at these events.
cial/environmental impact activities with
opportunity for significant growth.
Reasons to Attend
SF State is a good value for an MBA program in the San Francisco Bay Area. One member noted, “we are the most afford-
able program in San Francisco and the program is growing in its emphasis on social/environmental issues.” While the pro-
gram does not specifically concentrate on social/environmental themes, by the very fact that it is in the Bay Area, students Net Impact Chapter Leader:
have easy access to hundreds of resources and like-minded individuals in this region. The dean and career center are valu- Kelly Lawson
able resources. kelly.lawson@earthlink.net
Note: Since fewer than 5 students an-

not included
52 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 1600 Holloway Avenue, San Francisco, CA 94132 Email: mba@sfsu.edu
University of Alberta
School of Business
“The university promotes Net Impact, and the student body is greatly receptive of the chapter.”
AT A GLANCE
Curriculum
The University of Alberta incorporates corporate responsibility and governance into each of its Very active Net Impact members: 10
core MBA courses. There is a Corporate Social Responsibility elective course and a manda- Somewhat active members: 50
tory ethics component as part of the program. There are many environmental issues dis-
“At U of A, the in- cussed within the Natural Resources and Energy Specialization. One student notes “At U Student activity level: Average
terests of the stu- of A, the interests of the student body are what influence the activities and discussion in
dent body are the classroom.”
what influence the Leading edge faculty for teachings of CSR and corporate governance include Dr. Ran- themes:
activities and dis- dall Morck, Dr. David Deephouse, Dr. Michael Lounsbury, Mark Anielski, and PhD candi- Students: Faculty: Admin:
cussion in the date Tyler Wry.
Curriculum: 3.3/5 3.5/5 3.3/5
classroom.” There are also centers and institutes that operate within the School of Business including Activities: 3/5 2.9/5 3.4/5
the Canadian Corporate Governance Institute and the Canadian Centre for Social Entrepre-
neurship. Students tend to chose U of A because the high quality of education and smaller class
sizes as well as the variety of courses for all interest areas.
The chapter in three words: Curious,
Transforming, Responsible
Student Activities
The Net Impact University of Alberta chapter was started in 1999 and has grown from 5 original members to over 60 today. Leadership: Does program prepare Net
We find that the issues Net Impact focuses on bringing forward are becoming more and more part of business culture, and Impact members and the student body as a
therefore need to be part of a business school education. One student said that “the university promotes Net Impact and the whole for socially responsible leadership?
student body is greatly receptive of the chapter.”
Our chapter is pleased to host 4 to 5 speaker events per school year. We periodically jointly present speakers with other pro- responsible leadership
grams within the School. For instance, this past year we presented a couple of speakers along with the International Business
80%
Specialization. Net Impact U of A is also involved in the orientation process for new students and hosts events throughout the
71%
year for the overall MBA student body.
60 57%

Somewhat
40 agree
The University of Alberta School of Business has a career placement service with two full-time career advisors assigned
strictly to MBA students. There are numerous MBA 'lunches' held throughout the school year that connect potential employ-
ers with the students through company presentations that are followed by networking time.
20
Alberta is home to an abundant amount of natural resources. Many oil and gas companies are located in the province and
Agree
corporate responsibility is a priority to most of these companies, allowing for career opportunities within this sector.
0
NI members All
University of Alberta, continued
Administrative Support AT A GLANCE

The University of Alberta School of Business provides the Net Impact chapter with the means and tools with which to provide
students an opportunity to explore the areas of corporate governance, sustainability, and social impact. Career/internship placement:
Conference funding is provided to the MBA student body that enables interested candidates to attend the annual Net Impact • 67% of students described career
conference. Funding is also provided through a case competition fund to send U of Alberta MBA students to such competi- services as helpful or very helpful
tions as the Leeds School of Business annual case competition.
The school's Dean also supports our chapter by providing facilities and catering for speaker events called 'Dean's Forums'.
This past year, two examples of speakers we hosted were Mr. Jim Carter, the President and COO of Syncrude Canada, and
Robin Rowland, the founder and chairman of Global Links Initiative. The Dean himself usually introduces the speaker for Alumni:
these events. 67% of respondents rated their Alumni
These resources provided by the School of Business are very much appreciated by the Net Impact chapter, as they provide
for growth both in membership and interest in the values that Net Impact holds.
Reasons to Attend To sum it up:

University of Alberta
The MBA Program at the University of Alberta has four dynamic and unique specializations which can provide outstanding School of Business is
career opportunities upon graduation. most fitting for some-
one who would like to
1. The Natural Resources and Energy specialization provides students with opportunities by focusing on an industry sector attend a school to help
that is key to the Alberta economy. The Oil Sands project in northern Alberta, part of the University of Alberta landscape, and lay the foundation for
the many energy corporate offices in Calgary offer graduates of this program distinct careers. social/environmental
awareness at the pro-
2. The International Business specialization offers MBA students the chance to look at the global business world and the gram.
ever changing commerce involved with shrinking borders among countries.
3. The Leisure and Sport Management specialization is Canada's only graduate business program offering a combined col-
laborative degree between the faculties of business and physical education.
4. The Technology Commercialization specialization gives business and marketing tools to those with leading edge techno-
logical ideas that allow for the successful commercialization of the idea into marketable product.
Brent Porter
Netimpact@ualberta.ca
54 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 2-30 Business Building, Edmonton, AB T6G 2R6 Canada Email: mba@ualberta.ca
University of British Columbia
Sauder School of Business
“Net Impact is active at UBC and is developing an increasingly powerful local network.”
AT A GLANCE
Curriculum
The MBA program incorporates social and environmental impact into some areas of the core curriculum, and improvements Full-time MBA students: 110
continue to be made. Very active Net Impact members: 10
The first three and a half months of the Sauder full-time MBA is the same for all students and features 12 courses as well as
integrated projects, case studies and critical issue papers. Topics such as social/ethical marketing, balanced scorecard per- Program strengths: SE, ES
formance analysis, business ethics and the economic perspective of CSR are covered in various courses. Social and environ-
mental themes are considered during several integrated cases studies, and students are required to prepare a paper in re- Student activity level: Above average
sponse to “The Corporation,” a critical review of the pathological pursuit of profit by the contemporary corporation. In addition,
students are required to incorporate sustainability into their CORE business plan projects, and typically, a large number of the
plans have a sustainability focus. MBA specializations such as Finance or Supply Chain Management generally have little Support of social/environmental
consideration for social and environmental impact. themes:
Following the CORE, students can choose from approximately 90 different modules, including
specific modules on Business Ethics and Sustainable Development. Additional improve- Curriculum: 3.4/5 3.6/5 3.8/5
“Many of the im- ments to the program are likely - a “Sustainability in Business” specialization has been pro-
posed and is pending Senate review. The administration has been supportive of these Activities: 3.4/5 3.3/5 3.6/5
provements to the
initiatives; for example, they have sponsored students to attend change-curriculum con-
curriculum have ferences, and there has been an effort to attract suitable faculty for the program. Most The chapter in three words: Education,
been led by previous students support these initiatives, with about 10-20% remaining skeptical. Experience, Exposure
Net Impact members
in cooperation with One student describes the curriculum as containing “a significant exposure to sustain- Leadership: Does program prepare Net
the faculty and ad- ability in the entrepreneurship-oriented courses, and there is a strong focus on corporate Impact members and the student body as a
ministration.” governance and ethics.” whole for socially responsible leadership?
The Sauder School of Business features almost 100 full-time faculty, including: Dr. James
Brander, who is interested in the role of renewable resource management in economic growth responsible leadership
and decline; Dr. Peter Nemetz, who has researched natural resource policy related to energy and the
environment; and finally, Dr. Charles Weinberg, who specializes in public and nonprofit organization marketing. 60%
55%
Student Activities
40 Somewhat
agree
A growing Net Impact Chapter at the Sauder School of Business leads student initiatives in the areas of social and environ- 33%
mental impact. The Net Impact chapter at UBC is approximately four years old. Although it is a well established MBA club, it
continues to grow in momentum by attracting interest from a greater number of students and by holding a greater number and
wider variety of events. In general, Net Impact is considered the most organized and well connected club at UBC and is re- 20
spected by members of the class. UBC Net Impact has developed a “Three-E” strategy: education, experience, and expo-
sure. Agree
• Education: through curriculum development as well as corporate and community-related speaker events and confer-
ences, we strive to ensure that members and the MBA community as a whole develop a greater understanding of social 0
NI members All
and environmental issues. (cont’d)
University of British Columbia, continued
• Experience: activities such as a new campus greening program and case competitions for local companies help to de-
velop practical skills for our members. AT A GLANCE
• Exposure: we aim to expose Net Impact and our members to the local business community using various methods, such
as holding networking events, attending events in the local business community, and aligning with like-minded organiza-
tions. Our exposure strategy ties back to our education and experience strategy to ensure strategic fit between the three
strategies. • 57% of students described career
The Business Career Centre has the flexibility to provide support for students interested in non-traditional careers and there
is funding available for students interested in nonprofit internships.
Alumni:
Career Services and Alumni 33% of respondents rated their Alumni
The UBC Business Career Centre does not have a focus on helping students who wish to enter non-traditional social/
environmental careers. However, they have contacts with many related organizations, and customized career coaching is
provided for any interest that a student may have. The administration typically sponsors several summer internships in the
nonprofit sector and is open to specific requests from students. Net Impact fosters relations with local companies and organi- Prominent alumni:
zations, with the goal of facilitating eventual career opportunities for students. • Helen Goodland (2000): Executive
Director, Sustainable Building Cen-
UBC is one of three host schools for the annual Community Experience Initiative Career Fair and Conference. Net Impact is tre
heavily involved with the organization of this regional event which includes panel discussions on careers in the nonprofit, • David Lee (2001): Cluster Facilitator,
social enterprise, international development, and sustainable development sectors. The career fair and networking session Building Opportunities with Business
allows students to find out about specific career opportunities in related sectors. • Nina Winham (2000): VP, Ecotrust
Canada
The administration at the Sauder School of Business is a strong supporter of social and environmental leadership in the
school. There is funding available for student initiatives that focus on MBA student involvement in the community, such as
helping local organizations with the development of business plans. In addition, there is funding available for student- To sum it up:
organized events, case competitions or conferences that focus on sustainability and social development in business. The The Sauder School of
School’s Associate Dean, Academic Programs, Dr. Dale Griffin is a strong supporter of Net Impact and has been instrumen- Business would be most
tal in curriculum change initiatives. Dr. Griffin has led Net Impact-organized workshops and attended the Net Impact confer- fitting for someone who is
ence in 2005. The administration supports events, case competitions or conferences that focus on sustainability and social interested in attending a
development in business. school to refine and grow
a mostly socially aware
program and student
Reasons to Attend body.
Vancouver is rated by the Economist Intelligence Unit as one of the World’s top cities in terms of quality of life. A primary
reason for this ranking is that Vancouver has avoided some of the unsustainable development practices that have plagued
other North American cities. Accordingly, there is a strong awareness of social and environmental responsibility, creating a
solid platform for business students hoping to develop a career in this area. One student emphasizes that “Vancouver is a
city with a lot of volunteer and social programs. People here CARE.” Net Impact Chapter Leader:
Andrew Haughian
While the Sauder School of Business is known for the quality of its traditional MBA program, in areas such as Finance, Sup- ahaughian@shaw.ca
ply Chain Management or Entrepreneurship, there are growing opportunities for students interested in the environmental and
social impact of business. These changes are occurring as a result of Net Impact-led student initiatives as well as good sup-
port from the administration. Net Impact is active at UBC and is developing an increasingly powerful local network. Survey respondents: 9
56 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs #160 - 2053 Main Mall, Vancouver, BC V6T 1Z2 Canada Email: mba@sauder.ubc.ca
University of California—Berkeley
Haas School of Business
“Haas is a leader in social impact for good reason: it boasts top notch faculty, impressive company relationships, an inter-
ested or at least supportive student body, and a track record of accomplishment.” AT A GLANCE
Curriculum
The expansive Haas curriculum allows students to not only master principles of general management but also to tailor the Very active Net Impact members: 40
educational experience to focus on social/environmental impact themes. Somewhat active members: 12
The intense core curriculum includes a comprehensive corporate social responsibility (CSR) component as part of the re- Program strengths: SE, ES, CD, CSR,
quired ethics course. Almost 50% of the cases addressed directly pertain to CSR, focusing on issues such as global trade ID, NPM
and human resources, and the importance of business leadership. In addition, the marketing, organizational behavior, ac-
counting, and statistics classes include cases focusing on social themes. Student activity level: One of program’s
most active clubs
“Haas is arguably the best place to take courses that cater to students interested in corporate social responsibility, nonprofit
management, and social entrepreneurship,” says one MBA. We also have many students studying international development, Support of social/environmental
technology and emerging markets, renewable energy, and socially responsible investing. Many classes involve hands-on themes:
consulting projects, which provide students with excellent opportunities to choose their own socially responsible themes and
companies.
Curriculum: 4.2/5 3.8/5 4/5
The Center for Responsible Business and the Nonprofit and Public Management Program (the latter ranked 4th in the nation
by US News & World Report) complement the core by offering electives in Strategic Corporate Social Responsibility, Social Activities: 4.6/5 4.1/5 4.2/5
Venture Development, Nonprofit Boards, Business & Public Policy, and Corporate Environmental Management, just to name a
few. The Strategic CSR class is an unparalleled opportunity for students to consult on meaningful projects for industry leaders The chapter in three words: Energy,
in CSR such as Hewlett-Packard, Gap, Ernst & Young, Clif Bar, Yahoo!, and Nokia. Commitment, Diversity
We also have faculty members who are on the forefront in these fields including Dr. Kellie McElhaney, recipient of the Aspen Leadership: Does program prepare Net
Institute’s Faculty Pioneer Award for Institution Leadership; Nora Silver, Director of the Nonprofit Management Program; and Impact members and the student body as a
David Vogel, author of the Market for Virtue and editor of the California Management Review, which dedicates an annual is- whole for socially responsible leadership?
sue to CSR.
Furthermore, Haas students have access to the entire UC Berkeley campus, which has more top-ranked programs than any
other US university. Specifically, many Net Impact members take courses in the Department of Environmental Science Policy 100% 97%
Management, the Energy and Resources Group, the Goldman School of Public Policy, and the Boalt School of Law. 88%
Somewhat
80 agree
Agree
Student Activities
60
Haas is a student-run school and offers incredible leadership opportunities for students interested in social/environmental is-
sues. 40
Strongly
agree
The Haas Net Impact chapter is over ten years old and is one of the largest student clubs on campus. In 2004, we merged
with the Nonprofit Management Club and continue to grow every year in membership and activity. 20
Our Net Impact chapter offers meaningful benefits to our members through networking opportunities, career development, and 0
social events. Our two primary goals are: (1) to support our members in pursuing careers concerned with social/ (cont’d) NI members All
University of California—Berkeley, page 2
(cont’d) environmental impacts and (2) to educate our peers pursuing traditional MBA careers
about how Net Impact issues affect them. AT A GLANCE
“An incredibly high portion of
the student body is oriented Some key 2006 events include:
towards using business for Career/internship placement:
positive impact. These are
• Firm Night: A career fair that connected nearly 30 companies with 100 students.
the people you will learn • Days on the Job: Over 75 students visited eight different Bay Area organizations • 62% of students described career
from, work with, and remain that focus on responsible business practices, including Business for Social Responsibil- services as helpful or very helpful
connected to for the rest of ity, Clif Bar, Genentech, and TransFair USA. • 91% of students found internships
your career. Even those who • Nonprofit Alumni Dinner: Students networked with alumni and nonprofit leaders at a using both their values and skills;
are not involved in a Net 62% found jobs
banquet featuring the President of one of the largest private foundations in California.
Impact field are supportive of
its value.” • CSR: Myth or Reality Debate: Jeffery Hollender, founder and CEO of Seventh Gen-
eration, debated David Vogel, Haas professor and author of the Market for Virtue, about the
merits of corporate social responsibility. The event was promoted and podcasted nationwide. Alumni:
In addition to Net Impact, Haas students benefit from the Global Social Venture Competition (GSVC), the oldest student-run network as helpful or very helpful
business plan competition with a social and environmental focus. GSVC is an incredible opportunity for students to learn
from social venture capitalists and initiate social enterprises of their own. Other clubs on campus that share the values of Net
Impact include the Education Club, Global Initiatives at Haas (International Development), and the Energy and Resources Prominent alumni:
Collaborative. Students for a Greener Berkeley is a university-wide graduate student organization that works with Net Impact • Joanna Mackness (2004): CSR Inte-
on campus greening. gration Leader, Ernst & Young LLP
• Marcus Chung (2004): Manager,
Volunteerism is important at Haas and is organized through the student government by the elected Vice President of Com- Social Responsibility Strategic Plan-
munity, in close coordination with Net Impact. Young Entrepreneurs at Haas (YEAH) allows Haas MBA and undergraduate ning and Communications, Gap Inc.
mentors to use the principles of business to excite, educate, and prepare under-served youth for academic and economic
success. We are also active in an inter-MBA Challenge for Charity organization. During this year’s Orientation Week, stu-
• Erin Carlson (2005): Community
dents helped paint an Oakland school and raised money for the Special Olympics. Relations, Yahoo Inc.
• Paul Rice (1996): Director/CEO,
Social/environmental impact themes permeated the 2005 first-year Orientation Week. Professor McElhaney, Director of the TransFair USA
Center for Responsible Business, gave a presentation to the entire class about her program’s offerings and applications. • Steve Hardgrave (2005): Manager,
Paul Rice, Haas alum and Founder/CEO of TransFair USA, was the keynote speaker at the student banquet and Priya Hadji, Investments, Omidyar Network
Haas alumna and successful social entrepreneur, kicked off community impact day with an inspirational speech about social
innovation. Finally, all students participated in an innovation workshop with Leapfrog to help them develop triple bottom line
applications for a new educational product.
To sum it up:
Career Services and Alumni Haas is most fitting for
Students conducting a non-traditional job search at Haas must be proactive, but they can take advantage of incredible re- someone who is inter-
sources at their fingertips. ested in attending a
school where students
Haas has an excellent reputation among companies that appreciate social/environmental mindsets, which is apparent when and faculty are on the
you send in your resume cold. forefront of social/
The Career Services Office (CSO) assigns a case manager to support Net Impact members and trains several students to be
peer Career Coaches. The CSO also provides students with access to job listings and workshops from the MBA-Nonprofit
Connection, an organization that serves as a clearinghouse for job and internship opportunities at nonprofits looking for
MBAs. Additionally, the CSO recently put together an entire binder of CSR job resources and has allocated part of an ad-
junct advisor's time exclusively to CSR-type job counseling.
University of California—Berkeley, page 3
Net Impact not only organizes Firm Night and Days on the Job (described under Student Activities) but also provides impor-
tant mentorship opportunities for first-years to learn from second-years. AT A GLANCE
In addition, the Haas and Berkeley alumni are incredible and accessible. It is evident that Haas has a culture of peer support
that is consistent throughout the years. The online searchable database allows students to find alumni working at nearly any Net Impact Chapter Leaders:
organization in the Bay Area. Rob Kaplan and Jamie Dean
Finally, the Haas for Students Fund provides first years who intern for nonprofit organizations with stipends to help cover
costs of living. The Fund is completely student-run and supported. Historically, 100% of the applicants were awarded
grants. The Haas Loan Repayment Assistance Program provides loan postponement and forgiveness for students who work
in nonprofit or government for up to ten years after graduation.
The administration openly promotes the principles of using business for social/environmental impact.
Dean Tom Campbell, a founding board member of the Center for Responsible Business, is deeply committed to public lead-
ership. He has served as a congressman and, most recently, as the Director of Finance for the State of California. He fre-
quently publicly supports the importance of social/environmental impacts in business and has committed to raising those
questions to the guests of the Dean’s Speaker Series.
Haas is primarily student-run, so the administration’s support of Net Impact’s efforts is important. They have provided funding
for key career and social events and they also support the Center for Responsible Business (CRB) and Nonprofit and Public
Management Program.
The CRB sponsors the Peterson Lecture Series in Corporate Responsibility, which brings diverse thought leaders to Haas,
and the Levi Strauss Small Grants Program, which awards funding to students who promote innovative ideas on how to ad-
vance the CSR agenda both inside and outside of the Haas community.
The admissions committee values personality and individuality. They want people who are passionate and care about the
world. They look for students interested in responsible business, but those who have a foundation and interest in main-
stream business and quantitative methods as well.
Reasons to Attend
Haas is a unique MBA program because it serves the needs of a diverse group of students - both those pursuing a career in
social/environmental impact and those interested in obtaining a top-notch traditional business education from a highly-ranked
institution. There is no better place to go for students interested in corporate social responsibility and social entrepreneur-
ship.
One student said, “Haas was the only place I applied for MBA because it has a genuine program that focuses on not only
making money but also making an impact in the society. I'm pleased with the diverse perspectives I learned from world-class
professors as well as the opportunities provided for fellowships, conferences, and competitions around the world. Haas pre-
pares me well to contribute as an ethical business leader for social change.” If you value the opportunity to engage with stu-
Content submitted by current students in spring 2006 430 Student Sevices Building #1902, Berkeley, CA 94720-1902 Email: mbaadms@haas.berkeley.edu
University of California—Davis
Graduate School of Management
“If you are an applicant that wants to use business as a means to make positive social impact, attend a school that is suppor-
tive of this effort, make a lasting impact on the school itself, and play a role in creating new programs and driving change, AT A GLANCE
then the GSM is the place for you.”

UC Davis Graduate School of Management (UCD GSM) requires six core classes (with the possibility of testing out) that must Somewhat active members: 34
be completed prior to taking elective courses. A number of the core and elective classes, while not solely focused on areas of
social or environmental concern, incorporate social and ethical topics into case discussions. For example, Professor Michael Program strengths: SE, ES, CD, CSR,
Maher discusses ethics and nonprofits frequently in his accounting and management courses. NPM
Nearly all the faculty encourage students to focus course projects on nonprofits and social enterprises as well as traditional Student activity level: One of program’s
corporations. One student recommends the school ”because the smaller school size and intimate relationship between stu- most active clubs
dents and faculty allows and encourages innovative thinking and entrepreneurial actions among students.” Another describes
the “great access to work with faculty and the opportunity to create change in the curriculum.” Support of social/environmental
themes:
GSM’s curriculum strengths in environmental and social issues are concentrated in the electives, and have grown out of fac- Students: Faculty: Admin:
ulty expertise and student initiative. Examples include: Curriculum: 4.3/5 3.8/5 3.8/5
• Social Entrepreneurship, taught by Net Impact board member and GSM alumnus Cleveland Justis, which was
added in 2005 as a result of student request Activities: 4.6/5 3.6/5 3.8/5
• Socially Responsible Investment, planned for 2007, growing out of a student research team under the direction of
Professor Brad Barber. Currently, the student research team is creating a socially responsible mutual fund that will The chapter in three words: Innovative,
be managed by second-year students in coming years. Sustainable, Community
• Management of Nonprofit Organizations, taught by Lung Association Executive Jane Hagedorn
In addition, there is a class on Real Estate, which emphasizes a smart growth planning approach. Also, innovative, clean Impact members and the student body as a
technologies are frequently discussed in a variety of courses, including Andrew Hargadon's and Richard Dorf's classes on whole for socially responsible leadership?
innovation and entrepreneurship. Finally, the GSM has an active Community Consulting Group, through which students team
up to apply management skills in solving problems for nonprofit organizations. Preparation for socially
50% 50%
Also of note is that Professor Barber heads the newly formed Center for Investor Welfare and Corporate Responsibility, which 50%
advocates for improved corporate practices and educates investors through research.
40 Somewhat
Student Activities agree
30
The Net Impact chapter is well established but continues to develop momentum and grow with each incoming class. The
chapter is well respected by the faculty and staff, who are increasingly looking to chapter leaders for an understanding of stu- 20
dent interests. For the past several years, the GSM chapter has been recognized at the annual Net Impact conference as
having the highest per capita attendance of any chapter. Agree
10
Local chapter events are well-attended, diverse in topics, and driven by student interest. The chapter has grown due to active
leadership. The past couple years have been marked by the addition of curriculum enhancements, speakers series, organiza- 0
NI members All
tion site visits, and a new website (www.davisnetimpact.org). Themes ranging from green building to sustainable (cont’d)
University of California—Davis, page 2
agriculture to services for the disabled to microfinance are actively explored. We are particularly
excited about our new Board Fellows program that will place students as ex-oficio members on AT A GLANCE
regional nonprofit boards for a year. Our Green Bag lunch speaker series is also off to a
“The UC Davis GSM great start in 2006 (offering free organic pizza doesn't hurt!). In addition, the Net Impact
Net Impact chapter chapter is actively involved in planning first-year orientation. In 2005, the chapter organ- Career/internship placement:
ized and led the orientation trip to Evergreen Lodge in Yosemite National Park, which is
is one of the strong- • 74% of students described career
a social enterprise affiliated with Juma Ventures. Here we were able to introduce in-
est clubs at the services as helpful or very helpful
coming students to Net Impact and the idea of using business as a way to create social
school with nearly change (in this particular case by employing and training underserved youth). To- • 63% of students found internships
gether, these activities are building momentum for the chapter. using both their values and skills;
50% of the student
40% found jobs
body included in its
Other student groups of interest to Net Impact members include the Community Consult-
membership.” ing Group, which places students on consulting teams to conduct pro bono projects for
Sacramento and Bay Area nonprofits, and Challenge for Charity, which is actively involved in Alumni:
community service with the Special Olympics and the Boys and Girls Club. 47% of respondents rated their Alumni
One student comments that “our program provides ample opportunity to not just learn about socially responsible practices in
the classroom, but to put it to use in clubs, consulting projects, business competitions, and internships.”
Prominent alumni:
Career Services and Alumni • Jamie Anderson (2005): Rural Fi-
nance Consultant, United Nations
Career Services is active and flexible in providing assistance for job searches. The Career Services staff strives to tailor their Fund for Agricultural Development
assistance to the needs of each individual student and is able to do this because of the GSM's small size. The GSM sub- • Kyle Salyer (2006): Senior Vice
scribes to the MBA Nonprofit Connection jobs database as a result of Net Impact members' request for more services for President, Portfolio Management,
non-traditional jobseekers. In addition, GSM students have good access to alumni in fields of interest to Net Impact mem- MicroCredit Enterprises
bers conducting a non-traditional job search. In general, alumni are very receptive to counseling students and aiding them in
their job search. • Cleveland Justis (2004): Executive
Director, Headlands Institute; Net
A number of students cite the program’s strengths with nonprofits; one student described “a strong interest in nonprofit work. Impact Board member
We have a Community Consulting Group, which does consulting projects for nonprofits on a volunteer basis (students re- • Morlee Griswold, Director of Direct
ceive class credit). Faculty members are also fairly active with nonprofits, and our Net Impact chapter is great.” Mail, Patagonia, Inc.
To sum it up:
The GSM administration is strongly supportive of the Net Impact chapter at UC Davis. The chapter receives annual funding UC Davis is most fitting
from the school to help cover conference costs and general chapter activities. Specifically, the Dean of the school is very for someone interested in
enthusiastic and supportive of the chapter and is a strong advocate for Net Impact related topics. She has been very suppor- attending a school to
tive of the developing Board Fellows program. Additionally, the school is creating a Center for Investor Welfare and Corpo- help build upon an exist-
rate Responsibility that will facilitate a student-managed socially responsible mutual fund. Over the past several years, the ing base of social/
administration has been very receptive to responding to student initiatives around social topics, including the creation of a environmental impact
class on social entrepreneurship. activities with opportuni-
ties for significant growth.
The admissions office values “Net Impact” applicants, and it seems that the school is admitting an increasing number of stu-
dents who are interested in using business to create social change. These students are interested in a diverse range of
fields from social entrepreneurship to corporate social responsibility, sustainable agriculture, green technologies and (cont’d)
University of California—Davis, page 3
microfinance. When applying to the program, students should feel free to emphasize their interest in social and environ-
mental issues while making it clear why an MBA is relevant to the applicant’s ability to address those interests through their AT A GLANCE
career.
In addition, the school anticipates constructing a new facility in the near future, and it is looking at incorporating green build- Net Impact Chapter Leader:
ing practices into the design. Thomas Nelson
thnelson@ucdavis.edu
Reasons to Attend
Geoff Jennings
gcjennings@ucdavis.edu
An applicant interested in social and environmental themes should consider the GSM because the school has a world-class
faculty and curriculum that will prepare students for a career that will make an impact on society. The school's small size,
flexibility, and willingness to work with the Net Impact chapter presents engaged students with the opportunity to leave a last-
ing impact on the school. The school currently offers a number of classes focused on topics of interest to Net Impact mem- Net Impact student admissions contact:
bers, and it incorporates social and environmental themes into many of its core, breadth, and elective courses. Geoff Jennings
gcjennings@ucdavis.edu
In general, the student body is engaged and supportive of social and environmental concerns and activities. The community
at the GSM is a tight-knit group that is unique among top business schools. One student says that “this is a small program
aimed at collaborative style learning with a great sense of community. When I originally joined the program social/ Survey respondents: 25
environmental opportunities were not part of my consideration, however their availability at my school greatly enhanced my
experience.” If you are an applicant that wants to use business as a means to make positive social impact, attend a school
that is supportive of this effort, make a lasting impact on the school itself, and play a role in creating new programs and driv-
ing change, then the GSM is the place for you.
62 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs One Shields Avenue, Davis, CA 95616 Email: admissions@gsm.ucdavis.edu
University of California—Los Angeles
UCLA Anderson School of Management
“Anderson is very entrepreneurial and therefore student-driven, and the administration and faculty are very supportive of stu-
dent initiatives to create new Net Impact opportunities. UCLA-Anderson is an excellent choice for Net Impact interested stu- AT A GLANCE
dents.”

Somewhat active: 25
While most of the curriculum at Anderson tends to focus on traditional MBA topics, there has been an increase in the number
of social/environmental classes offered each year. Many of these changes have been successfully initiated by current stu- Program strengths: SE
dents and have been well embraced by the faculty and the dean. One student wrote that “it seems like there is one or more
new courses added every quarter.” Another agreed that “the momentum towards socially responsible changes to the curricu- Student activity level: Average
lum is wonderful. There are plenty of opportunities for MBA students to impact the school and help to shape the new courses
offered.”
Anderson offers courses in traditional social/environmental issues as well as courses in newer themes:
fields. Traditional electives include nonprofit management, public sector management, and Students: Faculty: Admin:
“UCLA Anderson sold environmental management. Less traditional courses include topics on the public educa-
me on the fact that the tion system, social entrepreneurship, and emerging markets. Students tend to enjoy the Curriculum: 3.1/5 3.6/5 3.6/5
faculty was amenable to plethora of guest speakers who come in to share first hand knowledge about their fields.
respond to student inter- Activities: 3.6/5 3.9/5 3.9/5
This greatly enhances these classes and the overall learning experience.
ests. We were able to
create and host a new Each year, several groups of students also opt to do their second-year, required Applied The chapter in three words: Collabora-
course in social entre- Management Project (AMR) on Microfinance. These projects allow students to work with tive, Growing, Inclusive
preneurship within my organizations in emerging countries to improve their micro-lending institutions. Many of
two years at Anderson.” the expenses, including a trip to the country, are subsidized either through a corporate Leadership: Does program prepare Net
partner or through Anderson's Center for International Business Education and Research Impact members and the student body as a
(CIBER). whole for socially responsible leadership?
In addition to the class offerings at Anderson, all students can cross enroll in any UCLA graduate program course. The most Preparation for socially
popular cross enrollment typically occurs with the School of Public Affairs which includes departments in Social Welfare, Ur-
ban Planning and Public Policy. Students will often cross enroll in the School of Education, the School of Public Health and 100%
the Law School as well.
82%
In addition to elective classes, Anderson has offered in the past a Certification Program in Environmental Management (CEM) 80 Strongly agree
in conjunction with four other UC MBA programs. Although this program no longer exists, Anderson will be offering a similar
program on its own starting 2006-2007.
60 Agree
32%
Net Impact members at Anderson pursue and share their diverse interests through a range of different activities, including a Somewhat
few key events that the chapter focuses on organizing and executing. While there is room to enhance the cohesiveness of the 20 agree
Net Impact community at Anderson, individual members are energetic and active in promoting events of interest. There is a
steady flow of emails through the Anderson Net Impact email group, as members spread the word about upcoming (cont’d) 0
NI members All
University of California—Los Angeles, page 2
events and opportunities taking place on the UCLA campus and in the greater Los Angeles community. AT A GLANCE
Through this network, members have participated in events with the Sustainable Business Council of Los Angeles, the Los
Angeles Net Impact Professional Chapter, and other UCLA programs. Additionally, Net Impact has collaborated in planning
events with other groups, such as the UCLA Energy Forum, a lecture and discussion series developed in cooperation with Career/internship placement:
the UCLA Sustainable Resource Center. Members also participate annually in various small group events such as national • 47% of students described career
case competitions and Service Corps projects. Networking events with alumni, faculty, and community members are also services as helpful or very helpful
orchestrated by the chapter. • 92% of students found internships
One of the largest events of the year for Net Impact at Anderson is the annual career night; the chapter hosts 10-15 compa- 80% found jobs
nies/organizations that have programs related to social and environmental responsibility. The event is attended by Net Im-
pact members as well as other members of the student body and draws about 100 students to participate in small group dis-
cussions with the presenters. Another large campus event that is new to the Anderson campus is the Nonprofit Consulting
Challenge. This event brings local nonprofit organizations to campus to partner with teams of MBA's on a short term busi-
ness problems. Alumni:
In short, Net Impact has a longstanding campus presence that has recently seen exciting and accelerating growth. The club network as helpful or very helpful
is focused on perpetuating this growth and fostering new opportunities to draw in increasingly larger portions of the student
body.
Career Services and Alumni Prominent alumni:

• Matt Hill (2005): Project Manager -
Anderson provides a variety of career services for students interested in the non-traditional job search. Net Impact hosts Strategic Projects (Broad Resident),
events that both directly and indirectly impact a job. These services include research, networking, informal advice and fund- Oakland Unified School District
ing tools. • Douglas Buchalter (2005): Executive
Managing Director, Green Coast
Anderson's career office coordinates Anderson Career Teams (ACT groups). ACT groups are small groups of first-year stu- Foundation
dents organized by industry interest who are focused on finding summer internships. These meetings are led by second-
• Sandra A Matsumoto (2002): Project
year students who are advised by and receive material from an Anderson career counselor. There is an ACT group that is
Director, The Nature Conservancy
devoted specifically to Net Impact each year.
Students can find out about non-traditional jobs through several venues. First, Anderson offers a summer internship on cam-
pus in partnership with Johnson & Johnson that helps directors of Head Start programs and community health centers im-
prove their impact. In this 10-week internship, students act as Teaching Associates in addition to consulting with these non-
profit professionals on management development plans. Anderson also receives numerous job and internship listings sent To sum it up:
directly to the career office and subscribes to the MBA Nonprofit Connection for full-time job listings. Although some organi- UCLA Anderson is most
zations actively recruit on campus (such as the Broad Foundation), Anderson needs to increase the number of social/ fitting for someone inter-
environmental employers that come on campus. ested in building upon an
For more indirect career contacts, Anderson has an extensive online alumni network. Additionally, Net Impact hosts an an- environmental impact
nual career night which typically draws 12-15 organizations. Companies that attended last year's Net Impact Career Night activities with opportunity
include Toyota, Gap Inc., Ethos Water and many others. Several students have made long lasting networking connections for significant growth.
through these events.
Lastly, Anderson can financially subsidize a student's summer internship through our Haskamp Fund. The Haskamp fund
provides potential matching funds for students interning at public or private nonprofit organizations.
University of California—Los Angeles, page 3
Administration Support AT A GLANCE

Anderson has a supportive administration when it comes to social/environmental areas. Current funding through the school
is on par with other student organizations. Students have found the dean, professors, and several Anderson research cen-
ters very supportive. This support comes in the form of developing new curriculum, funding initiatives and projects, and re- Net Impact Chapter Leader:
cruiting social/environmental focused students. However, despite the support, there is much more to push for. It typically Brandon Malmberg
takes tremendous student initiative and follow-through for actual changes to happen. Bran-
don.malmberg.2007@anderson.ucla.edu
One student said that “there are tremendous opportunities in social entrepreneurship, international development, and envi-
ronmental sustainability. The school has put financial resources behind all of these subjects and is eager to give students an Ellen Lin
opportunity to pursue their interests therein.” ellen.lin.2007@anderson.ucla.edu

Reasons to Attend Karen.lee@anderson.ucla.edu
In addition to a highly rigorous academic experience, UCLA Anderson has a wealth of resources available for students inter-
ested in social and environmental themes. Students are encouraged to make social impact a priority through the subsidiza-
tion of projects and internships in microfinance and other fields. Additionally, Anderson has an extremely strong entrepre-
neurial spirit, and the student body has a passion for driving change. The student body is quite diverse in its interests, and
faculty and administration are very receptive to student initiatives to pursue these interests. Students are increasingly focus-
ing on social entrepreneurship, corporate social responsibility and sustainable development and are pushing these issues
forward through innovative programs and projects.
It is an exciting time to be at Anderson for those who desire to be leaders in advancing social and environmental causes
through business. One student said “there's as much opportunity here as you're willing to create. If you've got ideas, you'll
be supported in following them through.” Another added “students are collaborative and low key, relative to other top notch Survey respondents: 24
MBA programs. They really make the school as great as it is.”
65 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 110 Westwood Plaza, Gold Hall, Suite B201, Los Angeles, CA 90095-1481 Email: mba.admissions@anderson.ucla.edu
University of California—San Diego
Rady School of Management
“The Rady School is a program focused on Innovation and Sustainability with deep resources in Science, Technology and
other transformative industries. We have strong partnerships with other graduate programs at UCSD like Scripps Institution AT A GLANCE
of Oceanography (Climate Control), Graduate School of International Relations Pacific Studies (Environmental Policy &
CSR), Jacobs School of Engineering (Environmental Tech) and our own Beyster Institute (International Development/
Entrepreneurship).” Full-time MBA students: 150
Very active Net Impact members: 15-20
Somewhat active members: 30-35
Curriculum
Program strengths: ES, ID
The graduate curriculum at Rady is always reinventing itself. Highly regarded for its many top-tier graduate programs, UCSD
strongly supports multi-disciplinary education, particularly at Rady. After just one year of operating its full-time MBA program, Student activity level: Average
Rady has founded a chapter of Net Impact, has developed a foundation for strong resource and course development in social
and environmental sustainability, and has helped link the various world-class graduate programs at UCSD in science, engi-
neering, international policy and economics.
Core courses at the Rady School incorporate sustainability themes throughout Marketing, Operations, Organizational Strat- themes:
egy, Finance, Strategy, and other courses.
In the 2006-2007 academic year we plan to offer an elective in Sustainable Enterprise and then to grow the elective curricu- Curriculum: 3.6/5 4/5 3.8/5
lum in this area based on student interest. Offered across UCSD are graduate courses in Corporate Social Responsibility,
Corporate Strategy and the Environment, Nonprofit Management, Sustainable Development, Environmental Engineering, En- Activities: 3.8/5 4/5 4.1/5
vironmental Policy and extensive earth and marine science coursework at Scripps Institution of Oceanography.
The Administration has embraced sustainability primarily due to our campus ESI (Environment & Sustainability Initiative) pro- The chapter in three words:
gram and Rady's role in the effort. Innovative, Multi-disciplinary, Dynamic

Net Impact hosted a speaker series in 2005-2006 that engaged various UCSD faculty members and industry experts.
UCSD’s Chancellor, the Dean of The Rady School and key faculty and staff members at IRPS, SIO and JSE are very suppor-
tive and aware of Net Impact’s presence and capabilities.
The Rady School is actively recruiting faculty and staff that have an interest in social and environmental sustainability. responsible leadership
50% 50%
50%
40 Somewhat
agree
Net Impact UCSD Chapter is an interdisciplinary organization creating unique networking, educational and hands-on opportu- 20
nities for students and professionals to support the symbiotic relationship between business, society and the environment. We
Agree
strive to become San Diego’s premier nonprofit affiliate in the promotion and education of sustainability while highlighting the 10
role of industry in that endeavor. As stewards for the “sustainable enterprise,” the Net Impact UCSD Chapter views corporate,
social and environmental responsibility as both a competitive business strategy and a critical framework for supporting today’s 0
rapid industrial transformation. (cont’d) NI members All
University of California—San Diego, page 2
Net Impact UCSD Chapter was founded in Fall of 2005. The chapter has an interdisciplinary character, with participation from
AT A GLANCE
the Scripps Institute of Oceanography, Rady School of Management, Jacobs School of Engineering and the departments of
International Relations and Pacific Studies, Chemistry, Sociology, and Economics.
We accomplished a lot during the 2005-2006 academic year. In addition to attending and participating in various campus • 57% of students described career
and industry events focused on social and environmental sustainability, we hosted/sponsored the following: services as helpful or very helpful
PROJECTS using both their values and skills
• Innovations in Sustainability Report - submitted to Chancellor’s Committee for Environment & Sustainability
• Service Corps – three students completed two strategy and marketing projects with local nonprofits
EVENTS HOSTED/CO-HOSTED
• Viewing of “The Corporation”
• Holiday Food Drive with San Diego Food Bank
• Tijuana Clothing/Blanket Drive
• Surfrider Foundation beach clean-up
• Presentation by Matt St. Clair, Sustainability Specialist for UC Office of the President
“There is infinite • Net Impact Speaker Series
opportunity to af- • And more
fect change and
Net Impact at UCSD has collaborated with the following graduate clubs: Rady Life-Tech
create a more and Investments, Scripps Environmental Science & Policy, IRPS Environmental Society,
sustainable future Jacobs School Biofuels Association. These clubs have partnered with Net Impact on
with this brand events related to sustainable technology, discoveries and investments.
To sum it up:
new school.” Rady and other graduate programs at UCSD have strong relationships with corporations,
UCSD Rady School of
Management would be
consultancies, and investment firms committed to environmental sustainability. Nonprofit ef-
most fitting for someone
forts are developing at Rady, and are in high density at our partner program, the Graduate School
who is interested in help-
of International Relations Pacific Studies, as well.
ing to lay the foundation
for social/environmental
Career Services and Alumni awareness at a program.
Our latest UC MBA/Graduate Career Fair included various companies focused on sustainability, and many workshops are in
motion via our ESI initiative and collaboration between UCSD’s graduate schools. Additionally, our Career Connections Director,
Robin Darmon, is a Net Impact member.
Rady's alumni base and reputation are growing rapidly. The Rady School’s first full-time year was 2005-2006, so we currently
have one class of alumni. In addition, through Net Impact and Rady’s strong relationships across the UC system, Rady students
interested in sustainability and other related fields will likely be welcomed by fellow UC graduates.
Given the Rady School’s stage in its development, no alumni can be named at this time; however, two Rady MBAs completed a
project for CE2 (Clean Energy Clean Environment) Capital in the Spring of 2006. Alumni from other UCSD programs currently
focus on social and environmental issues at Diversa Corporation, BP, Booz Allen Hamilton and Nonprofit Strategies, to name a
few.
University of California—San Diego, page 3
The ideal candidate is someone entrepreneurial and interested in sustainable technology, process innovations and how sci- Net Impact Chapter Leader:
ence can drive sustainable business practices. Over time, our curriculum in nonprofit management will strengthen -- we are Jay Brandeis
already in contact with various resources related to cause marketing, sustainable development, and nonprofit management. jbrandeis@rady.ucsd.edu
One student highlighted the relative youth of the program as a strength, writing, “there is infinite opportunity to affect change
and create a more sustainable future with this new school.” Net Impact student admissions contact:
Margie Frazee
mvfrazee@rady.ucsd.edu
68 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs Pepper Canyon Hall, 3rd Floor, 9500 Gilman Drive, MC 0093, La Jolla, CA 92093-0093 Email: MBAAdmissions@ucsd.edu
University of Chicago
Graduate School of Business
“Chicago GSB offers great education in business and organizational fundamentals that are applicable to any industry.”
AT A GLANCE
Curriculum
Unlike many other MBA programs, University of Chicago Graduate School of Business (GSB) does not have a prescribed Somewhat active members: 90
core curriculum. Although there is no formal program to integrate social/environmental themes into basic business courses,
cases and/or group projects deal with these issues on an ad-hoc basis. One student said, “The curriculum is second to none
and will prepare you for senior leadership in a nonprofit organization. It is becoming increasingly important that nonprofit lead- Student activity level: Slightly below
ers have some business acumen and the GSB no doubt does that.” average
The business school currently has an elective called Social Entrepreneurship that focuses on issues of social impact in busi-
ness. Another elective course associated with the school’s annual business plan competition (New Venture Challenge) offers Support of social/environmental
a special track for social entrepreneurship projects. Similarly, there are several hands-on “lab” courses, in which students themes:
help real-world organizations tackle business challenges. These courses have offered projects with organizations aligned with
social missions, some of which have been nonprofit.
Curriculum: 2.6/5 2.5/5 2.4/5
A positive feature of the school's flexible curriculum is that students may take up to six electives outside of the business
school. For students interested in social & environmental issues, the Harris School of Public Policy at the University of Chi- Activities: 3.4/5 3.1/5 3.2/5
cago offers many applicable courses. Some students pursue a combined MPP/MBA degree while others simply take classes
at the Harris School to augment their business courses. Possible areas of study include environmental, health, and education
policy, poverty & inequality, and international development. The chapter in three words: Expand-
ing, Diverse, Ambitious
There is no formal social/environmental concentration or certificate available at this time. Leadership: Does program prepare Net
Student Activities
Our chapter is building momentum. We experienced significant membership growth in the last 80%
year and aim to continue growing membership this year. There are a large number of activi-
ties, both Net Impact-sponsored and otherwise, that engage students in sustainability is- 64%
“As a Net Impact sues, community service and other social impact topics. 60
member you have an Somewhat
50%
open canvas to con- The Net Impact Club organizes events featuring guest speakers and roundtable discus-
agree
tinue crafting the ex- sions with experts on a variety of issues including corporate social responsibility, non- 40
tra-curricular activity profit management, international sustainable development and microfinance, social en-
around Social/ trepreneurship and social impact career options.
Agree
Environmental is- Our club is actively involved in the Service Corps program which gives students the op-
20
sues and business.” portunity to put their business skills to work by assisting local nonprofits. We are also com-
mitted to the Board Fellows program which gives students the opportunity to bring valuable Strongly
agree
0
business skills to nonprofits while learning about nonprofit management and governance. NI members All
(cont’d)
University of Chicago, page 2
For the second year in a row, Net Impact has collaborated with the GSB Emerging Markets Group, Kellogg School of Man-
agement and Harris School of Public Policy (University of Chicago) to plan and host the Chicago Microfinance Conference. AT A GLANCE
For the first time this year, a GSB-Kellogg Faculty Debate on corporate social responsibility is also planned. We hope that
this event will become an annual one.
In addition to these events, the club organizes networking and social events for Net Impact members and other interested • 88% of students described career
individuals. services as helpful or very helpful
While a lot of students aren’t sure what the mission of Net Impact is, they are curious and often very supportive of our group. using both their values and skills
We believe there is potential to grow membership considerably through building awareness of the group and its goals.
The full-time MBA program is currently involved in a number of community service activities, many of which are organized by
the school’s Giving Something Back club. The Ray School Tutors program pairs up MBA students with elementary school Alumni:
children to act as tutors and mentors. We organize an annual charity auction to benefit local nonprofits. Students periodi- 75% of respondents rated their Alumni
cally organize to prepare and serve dinner to residents at the nearby Ronald McDonald House. Student groups often re- network as helpful or very helpful
spond to crises and/or natural disasters globally by initiating fundraisers to generate financial and in-kind donations to the
groups affected. A number of students are involved in a tax assistance program that provides free tax counseling and tax
services to underprivileged individuals in the community. Students also volunteer for Junior Achievement.
Prominent alumni:
• William Richardson, Ph.D. (1971):
Career Services and Alumni President & CEO, W.K. Kellogg
Foundation
Chicago GSB provides weekly job postings and in some cases on-campus recruiting for students interested in non-traditional • David Vitale (1976): Chief Adminis-
sectors that prioritize social/ environmental impact. Sarah Burkhart, MBA Career Service’s Job Development Manager, is in trative Officer, Chicago Public
constant contact with the MBA Non-Profit Connection (MNC) (www.mnc.org), an organization that links non-profit organiza- Schools
tions with top MBA candidates. While MNC is a link, they are also an advocate for both students and organizations, assuring • Robert Drumheller (1975): Vice
that all jobs are of MBA caliber (and salary), and that students are able to apply directly with the organization of their choice. President for Finance, Overseas
Through Sarah’s interaction with MNC, GSB has had over 200 non-profit job postings in the last year, with functions ranging Private Investment Corporation
from marketing to finance to supply chain management. Career resources do not vary for different interests in this sector.
• Jon Corzine (1973), Governor of
The University of Chicago also holds an annual non-profit and public service career fair, which is open to all U of C students New Jersey
and alumni searching for volunteer, internship/fellowship, and part- and full-time opportunities.
Students also have access to an online community directory, allowing them to search for alumni in fields of interest using
numerous criteria such as employer certifications, area of expertise, clubs, professional and personal interests, as well as
To sum it up:
volunteer activities.
Those interested in
building upon an existing
For the sixth year, the GSB Polsky Center for Entrepreneurship will offer a social entrepreneurship summer internship pro-
base of social/
gram, which gives students the opportunity to work for a company with a social mission, a start-up or small business. The
Polsky Center provides assistance in locating companies that qualify to host an intern. Through the supplemental awards,
qualifying interns will receive financial assistance from the Polsky Center and host companies match that amount at least
for significant growth
dollar-for-dollar. (Companies are welcome to compensate their interns above this amount.)
would benefit most from
the GSB program.
Currently, there is no loan forgiveness program for individuals who go to work at nonprofit organizations.
University of Chicago, page 3

Like all student organizations at the GSB, Net Impact is primarily responsible for raising its own funds, which it does primarily Net Impact Chapter Leaders:
through membership dues. The Graduate Business Council, through its Community Fund that supports groups with more Chau Ly
limited income, provided Net Impact with a small amount of funding this year. Net Impact receives the same access to facili- cly@chicagoGSB.edu
ties and support as any other official student group.
Micki O’Neil
The school is always interested in supporting and encouraging speakers, lectures and other activities that enhance the circu- moneil1@chicagoGSB.edu
lation of different viewpoints and ideas. While faculty members are given great leeway in determining course content, initia-
tives to broaden the curriculum to more fully incorporate social/environmental themes would require demonstration of exten- Carlos Goncalves
sive student interest before the administration would actively back them. cgoncalv@chicagoGSB.edu
The admissions office seems to be increasing its outreach to students interested in “Net Impact” themes. It has recognized Kendra Krolik
the growing number of such talented applicants that would be valuable assets to the GSB community. Emphasizing such kkrolik@chicagoGSB.edu
goals or values through the admissions process will likely enhance an applicant’s file, although a person must authentically
articulate how Chicago’s strengths – which do not include an explicit focus on social/environmental concerns – will contribute Mike Mehawich
to his/her professional goals. mmehawic@chicagoGSB.edu
Reasons to Attend
Chicago GSB is widely recognized as a factory for original thought, having revolutionized the teaching of such business foun-
dations as finance and economics. One student wrote that Chicago GSB offers, “great education in business and organiza-
tional fundamentals that are applicable to any industry.” This strong, rigorous grounding provides meaningful training for
managing any type of organization. Chicago offers students tremendous flexibility, encouraging students to choose classes
based on interests and subject expertise. For students with social/environmental interests, the broader university, including
the Harris School of Public Policy and the School of Social Service Administration, offers many classes that complement the
GSB’s curriculum, and the curriculum’s flexibility gives ample opportunity for such exploration. The school’s only mandatory
class is LEAD, an innovative course taught by second-year students on topics like team-building and ethics. Additionally,
student groups are well-supported and enjoy significant freedom.
71 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 5807 South Woodlawn Avenue, Chicago, IL 60637 Email: admissions@chicagoGSB.edu
University of Cincinnati
College of Business
“Students are able to find or create venues for seeing their educational ideas to fruition and have the ability to gain the lead-
ership experience they desire.” AT A GLANCE
Curriculum
The University of Cincinnati College of Business (CoB) core curriculum provides a means for students to develop the variety Full-time MBA students: 250
of business-related skills needed to manage in today's business world. The core curriculum interweaves topics such as busi- Very active Net Impact members: 8
ness ethics and best practices through core classes such as accounting, finance, and behavior and theory courses. Somewhat active members: 8
For the student who desires to increase their knowledge in the areas of corporate social responsibility, nonprofit organization
management, sustainability, and more, there are a variety of options. Several elective courses, such as Business Ethics,
which is taught by a professor who also teaches a core management theory course, offer insight and opportunity for explora-
tion into these topics. Another ethics professor teaches both in the College of Medicine and the College of Business, allowing The chapter in three words: Emerging,
students to make the connection of ethical decisions across disciplines. Students are also afforded the opportunity to take a Evolving, Effective
more active role in expanding on a socially-conscious curriculum by choosing appropriate topics in electives such as Business
Readings and Capstone courses.
The UC College of Business, in conjunction with the UC Conservatory of Music, offers a dual MBA/MA degree for students
interested in arts administration and business. This program is one of the most respected of its kind in the country and has
produced graduates that are working at some of the top nonprofit arts organizations across the country.
An exciting recent addition to the curriculum is the opportunity for students to complete a Service Corp capstone course. Ser-
vice Corp benefits both MBA students and the nonprofits; students gain "hands on" experience working with the nonprofits, as
the nonprofit receives consultation from students on projects and issues they are facing. The addition of Service Corp re-
sulted from a cooperative effort by students, administration and the professor who teaches this course.
The curriculum at UC is continually reviewed and updated in an attempt to address some of the many issues surrounding so-
cial responsibility from both an academic and corporate standpoint.
Student Activities
2005 serves as the founding year for UC's Net Impact Chapter. It resulted from a group of stu-
dents and college administrators who took the vision of Net Impact to heart and wanted to do
“Students wanting to something to make a difference. One of the key highlights in the MBA program at UC is the
gain leadership ex- opportunity for students to really take charge of their educational experience.
perience find the Net
Still in its first year, our Net Impact Chapter is gaining momentum. This provides an in-
Impact Chapter a credible opportunity for incoming students to participate in a very active way and take lead-
valuable venue, ership of areas where they feel they can help.
since there are so
many opportunities During its first year, the UC Net Impact Chapter has held several events: lectures, a "coffee
available.” Note: Since fewer than 5 students an-
sale" to bring about fair trade coffee awareness, Service Corp projects and a night at the local
art museum participating in "One World Wednesday," an event sponsored by the Young Pro-
not included
fessionals group of Cincinnati that features a different country each month. Initiatives are under
way for future events, sustainability awareness, and fundraising. The chapter is very accepting of new
ideas and members who want to take an active role in the group. (cont’d)
University of Cincinnati, continued
The UC Net Impact Chapter is promoted at all new student orientation sessions. Net Impact members attend orientation
sessions to give a presentation about the chapter. In addition, members attend various receptions and social events for full AT A GLANCE
and part-time students to facilitate greater awareness about the chapter.
Recently, UC launched the President’s Advisory Committee on Environmental Sustainability. The formation of this commit-
tee was led by students of the environmental studies group and faculty. The committee has representation from each of the Prominent alumni:
major UC administrative units (e.g., Housing, Facilities, etc.), two VP’s, faculty and students. This year a campus-wide policy • Jerry Durst, Hospice of Dayton
on environment and sustainability was adopted by the University. This exciting development will allow individuals to be more • Penelope Orr, Catholic Social Ser-
involved with environmental sustainability at the campus-wide level. vices of Southwestern Ohio

The CoB provides a Career Services department solely for graduate business students. This provides students with easy
access and the ability to meet with advisors on an individual basis to develop comprehensive goal-driven career plans.
To sum it up:
The Career Services Office is very supportive of the Net Impact Chapter and other student groups such as the MBA Associa- UC College of Business
tion. In the past, they have worked with student groups to plan and sponsor career-related events such as networking events would be most fitting for
and career fairs. They are receptive to working with Net Impact to offer career-related events for Net Impact members. This someone who is inter-
provides students with access to professionals from organizations with goals aligned with Net Impact. ested in attending a
While there are currently no standard nonprofit partnership/internship programs nor loan forgiveness programs for individuals an existing base of social/
who choose to work in the nonprofit sector, students feel that the Office would be receptive to working with students and or- environmental impact
ganizations to establish these types of initiatives if there is student interest. activities with opportunity
Career Services is very proactive in bringing industry leaders to campus for forums and lectures as well as in providing stu-
dents with workshops and sessions that help them conduct their career planning and job searches. The Net Impact Chapter
is currently working with Career Services in co-sponsoring a forum in October. This forum will feature high level executives
who are willing to speak about the decisions they make regarding corporate social responsibility. Once again, there is an
opportunity for students to work with the Career Services Office to identify who they need to meet and how to go about find-
ing the niche that they feel serves their career goals.
The administration within UC CoB is extremely supportive towards students with varying interests, and in particular, the Net
Sarah Ramsey,
Impact group. Their support and leadership has been instrumental in the founding of the College's Net Impact Chapter.
Sarah.Ramsey@uc.edu
Funding of $500 annually is provided to the chapter, in addition to verbal expertise and support. The entire MBA office, in-
cluding the Director, has provided encouragement; the Director has served as a lecturer and has attended most Net Impact
Miah Schneider
events. In addition, the chapter’s graduate advisor has been instrumental in helping the chapter coordinate events and se-
miahschneider@gmail.com
cure facilities. She meets with the chapter several times per month to help plan and execute events and activities, and she
serves as a liaison to other members of the administration. The opportunities that exist within the College are present in large
part due to the support and flexibility of the administration.
George Jackie Elcik
Reasons to Attend Jacqueline.Elcik@uc.edu
The University of Cincinnati College of Business offers a wide variety of course options through the full-time and part-time
programs as well as a variety of dual degrees. Students are able to find or create venues for seeing their educational ideas
to fruition and have the ability to gain the leadership experience they desire.
73 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs Carl H. Lindner Hall, Suite 103, PO Box 210020, Cincinnati, OH 45221-0020 Email: graduate@uc.edu
University of Colorado—Boulder
Leeds School of Business
“Leeds is up-and-coming in the area of sustainability. Couple that with the entrepreneurial bent of the school and I think
there are great opportunities here.” AT A GLANCE

Curriculum that supports social/environmental impact is growing stronger at the Leeds school. Our core curriculum includes a Somewhat active members: 25
full semester course on business ethics as well as more limited case studies and dialogues in our other core classes. Since
our program is small, the electives that specifically address these issues are limited in actual number, but quite significant in Program strengths: SE, CSR, ES
relation to the total number of offerings. There is also an adequate amount of flexibility in our requirements that allows for
access to engineering, environmental studies, law, land use planning and other University of Colorado graduate electives. Student activity level: Above average
This makes the curriculum opportunity at Leeds feel more than adequate.
Within the Leeds program, there is a particular interest in market-based solutions to sustainability issues. Much of the push Support of social/environmental
for their development comes from the Deming Center for Entrepreneurship, one of our Centers of Excellence. One course themes:
example is Sustainable Venturing, taught by Tom Dean, a well-known thought leader in the area. A limitation of our program’s Students: Faculty: Admin:
curriculum is the absence of classes that specifically address the public and nonprofit sectors. Students believe this will begin
to change in the near future with the strength of the nonprofits in the area and a number of federally funded labs such as the Curriculum: 4.3/5 3.6/5 3.4/5
National Renewable Energy Laboratory. Our Leeds Net Impact chapter has been working with the school to further develop its
Activities: 4.2/5 3.8/5 3.8/5
curriculum in the social/environmental business area. Key faculty members and administrators are also very supportive. Best
of all, our program is small enough that change can happen relatively quickly. A group of students came together this year to
encourage the development of a class focusing on entrepreneurial development issues in developing countries. Two excel-
lent professors will be teaching it in the fall of 2006. The chapter in three words: Opportun-
istic, Entrepreneurial, Leader
Student Activities Leadership: Does program prepare Net

There is a strong and growing movement developing around sustainability at the Leeds school and a well-established network whole for socially responsible leadership?
at the University of Colorado at Boulder (CU). One student wrote, “the small entrepreneurial culture allows students to really
get involved and even create their own opportunities if they are interested in doing so.” Preparation for socially
This year has been a very important one for synthesizing the many initiatives and interests
100%
around campus. Any limitation we have in curriculum is more than made up for by the in-
“It is great to be in terconnected network in the Boulder/Denver area. The Leeds Net Impact chapter gained 84%
strength when we offered to host the Leeds/Net Impact Case Competition six years ago. 80
a place where The Leeds School of Business/Net Impact Case Competition brings together teams from 66%
there are too across North America to formulate sustainable and profitable solutions to a current com- 60 Somewhat
many opportuni- pany's business issue. Teams, comprised of four students from each institution, present agree
to a panel of industry and academic leaders during preliminary and final rounds. Since
ties rather than the competition launched, events have continued to develop and the chapter has contin- 40
too few.” ued to strengthen. We are also involved with some key events other than the case com-
Agree
petition: Sustainable Opportunities Summit, the University of Colorado's Sustainable En- 20
ergy Initiative (http://www.colorado.edu/news/releases/2006/104.html), the MBAA Speaker Strongly
Series, smaller panel discussions, a Sustainable Business Plan Competition, and others. (cont’d) agree
0
NI members All
University of Colorado—Boulder, page 2
In general, we have a strong and active core group and a very wide engaged network. Energy around sustainability at Leeds
is very high and this is a fun time to be involved. With that said, there is some sense that there is so much more to do than AT A GLANCE
we can take on. Every time we get engaged in a new project we find three more compelling opportunities.
Within the Leeds school, our Centers of Excellence are very active in the social/environmental area. Each offers its own set
Career/internship placement
of opportunities and networks. Those centers include: The Center for Business and Society; the Deming Center for Entre-
preneurship; the CU Real Estate Center; and, the Center for Sustainable Tourism. Their networks are highly engaged and • 61% of students described career
our small size provides excellent student access. services as helpful or very helpful
Just this year, we have built much stronger ties with other very active and socially/environmentally responsible clubs and using both their values and skills;
programs on the University of Colorado campus. These include the Solar Decathlon Team (Building Systems Program), 60% found jobs
Engineers without Borders, CU Boulder Environmental Center, the Undergraduate Responsible Business group, and others.
Additionally, since our CU Environmental Center is among the strongest student-run campus environmental centers in the
country, our Net Impact chapter has not been as involved in the past. This is another resource we are only beginning to tap
into.
Alumni
Career Services and Alumni 28% of respondents rated their Alumni
The biggest advantage in working with the Leeds Career Services is personalized support. Because our program is very
small, our career services staff can really help to engage companies that students want to target. However, for students who
prefer that companies come to them, the size of the program can be a disadvantage. There is a strong base of companies Prominent alumni:
in Colorado and particularly in the Boulder area that are aware and interested in hiring MBAs with socially responsible busi-
• Jeff Yorzyk– Five Winds Interna-
ness skills. Our career center has made great strides to build contacts with these companies in the past year, and I would
tional
expect those contacts to be solidified in the 2006-2007 academic year.
• Phi Filerman– Perry Rose, LLC
Much of the internship and job placement at Leeds happens through the network in our Centers of Excellence. These con- • Tina Stenquist– Design Workshop
nections are very strong; the Real Estate Center goes so far as to guarantee placement for Real Estate track students and • Renaud des Rosiers– Domani Sus-
their list of companies focused on green building design, sustainable design and development, and concepts such as New tainability Consulting, LLC
Urbanism is quite extensive. Although there is some funding available to supplement unpaid internships, the formal channels
are not in place.
The Alumni Network is developing at Leeds. Traditionally, our program has done a poor job of keeping track of Leeds alumni
and the same can be said of our Net Impact alumni. We are in the process of tracking these individuals down and would To sum it up:
expect significant development in the near future. Leeds School of Business
would be most fitting for
Administration Support ested in attending a
Transition in leadership is leading to opportunity in the area of administrative support and the new Dean of the business an existing base of social/
school is interested and engaged in the program-wide sustainability push. The Dean also sees the construction of, and tran- environmental impact
sition to a LEED certified building in 2006-2007 academic year as an opportunity to expand the sustainability movement on activities with opportunity
campus. Along with the new building, the program will likely go through a "visioning" process. for significant growth.
With the current push toward social/environmental issues both nationally and on campus, the Leeds school is well positioned
to develop in that area. Other key administrators are also interested and engaged, though not all of them find the topic com-
pelling. Much of their concern surrounds placement issues after graduation, but this will gradually change as more profes-
sional opportunities are created. The MBA student government is the primary financial vehicle for the Net Impact (cont’d)
University of Colorado—Boulder, page 3
chapter; however, there are clearly opportunities to do some development work for the chapter.
AT A GLANCE
Reasons to Attend Net Impact Chapter Leader:
Chad Arnold
Without question, location must be considered in making the decision to attend the Leeds School of Business. For many
chad.arnold@colorado.edu
years, the Boulder community has drawn individuals and companies interested in social/environmental issues. There is a
strong entrepreneurial community focused on sustainability. One student wrote, “Leeds is up-and-coming in the area of sus-
tainability. Couple that with the entrepreneurial bent of the school and I think there are great opportunities here.” Addition-
ally, our program has a strong faculty list, and the small size of our program also makes for a unique business school experi-
ence. Applicants should make sure that the intimate program size, with both benefits and challenges, is right for them. Survey respondents: 19
76 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs Business 204, UCB 419, Boulder, CO 80309 Email: leedsMBA@colorado.edu
University of Denver
Daniels College of Business
“Daniels is ranked 4th in the world for producing highly ethical graduates.”
AT A GLANCE
Curriculum
For the second consecutive year, the Wall Street Journal has recognized the Daniels College of Business as one of the top Full-time MBA students: 306
schools in the world for producing graduates with high ethical standards. This year’s WSJ/Harris Interactive ranking of top Very active Net Impact members: 15
business schools has Daniels in the 4th top position. Students describe the ethics focus as important: one student says Somewhat active members: 50
“ethics is the core of the entire curriculum taught here at Daniels,” and another that the school’s
strength is “developing frameworks necessary for ethical and socially responsible decision- Program strengths: CSR, ID
making.”
Student activity level: Above average
“Ethics and social Daniels’ signature core curriculum includes a Values Based Leadership course, in which
responsibility are students examine business in the context of community. Through legal, public policy,
and ethical perspectives, students develop sensitivity and awareness of managerial de- Support of social/environmental
threaded through- cision-making as well as a set of analytical skills required for dissecting complex values themes:
out the entire pro- decisions. The course teaches students to adapt to meet their social obligations within Students: Faculty: Admin:
gram, regardless the constraints of organizational realities and to effectively implement as business peo-
Curriculum: 3.8/5 4.3/5 3.7/5
ple. Daniels’ emphasis on ethics goes beyond this course; as one student says: “the
of concentration.” entire MBA program incorporates business ethics in all classes. Professors challenge Activities: 4.2/5 4.4/5 3.9/5
student to think critically and proactively about the business environment. I was most pleas-
antly surprised to have had many finance and accounting professors discuss, in class, the
ethical ramifications of business decisions.”
The chapter in three words: Suppor-
tive, Generous, Receptive
Moreover, students may enhance their MBA degree with additional coursework in Values Based Leadership. Courses in-
clude: The Legal and Regulatory Environment of Business, E-Commerce Law and Ethics, Law of Business Organization, Risk Leadership: Does program prepare Net
Management Insurance, Science and Management of Organizational Ethics, CEOs and Corporate Governance, Strategic Impact members and the student body as a
Corporate Citizenship and Leadership, Teams & Values. One student explains that “as in anything, you get out what you put whole for socially responsible leadership?
in… I would highly recommend the program and tell incoming students to work their schedules to include and focus on corpo-
rate social responsibility in the areas that interest them since a concentration in CSR does not exist at this time.” Preparation for socially
Some students describe the addition of coursework in sustainability and corporate social responsibility as a key opportunity 99% 99%
100%
area. Somewhat
agree
Agree
80
Student Activities
60
The Daniels faculty and staff offer tremendous amounts of support to Net Impact and its members. Administrators have com-
mitted generous resources to assist attendance at the national conference. Moreover, many departments and professors Strongly
collaborate and offer their expertise to Net Impact activities. 40 agree
Since its inception, Net Impact has instrumentally supported campus initiatives and community partnerships. Notably, the 20
school's Voices of Experience (VOE) speakers series, in which renowned business-leaders and newsmakers visit the campus
for a day of dialogue and networking, has benefited from student coordination and volunteerism. Furthermore, Net Impact
partners annually with the Colorado Ethics in Business Alliance (CEBA). The students perform due diligence on companies 0
NI members All
nominated for their ethical practices, as well as have opportunities to network.
University of Denver, continued

Career Services continuously seeks to improve upon ways in which it can assist students to build the careers that they want
and love. Counselors are on hand for specialized advising. However, one of the best features of Daniels' career services is Career/internship placement:
that they “offer unconditional career service support to alumni.” One student adds that “the faculty break their backs to help • 56% of students described career
students with career development opportunities.“ services as helpful or very helpful
Reasons to Attend
Alumni:
Daniels offers strong programs in Values Based Leadership, Financial Services and Information Technology. There exists 22% of respondents rated their Alumni
much opportunity to leverage Net Impact activities with these outstanding departments and their resources. One student network as helpful or very helpful
explains, “I chose Daniels for the International MBA program and because of the ethics and quality of education. Another
very important factor was the small class sizes and increased opportunity for interaction with faculty/students and within or- Prominent alumni:
ganizations.” Another adds “I am attracted to the ethical component of the curriculum. The program, as well, is committed to • Jim Hankins (2005) Director of Cor-
dynamic growth… also, Colorado has many companies modeling exemplary environmental practices. Daniels has a great porate Compliance and Ethics,
recruiting reputation regionally.” EchoStar Satellite
• Andre Janusz (2005) Director, Asia
Pacific Access
• Chris McKnett (2005) Index Project
Manager, KLD Research & Ana-
lytics, Inc.
To sum it up:
Daniels College of Business would be
most fitting for someone who is interested
in attending a school to help build upon an

Jeffrey Blaugrund (author)
Mike Niyompong, mniyompo@du.edu
Chase Whitney, cwhitney@du.edu

Zach Ragland, zraglan2@du.edu
78 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 2101 South University Boulevard #255, Rifkin Center for Student Services, Denver, CO 80208 Email: daniels@du.edu
University of Maryland—College Park
Robert H. Smith School of Business
“Prospective students should apply to have a chance to be a leader on campus, to champion and bring this perspective to
others, and to change, guide, and actually create curriculum.” AT A GLANCE

While both the core and elective curriculum remain largely traditional on the surface, we have recently seen amazing strides
towards incorporating social/environmental themes into mandatory course material, including a new mandatory first-year pro- Program Strengths: SE
gram designed by Smith Net Impact second-years.
Student Activity Level: Above average
There are no electives targeting issues of sustainability, corporate responsibility (CR) or triple bottom line (3BL) specifically at
this time (though there have been in the past). However, these issues surface very early on in the program. The Global Eco-
nomic Environment, for example, is a first-year core course that includes lectures and readings dedicated to topics such as Support of Social/Environmental
income inequality, poverty, NAFTA and WTO, etc. Themes such as globalization, international development, and government themes:
regulation dominate this course. Other core courses and electives dedicate a number of class hours to topics of business and Students: Faculty: Admin:
society as well.
Curriculum: 3.6/5 3.8/5 3.3/5
Most exciting and relevant, however, is an evolving mandatory first year "course" designed and managed with incredible
Activities: 3.7/5 4.1/5 3.3/5
autonomy by the Smith Net Impact chapter. This year Net Impact is designing 25-30 hours of mandatory activities that will
span the entire school year. Activities in the past have included stake-holder dialogues, simulations, panel discussions, guest
lecturers, movies (with discussion) etc.-- all dedicated to topics of CR, 3BL, business and society and ethics in business. Top-
ics can range from the profitability of material conservation in manufacturing to indigenous cultures and natural resource ex- The Chapter in Three words: Empow-
ploitation to drug patents to the formation and foundations of individual moral and ethical standards. One student writes that ered, Important, Effective
“this is an entrepreneurial environment that allows students to co-create programming… and there are faculty who will cham-
pion student initiative.” Leadership: Does program prepare Net
Smith is a small school (245 students), making it hard to sustain electives that might not appeal to the majority of students. whole for socially responsible leadership?
However, the staff has proven extremely receptive to change, as long as there is student support and no significant adverse
external affects. For instance, we are in the process of initiating a relationship with the World Resources Institute (WRI). The
central pillar of this relationship will be the opportunity to be placed by WRI's New Ventures program responsible leadership
with "sustainable" small and medium enterprises in emerging economies as a means to satisfy
80%
the mandatory second year Group Field Project.
“This is an entrepreneu- 67%
rial environment that There are numerous additional opportunities for those willing to seek them out. With per-
60
mission, students can take classes outside of the business school. Of particular interest 56%
allows students to co-
might be the very highly regarded environmental policy program. Smith also has agree- Somewhat
create programming.
ments with other schools in the area such as Georgetown and GW that have developed agree
There is a lot of oppor- 40
more of a specialization in international business and sustainable business
tunity to grow the pro-
(respectively).
gram's knowledge and
embrace of these is- 20 Agree
One students comments that classes at Smith “present the issues with all due complexity,
sues” avoiding rigid ideologies on either side of the dollar sign.” Strongly
agree
0
NI members All
University of Maryland—College Park, page 2

The Smith Net Impact chapter is an active and well established club that is very much the epicenter of socially and environ-
mentally responsible business on campus, though we are increasingly working with other clubs and organizations. With a
membership of roughly 40% of the student body, the Smith Net Impact is one of the biggest and most influential clubs at
Smith. • 57% of students described career
The Smith Net Impact chapter has identified mainstreaming CR and 3BL as one of the club's primary objectives. In order to • 70% of students found internships
do this, the club is actively positioning itself as a "functional" club along the lines of the Marketing, Finance and Consulting using both their values and skills
clubs. We look to integrate our values into the curriculum and promote the "smart business" aspects of CR and 3BL as well
as represent the vast and growing "alternative" career paths such as CR officers, nonprofit management, international devel-
opment, environmental consulting and socially responsible investing.
Alumni:
With one club for every four people, event planning and competing for students’ time at Smith is a strategic process. Smith 36% of respondents rated their Alumni
Net Impact works with other clubs and organizations to present activities of mutual interest. For our most recent event, Net network as helpful or very helpful
Impact teamed with the Finance Association to hold a happy hour discussion on a social venture capital fund. Roughly thirty
people attended to eat, drink, and participate in this discussion moderated by a guest from the IFC (World Bank). The Smith
Net Impact chapter often makes strategic use of other clubs’ resources and efforts by, for example, working with them to Prominent alumni:
place speakers on their panels. For instance, we might work with the consulting association to have a representative from • Michael Robbins (2000): Director of
Dalberg Consulting (global development advisors) placed on a consulting panel. We are actively engaged in exploring the New Schools Development, Wash-
many areas of mutual interest with other clubs such as the Black MBA, Tech Club, International club, etc. Of course, not all ington DC, The Seed Foundation
events are joint events. Some past and planned Net Impact events include: "alternative" career panels, resumé workshops,
guest speakers, mini-forums, panel discussions, movies, field excursions, simulations, etc. • Ben Cope (2005): Director of Strate-
gic Development, Team Academy, A
Smith Net Impact currently houses a volunteer officer that works on multiple projects but focuses on two marquis events a Kipp School
year. In addition, one of our officers is leading a green campus initiative. • Christina Nichols (2005): Communi-
cations Manger, Energy Star., D&R
International Ltd.
There is room for the Smith Office of Career Management (OCM) to improve the representation of "alternative" career paths.
Professional opportunities as they pertain particularly to social and environmental impact appear to be neither totally em-
braced nor disdained by Career Development staff. The OCM does take advantage very effectively of low-hanging fruit such To sum it up:
as local businesses and organizations. This in combination with the fact that we are located in the area of Washington D.C. Robert H. Smith School
is promising for incoming students interested in non-traditional careers. The OCM has very good relations with many govern- of Business would be
ment agencies and other associations and nonprofits. Local companies such as Calvert and the Global Environment Fund most fitting for someone
are also well represented. Simply being in the area is a great strategic advantage for those seeking non-traditional career who is interested in at-
paths. One student says that “The Baltimore-Washington area is rich with employers and people interested in social/ tending a school to help
environmental issues and there are ample opportunities to have an impact and find jobs.” Another comments that “Smith has build upon an existing
a fantastic network of alumni in the area.” base of social/
Net Impact is assigned a specific liaison within OCM whom we continue to work with to attain greater representation of non- activities with opportunity
traditional professional opportunities. The Office of Career Management is very responsive to students' needs and interests. for significant growth.
The office is a strategic resource, and while jobs related to social/environmental responsibility are not as readily apparent as
more traditional jobs, much can be accomplished by an assertive student. They will gladly do everything they can to accom-
modate a student, and they are often adept at doing so. There are many connections to be had in odd and interesting places
through OCM, and it is often just a matter communicating interest to the appropriate people. The office also helps (cont’d)
University of Maryland—College Park, page 3
fund the Smith Net Impact chapter's trip to the National Net Impact conference.
AT A GLANCE
There is no official funding for students who take low-wage internships with social/environmental underpinnings; however,
the Smith Net Impact chapter has an annual fundraiser for this purpose. Students are also a great resource in this area. A
surprising number of interesting contacts in the world of non-traditional career paths can be leveraged through fellow stu-
dents. Net Impact Chapter Leader:
Noah Greenberg
ngreenbe2007@rhsmith.umd.edu
The faculty and administration at Smith are very supportive of Net Impact. As mentioned above, we are working with the
academic director to design a mandatory curriculum for first-year students with full support of the administration. In addition
we are working with the associate dean to initiate a relationship with the World Resources Institute.
The faculty has been equally receptive to Net Impact, often incorporating issues of importance to Net Impact in class and
mentioning the club when appropriate. We strive to include faculty as observers or participants in our activities and, though
time is scarce, they usually do everything in their power to attend events and accommodate the club generally.
Smith Net Impact is funded as any other club, and additional money is available from a myriad of resources, such as the ca-
reer office and other administration offices. These resources can easily be leveraged to help fund guest speakers, travel,
event catering etc.
It seems that the admissions office values "Net Impact" applicants and seeks to maintain some minimal critical mass of such
candidates in every class, and hence students with such interests would do well to stress such interests and their contribu-
tion to the community at Smith.
Reasons to Attend
This is a small program with a small but fairly well developed and supported Net Impact “movement.” Students with such
interests who come here will have the opportunity to lead and shape this movement with the support of faculty, staff, and
students. Such students can be the vocal representative of the "Net Impact" perspective, can actively shift the dynamics of
the community dialogue and can have a great and lasting influence on colleagues, students, and the program as a whole.
One student comments that “the school is very entrepreneurial, and receptive to interests of students. The school faculty
and administration has opened up significantly in the last year to Net Impact issues so there is definite momentum.” Another
comments that “I chose Smith because it felt right. I was impressed by the caliber of students and faculty and the facilities;”
another speaks about the “great return on investment with outstanding research faculty, active Net Impact chapter, and SRI
opportunities.”
As with most schools, Smith is what you make of it. While there are many resources available in entrepreneurship, interna-
tional business, public and private equity, environmental policy etc., one needs to be proactive in pursuing these. With that
approach, the resources are endless.
It may also be worth mentioning our strategic position regarding government consulting. Smith's strong reputation in consult-
ing, combined with our proximity to D.C., makes it a prime school for people interested in this field. Survey respondents: 21
81 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 2308 Van Munching Hall, University of Maryland, College Park, MD 20742-1871 Email: mba_info@rhsmith.umd.edu
University of Michigan—Ann Arbor
Stephen M. Ross School of Business
“I chose Michigan for the outstanding overall quality of the program and the particularly warm culture of the school. Michigan
really does combine top-notch academics with an incredibly diverse, friendly and upbeat student body that believes in team- AT A GLANCE
work. It has also a very strong emphasis on social and environmental issues, much more than most would expect from an
MBA school. It was the perfect school for me.”
At the Ross School, our curriculum is designed to give students a strong multi-disciplinary business skill set, and there are
great opportunities to take socially and environmentally engaged courses. Many of the core classes have Net Impact-related Program Strengths: SE, ES, CSR, ID
topics and/or have the ability to incorporate them. For example, in our core Marketing class this year, students created mar-
keting plans for distributing AIDS prevention information to African cities and for selling T-shirts to socially-conscious shop- Student Activity Level: Above Average
pers. Many faculty members have included triple-bottom-line issues in core classes as well – a great example from last year
was a section of the finance final exam that focused on not only the bottom line of a logging company but also on the external-
ities of harvesting in a national forest. To encourage these developments, Ross Net Impact has also created a student com- Support of Social/Environmental
mittee to target specific core classes where improvements can be made in the coming year: strategy, marketing, and manage- themes:
ment & organizations. One student comments that “Michigan has been good at creating classes that deal with these topics, Students: Faculty: Admin:
but it would be great if more of these themes ran through the core curriculum.”
Curriculum: 3.9/5 4/5 3.6/5
A big part of the Ross experience is "action-based learning.” One of the signature programs is the Multi-disciplinary Action Activities: 4.3/5 4.3/5 4.1/5
Project (MAP). Nearly all Ross MBAs complete their first year with the MAP program and have the chance to put their new-
found skills to work immediately in a real-life consulting project working with businesses and nonprofits outside the University,
and many Net Impact students have the chance to work on triple-bottom-line sensitive projects.
The Chapter in Three words: Active,
Throughout recent years, the Ross faculty has broken ground with some incredible electives that regularly attract Net Impact Innovative, Diverse
members. Some of the most popular are: Competitive Environmental Strategy, Financing the Sustainable Enterprise, Social Leadership: Does program prepare Net
Institutions of Energy Production, Social Enterprise, Social Marketing, and the Green Building and Design Seminar. In creat- Impact members and the student body as a
ing these courses, the Ross faculty has been very responsive to the interests of the Net Impact community and has moved to whole for socially responsible leadership?
maintain relevance in the changing business world. Our greatest trailblazing professors include C.K. Prahalad, Michael
Gordon, Andrew Hoffman, Tom Gladwin, and Tom Lyon. In order to stay connected with professors and have a channel for
exchanging ideas, Net Impact has created a faculty advisory board of six key professors who are dedicated to incorporating Preparation for socially
social and environmental topics into their courses. These advisor professors teach strategy, marketing, economics, organiza- responsible leadership
tional change, finance, and base of the pyramid business development. 100% 96%
One of the Ross’ greatest strengths is the fact that students can take classes from other University of Michigan schools or Somewhat
80
even take on additional degree programs to support their career interests. Many Net Impact members are drawn to this and agree 75%
combine their MBAs with a Masters from Public Policy, Public Health, Law, Social Work, or Natural Resources and Environ-
ment, the last being a dual-degree with the Erb Institute for Global Sustainable Enterprise. These dual-degree programs tend 60 Agree
to open great doors for Net Impact members and provide access to resources that are normally outside the field of business.
40
Student Activities Strongly

agree
20
At Ross, Net Impact students have a large variety of activities and clubs to get involved in, and they are well-supported by Net
0
Impact’s strong presence on campus. Ross Net Impact is a long-standing professional development club, so it creates ways NI members All
for members to advance themselves while advancing their own social and environmental missions. Some of the (cont’d)
University of Michigan—Ann Arbor, page 2
major Net Impact activities include: our signature conference, the MBA Idealist; our fall flagship, the Urban Symposium; our
big yearly marketing push, Net Impact Week; Ross NI Alumni Panels and co-sponsored panels with other Ross clubs; docu- AT A GLANCE
mentary movie nights; and Career Trips to cities around the U.S. These events continue to evolve every year to reflect the
diverse and exciting interests of our membership.
There are many other clubs at Ross that Net Impact members tend to get heavily involved in as well. Some of the most Career/Internship Placement:
popular are the Emerging Markets Club, the Nonprofit Management Club, the Community Consulting Club, the Global Citi- • 55% of students described career
zenship Club, and the Ross chapter of Habitat for Humanity. These clubs and others often co-sponsor events and panels services as helpful or very helpful
with Net Impact when the subject matter has overlapping interest for members. In addition to these clubs, there are a num- • 93% of students found internships
ber of more formal institutes and organizations housed partially or completely within the Ross School. These include the using both their values and skills;
William Davidson Institute, the Samuel Zell & Robert H. Lurie Institute for Entrepreneurial Studies, the Erb Institute for Global 63% found jobs
Sustainable Enterprise, the Nonprofit and Public Management Center, and the Nonprofit Board Fellows program.
At the start of the year, there are additional opportunities for Net Impact interests to come to the surface of the Ross commu-
nity. During Ross orientation, the Ross Leadership Program (RLP), students go through a two-week learning and bonding Alumni:
experience that reinforces the importance of doing business well while doing good. Much of RLP focuses on ethics in action, 86% of respondents rated their Alumni
discovering our own leadership potentials, and volunteering to give back to the community. network as helpful or very helpful
This past year, Net Impact members have also been active in leaving lasting effects at the University of Michigan. Working
with U of M staff members, Net Impact students planned the University’s first attempt at a “zero-waste” conference, which
greatly reduced the environmental impact of the event and supported local organic food suppliers! Net Impact members Prominent Alumni:
have also played pivotal roles in successfully encouraging the Ross administration to make the new $146 million building
• Meghan Chapple-Brown (2002):
project go green. The soon-to-be-constructed main building of the Ross School is currently planned to be a certified Leader-
Senior Advisor, SustainAibility
ship in Energy and Environmental Design (LEED) Silver-rated building.
• Jennifer Layke (1997): Director of
Business Engagement, World Re-
Career Services and Alumni sources Institute (WRI)
• Ruth Scotti (2005): US Fuels Policy
Ross Net Impact students are successful in pursuing a variety of non-traditional careers. Ross' career center offers work- Advisor, BP
shops, networking events, and counseling for students engaged in self-directed job searches. Several Net Impact members
are trained and hired as career counselors each year by the Office of Career Development (OCD) and provide continual re-
sumé reviews, interview practice, as well as general career counseling to students with alternative career interests. Ross
subscribes to the MBA Nonprofit Connection and allows searching by key terms such as "nonprofit" or "environment" in their
job database. Each year, the Ross Net Impact chapter plans an alumni career panel, student internship panels, and career
tours to major cities. To Sum it Up:
The Ross School of
The William Davidson Institute (www.wdi.umich.edu) funds 10 - 15 internships related to social enterprise, base of the pyra- Business would be most
mid, and international development work in emerging markets. The Erb Institute for Global Sustainable Enterprise fitting for someone who
(www.erb.umich.edu) supports a number of internships in CSR and sustainability. The Nonprofit and Public Management is interested in attending
Center (www.umich.edu/~nonproft), a partnership among the schools of Business, Public Policy, and Social Work, provides a school to help build,
funding for public and nonprofit internships. The Zell Lurie Institute for Entrepreneurship also funds internships with some refine and grow a mostly
social ventures. There are a number of institutes affiliated with the business school and housed inside the school that sup- socially-aware program
port non-traditional career paths. Domesticorps funds 30 non-profit internships each summer for MBA students. One stu- and student body.
dent writes “Domesticorps funds student internships in the non-profit sector at $10,000 for the summer. The program organ-
izes internships and students interview with the organizations. I don't know of any other school that has such a program with
such a high level of compensation attached.”
Ross' large and dedicated alumni network is one of its largest assets. Ross' alumni database is easily searchable by (cont’d)
University of Michigan—Ann Arbor, page 3
areas of interest. Our reputation among socially responsible businesses and nonprofits is very strong. Ross students have
annual internships in the CSR departments of many large corporations, innovative social ventures, and well-respected non- AT A GLANCE
profit organizations.
Administration Support Net Impact Chapter Leader:

Molly Christiansen
The Ross administration functions as a facilitator to the many student-led initiatives for environmental and social good on mollych@umich.edu
campus. The leadership’s mission is to continue building a top tier business program across all disciplines. While this man-
date is much broader than focusing on how social and environmental change will be the future of business, the leadership Doug Wein
recognizes that the social and environmental dimensions of business are becoming increasingly important and must be sup- dougwein@umich.edu
ported inside and outside the curriculum.
The leadership at Ross is intent on leading, and when the students can make a convincing case for that leadership coming in Al Cotrone
the social or environmental realm, the administration listens and responds. This year, for example, the administration has acotrone@umich.edu
responded to input from students to adopt a commitment to LEED certification for the new Ross facility.
Lastly, without a doubt the Admissions Office values “Net Impact” applicants. The continued success of programs within
Ross, such as the Erb Institute for Global Sustainable Enterprise and the William Davidson Institute, speaks to the admini-
stration’s ongoing support and the strength of the Net Impact voice here at Ross. The ongoing success stories of Net Impact
members at Ross and beyond keeps that voice strong.
Reasons to Attend
Net Impact benefits parallel Ross’ overall strengths: action-based learning, powerful team spirit, and a great cross-
disciplinary education. One student says that “Michigan combines superior academics with a friendly and supportive commu-
nity of dedicated students. It is a very collaborative place where student input is supported and encouraged. Michigan bal-
ances theory with action better than comparable schools in the upper rankings bracket. Students leave Michigan extremely
well prepared-- socially, academically, and professionally.”
The MAP project is the cornerstone of the core curriculum. Students have the opportunity to add a second ‘real-world’ ex-
perience to the summer internship—MAPs are available in scores of different industries and in over a dozen countries.
The team spirit at Ross is all-embracing. Students feel it from professors, who are accessible as
teachers and mentors; from alumni, who are 60,000 strong and with a “Go Blue!” are there to
help; and from fellow students, who are happy to share knowledge and experience with
“It is a very close classmates. One student describes that “peers at Michigan share similar values to me in
knit, highly moti- that the greater reward is shifting the tide rather than personal reward.”
vated, exceptionally
genuine crowd. Interdisciplinary action is real. Ross has excellent professors in core disciplines as well
These are the people as some leading thinkers on Net Impact topics from environmental management to
who roll up their base of the pyramid strategies. As electives, Ross students can also add breadth by
drawing on the excellent schools of policy, social work, natural resources, law, urban
sleeves to do some-
planning, and education.
thing to its fullest.” Survey respondents: 66
Whew- there’s a lot going on here!
84 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 710 E. University, Rm. E2540, Ann Arbor, MI 48109-1234 Email: sjkoh@umich.edu
University of North Carolina at Chapel Hill
Kenan-Flagler Business School
“Kenan-Flagler is at the heart of all the things Net Impact supports, and students that are interested in sustainable enterprise
choose UNC.” AT A GLANCE

A number of students say that they choose Kenan-Flagler because of the curriculum. The Kenan-Flagler Business School
offers a concentration in Sustainable Enterprise, which includes classes such as Global Corporate Social Responsibility, En-
trepreneurship in Developing Economies, and Systems Thinking for Sustainability. These classes are offered as either full
Program strengths: SE, ES, CD, CSR
quarter or weekend workshop electives.
Student activity level: One of program’s
In terms of core classes, Net Impact members are researching ways to add social/environmental themes to core courses.
most active clubs
One student mentioned the opportunity to “incorporate sustainability issues into the 'core' curriculum so that ALL students can
learn about them.” As part of this effort, students have joined the Net Impact Curriculum Change Delegation and are using
Caseplace.org and other resources to develop a list of possible case studies to add to one or two core courses. The school Support of social/environmental
also recently added Sustainable Enterprise as a custom core class to encourage more students to gain exposure to this way themes:
of thinking. Finally, the school recently hired two new professors with expertise in the areas of environmental and social eco- Students: Faculty: Admin:
nomics and development. Our Net Impact chapter worked closely with school administrators to help bring these latter two
events to fruition. Curriculum: 4.2/5 3.4/5 4.1/5
Activities: 4.4/5 3.9/5 4.1/5
To better round out their education, students are encouraged to take classes in other UNC graduate programs, including the
schools of City & Regional Planning, Environmental Science & Engineering, Government, and Public Policy.
The chapter in three words: Re-
Finally, UNC is proud to have Jim Johnson and Al Segars as distinguished faculty members. Jim is the director of the Urban spected, Influential, Diverse
Investment Strategies Center at the Frank Hawkins Kenan Institute and is helping to establish a new school for students from
distressed urban communities in Durham, North Carolina. Al is the director of the Kenan Institute's Center for Sustainable Leadership: Does program prepare Net
Enterprise and is considered an expert in the areas of innovation and technology management, specifically as they relate to Impact members and the student body as a
design for sustainability, financial and operational metrics around sustainable enterprise, and innovation strategy. whole for socially responsible leadership?

Student Activities responsible leadership
100%
100%
The KFBS Net Impact chapter is well established; it was founded over six years ago and hosted the Net Impact national con-
ference in 2001. Our chapter focuses on integrating issues of sustainability, environment, and social equity into the overall Somewhat
agree
program as well as creating career opportunities for sustainability-minded students. We have many events over the course of 80 78%
the year that fall under the broad categories of professional development, networking/community, and awareness building. Agree
Some of our activities cross all these areas; for example, our Career Forum in the fall is an opportunity for students to build
60
independent job search skills, to meet other members, and to learn about career paths in sustainability. It is followed up with
the Career Fair in February.
40
Strongly
Our club works to build relationships with many different groups. These include other student clubs (Consulting, Real Estate, agree
Marketing, etc.), larger organizations (NC Sustainability, UNC Sustainability Coalition, WUNC, etc), and other Net Impact 20
chapters (Fuqua, NC State, Wake Forest, Triangle Professional). (cont’d)
0
NI members All
University of North Carolina at Chapel Hill, page 2
We have dedicated resources to working with our UNC Sustainability coalition, which facilitates our involvement with the
Campus Greening Initiative project. We also have created a club atmosphere of learning and community through our brown AT A GLANCE
bags, salons, and general club meetings. We are a supportive and energetic group of students, and the club seeks to help
provide a platform for discussion and networking.
Career Services and Alumni • 56% of students described career
As interest in sustainability continues to grow, UNC Kenan-Flagler's Career Management Center (CMC) has increased coor- • 86% of students found internships
dination with UNC's Net Impact chapter to best serve students focused on non-traditional career searches. Net Impact, in using both their values and skills;
conjunction with UNC’s Center for Sustainable Enterprise (CSE), also supplements existing CMC services via several differ- 50% found jobs
ent mechanisms.
• CMC: In addition to the traditional on-campus career search services, CMC is working on two new guidebooks that
will help students: (1) organize a job search that relies mainly on off-campus resources; and (2) plan career treks
that connect students to sustainability-minded companies. Recently, a new associate director was named as the Alumni:
point person for students seeking careers in sustainability. She is very enthusiastic about working with Net Impact 75% of respondents rated their Alumni
to help shape CMC’s services to better meet the needs of Net Impact’s membership. network as helpful or very helpful
• Net Impact/CSE: Net Impact sponsors an annual Sustainability Career Forum in the fall to expose students to indi-
viduals who have foraged successful careers in various sustainability fields. While the primary purpose of this forum
is not direct recruiting, the forum helps students build networks in their field of interest. In the spring, CSE hosts an
annual Sustainability Career Fair, which is a recruiting event that connects students to sustainability-minded compa- Prominent alumni:
nies seeking interns or full-time employees. Additionally, Net Impact offers a diversity of workshops throughout the • Rebecca Swartz (2005): Human
year focused on non-traditional career searching (e.g., Independent Career Searching, Sustainability Consulting, Rights Assistant Manager, Reebok
etc.). CSE is also an invaluable resource that provides students with direct connections to people and alumni in International
sustainability fields via its CSE mentorship program, its sustainability-focused speaker series and its willingness to • Valerie Cook Smith (2002): Manager
individually counsel students in their job search. These combined activities have helped boost UNC’s strong brand of Environmental Affairs, Citigroup
reputation amongst socially responsible companies (for- and nonprofit).
• Brad Sparks (2004): Senior Associ-
ate, Sustainability Services, KPMG
This year, Net Impact will focus on building a stronger relationship with CMC to best leverage Net Impact, CSE and CMC’s
LLP
collective resources to support students involved in non-traditional career searching.
The support of our Administration for Sustainable Enterprise has grown with the interest of the student body. The budget of To sum it up:
the Net Impact club is now over $8,000. The Dean attended the initial Net Impact meeting of the year and consistently Kenan Flagler Busi-
praises the successes of our club members. ness School is most
fitting for someone who
Additionally, the administration has increased its support of students participating in sustainability case competitions. When would like to attend a
a Net Impact team was selected for the final round of an international global citizenship competition this spring, the Admini- school that helps refine
stration agreed to an unusual subsidy beyond the club budget to cover the students’ flights. The school also supports new and grow a mostly so-
ventures made by our Center for Sustainable Enterprise, such as the recent announcement of a Sustainable Enterprise Busi- cially aware program
ness Incubator. and student body.
Focus has increased on providing information for applicants interested in Sustainable Enterprise. The Admissions Office con-
sistently reaches out to Net Impact students to discuss the Sustainable Enterprise program with interested prospective stu-
dents. During the admitted students weekend, a student was asked to speak to the group specifically about (cont’d)
University of North Carolina at Chapel Hill, page 3
sustainability. Sustainable Enterprise has become a strong branding tool for the school, and the administration has publicly
stated its support for Sustainable Enterprise as an agenda at Kenan-Flagler. One student comments that “each year more AT A GLANCE
and more incoming students come here to study Sustainable Enterprise, and the faculty and administration are increasingly
supportive. I think the school truly sees it as a critical field of study for the 21st century, and so is seriously investing in the
program.” Net Impact Chapter Leaders:
Deb Parsons
deborah_parsons@unc.edu
Reasons to Attend Elena Miller
KFBS is a strong program overall. The Net Impact chapter and our relationship with the Center for Sustainable Enterprise elena_miller@unc.edu
create an enriching learning experience as well as great professional development opportunities.
One student said that “our Center for Sustainable Enterprise is world-class and an incredible Rachel Kaufman
resource for students interested in social/environmental themes. The CSE is heavily in- rachel_kaufman@uncbusiness.net
“The administra- volved in improving our experience, both while we are here and as we look for careers.”
Allison Moy
tion has publicly The program’s strength is its people. This program attracts a diverse set of thoughtful allison_moy@unc.edu
stated its support individuals with whom you would want to do business with. A distinguishing value of
KFBS program is teamwork, and more than ever this has been proven in the success of
for Sustainable student teams at case competitions.
Enterprise as an
agenda at Kenan- One student commented “I initially chose UNC for the curriculum, which has a great
infusion of sustainability (particularly with the ability to obtain a sustainable enterprises
Flagler.” concentration enrichment). At the end of the day, though, I came to UNC because of the
community. The student body and professors made me feel incredibly comfortable, wel-
comed and respected. It was a sense of teamwork and community that is completely unique to
UNC, and I didn't want to spend a penny of my major education debt anywhere else!” Another said “I
knew my interest in sustainable, socially responsible business would be shared by equally passionate and talented class-
mates. Kenan-Flagler's depth and breadth of sustainability resources impressed me enough that I turned down more lucra-
tive offers from 'higher ranked' schools to come to UNC. I have not once regretted that decision.”
87 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs CB #3490, McColl Building, Chapel Hill, NC 27599-3490 Email: mba_info@unc.edu
University of Pennsylvania
The Wharton School Graduate Division
“The quality of the education will give me the tools I need to make sound (i.e. sustainable and credible) business decisions
linking social responsibility to my industry. In addition, the network I am developing is second to none, especially with the AT A GLANCE
international student population.”

More active Survey Respondents: 50
Wharton and the University of Pennsylvania offer a wide variety of courses that relate to social and environmental themes. Program strengths: SE, ID
The core curriculum taken by all first-year students includes a half-credit course on Leadership and a quarter-credit course on
Business Ethics. One student commented that “the Business Ethics and Leadership programs at Wharton are excellent and Student activity level: Above average
highly promoted within the school.” In addition, the core includes a number of cases that touch on issues of corporate social
and environmental responsibility. Over 20 electives offer more in-depth courses on social entrepreneurship (Management),
environmental sustainability (Operations and Information Management), community reinvestment (Management), urban fiscal Support of social/environmental
policy (Finance), and international development. Many of these courses have been the result of students partnering with fac- themes:
ulty to develop and design a new piece of the curriculum. Among our many distinguished faculty in this area are: Thomas
Donaldson; Mark O. Winkelman, Professor of Legal Studies and Business Ethics; and William Laufer, Associate Professor of Students: Faculty: Admin:
Legal Studies and Business Ethics and Director of the Carol and Lawrence Zicklin Center for Business Ethics. Curriculum: 3.2/5 3.2/5 3.1/5
A recent curriculum review found that over 80 graduate-level courses related to these broad issues are offered outside of Activities: 4/5 3.2/5 3.3/5
Wharton through programs such as The Fels School of Government, the Graduate School of Education, the Law School, the
School of Social Policy and Practice, the School of Design, and Urban Studies. Wharton students need 19 credits to graduate
and can take 21 credits total. 15 of these credits must be through Wharton courses, so there is plenty of room to explore The Chapter in three words: Growing,
courses in other schools on campus. Inclusive, Broad
One student said that Wharton has an opportunity to “increase awareness on campus for the programs and resources that Leadership: Does program prepare Net
support [Net Impact] themes. Our program also needs to highlight the for-profit opportunities in socially responsible busi- Impact members and the student body as a
nesses.” whole for socially responsible leadership?
Student Activities Preparation for socially

100%
Wharton prides itself on student involvement, and the number of student clubs involved in social impact issues reflects this
distinguishing characteristic of the school. Wharton Social Impact (WSI) serves as the Wharton School's Net Impact chapter.
80%
With over 250 members (membership has been growing steadily for the past few years), WSI coordinates career resources, a 80
regular speaker series, an annual Social Impact Management conference (www.simconference.org), alumni outreach, and
many opportunities for informal networking and relationship-building. Beyond WSI, Wharton student clubs provide opportuni- 60 Somewhat
agree
ties to make an impact in the local community and around the world.
43%
Wharton International Volunteer Program (WIVP), one of the most recognized student clubs on campus, sends teams of 40
Wharton students all over the world for two to four week consulting projects with very small NGOs (budgets less than $50,000) Agree
over the summer months. WIVP organizes many social events during the year (including the annual Winter Ball) and derives 20
much of its financial support from the student body. First-year students apply to be one of the 60 members accepted into the Strongly
agree
program each year. (cont’d)
0
NI members All
University of Pennsylvania, page 2
Wharton Community Consultants (WCC) provides consulting and advisory services to nonprofit and community organizations
throughout the Philadelphia area. The organization is managed entirely by Wharton MBA and undergraduate students who AT A GLANCE
volunteer their time on behalf of the club.
Wharton Healthcare International Volunteer Project (WHIVP) gives healthcare management students the opportunity to par-
ticipate in service projects for healthcare systems with limited resources and severe health problems such as HIV. The pro- Career/internship placement:
jects give participants exposure to healthcare challenges in the developing world as well as the opportunity to work closely • 70% of students described career
with organizations on the ground to develop viable strategies to improve their organizations. services as helpful or very helpful
The Nonprofit Board Leadership Program (NPBLP) strives to create an experiential learning environment for students that using both their values and skills;
would also support local nonprofits. NPBLP provides second-year MBAs with a greater sense of how their leadership skills 80% found jobs
can be used to make a significant contribution within the nonprofit sector.
Summer Public Interest Fund (SPIF) encourages and supports first-year students who wish to pursue careers in areas that
serve the public good by supplementing their summer salaries. The fund, financed primarily by fellow students pledging 1% Alumni:
of their summer salaries, represents an important commitment by the Wharton community to those students who work in the 75% of respondents rated their Alumni
public interest. network as helpful or very helpful
A number of additional community service programs (Rebuilding Together, Say YES to Education, BIZ World, and others)
provide other opportunities for students to serve throughout the academic year. In addition, many professional and cultural
clubs offer programs that relate to social and environmental issues. For example, the Finance Conference included a ses- Prominent alumni:
sion on Microfinance, and the Technology Conference included a panel on community-building through technology. The • Tom Arnold (2005): Chief Environ-
many ways in which Wharton students express their understanding of social impact is evident by the fact that each of these mental Officer, TerraPass
community service programs, as well as the conferences, are student-initiated and student-run.
• Mark Deitcher (1992): Vice Presi-
dent, Fairmount Ventures, Inc.
Career Services and Alumni • Katherina Rosqueta (2001):
McKinsey & Company (pro bono
Wharton's MBA Career Management Office (MBACM) is very committed to working with our club in providing resources to practice)
students interested in socially responsible career paths. They support our club's compilation and distribution of a resume
book that we send to an annually generated list of employers and assist our club in coordinating a variety of public interest
career panels at key points throughout the recruiting calendar. While the MBACM has limited resources to have someone
working on these issues full-time, they designate a member of the staff to be our primary liaison.
To sum it up:
In addition, Wharton recently received a donation to establish a loan forgiveness program, which will likely enhance the exist-
Wharton would be most
ing resources for this purpose. Details of this program are still in development, but we believe the donation was approxi-
fitting for someone who is
mately $1 million.
Wharton's reputation as a recruiting focus for jobs with a social and environmental focus continues to be enhanced through
an existing base of social/
speakers, conferences, and other events. The number of job and internship opportunities made available to us through for-
mal channels reflects this trend.
University of Pennsylvania, page 3

The Wharton administration has supported numerous initiatives related to using business for social and environmental im-
Dan Kessler
pact. For example, Wharton started the first PhD program in the United States devoted to Business Ethics and has sup-
danielgk@wharton.upenn.edu
ported the development of a Nonprofit Leadership Education Program through the School of Social Policy and Practice and
the Fels School of Government. (cont’d)
Jordan Bookey
bookey@wharton.upenn.edu
While numerous activities and initiatives exist at all levels of the university, the administration has not put resources into tying
these efforts together and sharing this work in a cohesive way with the outside world. In our opinion, Wharton faces a mar-
keting challenge much more so than a lack of attention or energy put into these issues. However, as students, we have
Rana Ghahremanpour
found numerous resources and opportunities both within Wharton and across the University of Pennsylvania system.
ranag@wharton.upenn.edu
As Wharton celebrates its 125th anniversary through the "First" campaign (Wharton was the world's first business school), the
administration is very interested in showcasing the breadth of Wharton's offerings. We believe that social impact fits nicely
into this initiative and are working with the administration to better position Wharton's work in this area.
Reasons to Attend
Applicants factoring the presence of social and environmental themes into their MBA deci-
sion-making process will find Wharton an exciting place to be. While Wharton does not
“Wharton pre- market the depth and breadth of opportunities available, students with these interests will
find a surprisingly supportive community. These opportunities are becoming more cohe-
pares you for sive in recent years, and Wharton is at a tipping point in this area. Over the next few
anything by in- years, students will continue to play a key role in shaping the distinctive features of
Wharton's social impact program. Wharton's expertise in global business, leadership,
stilling strong and rigorous analytics are reflected in the various components of our approach to social
business funda- impact. The co-production philosophy here gives students a true voice in shaping our
mentals.” community. Applicants who are passionate about demonstrating bottom-line results and
who want to be part of this ongoing process of development and improvement will fare
well at Wharton.
A number of students commented that Wharton’s general strengths fit their needs well. As one stu-
dent said “it was one of the best overall programs and will give me credibility in any setting (which will be especially important
among my peers if I'm trying to institute change), and it had the resources to serve my interests in social/environmental is-
sues.” Another comments “I felt that its reputation, its quantitative rigor and its entrepreneurial environment would comple-
ment my background in nonprofit management.” One MBA adds that “Wharton prepares you for anything by instilling strong
business fundamentals. In a large program, you can take advantage of or create unlimited opportunities for development,
growth, networking. Since I already had undergraduate training and 8 years of experience in the environmental field, I
wanted to balance this with a solid business education so that combined, my education and experience would allow me to Survey respondents: 26
pursue the career of my dreams.”
90 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 420 Jon M. Huntsman Hall, 3730 Walnut Street, Philadelphia, PA 19104-6340 Email: mba.admissions@wharton.upenn.edu
University of San Francisco
Masagung Graduate School of Management
“Whether you want to start the next bio-tech company or create a new nonprofit for international development, USF prides
itself on creating the next generation of business leaders.” AT A GLANCE

The University of San Francisco is best known for its entrepreneurial campus. While much of the MBA curriculum consists of Somewhat active members: 30
a required set of core classes, there is still opportunity to tailor your education to suit your professional interests and goals.
Within the core curriculum, students are required to take a four unit course entitled Ethical, Social & Legal Environment. This
course introduces students to such topics as corporate governance, corporate social responsibility, socially responsible invest- Student activity level: Above average
ing, and the role of nonprofits in business. Another aspect of the USF curriculum that many MBAs find exceptionally reward-
ing are the Service Learning Projects that are required in several classes, including the Leadership course. These projects
allow students to gain real work experience by providing consulting services to local nonprofits or governmental agencies.
Many students find the experience so rewarding that they continue to volunteer their time after the Support of social/environmental
project and the class are finished. themes:
“The faculty and staff On the electives front, one of our most popular classes is Social Entrepreneurship. In addi-
Curriculum: 2.9/5 3.6/5 3.6/5
are definitely supportive tion, a course on Sustainable Business Development was added to the list of electives for
of students choosing Fall 2006. If this new course proves to be a student favorite, the MBA program may add Activities: 2.9/5 3.6/5 3.5/5
extra-curricular projects a third social impact themed elective such as Socially Responsible Investing or Strategic
with Net Impact themes, Corporate Social Responsibility. As three electives is the requirement for an MBA sub-
and encourage students ject emphasis/concentration, USF is well on its way to offering MBAs the opportunity to
focus their studies and tailor their curriculum with social/environmental themes. The chapter in three words: Limitless,
looking for class pro- Innovative, Welcoming
jects to consider non-
Beyond curriculum change, there have been many positive changes at USF in the last
profits in the area.”
year, with many more planned for the upcoming year. The most significant recent develop- Leadership: Does program prepare Net
ment is that a new Dean of the Business School, Michael Duffy, was just welcomed to the Impact members and the student body as a
USF community. There is a great deal of excitement and anticipation on campus from both stu- whole for socially responsible leadership?
dents and faculty to see what kind of changes and opportunities he will bring to the school.
Student Activities responsible leadership
80%
73%
The University of San Francisco has ample opportunities in the form of clubs and activities for MBA students to participate in,
and it is truly up to the student to decide how much or how little they want to be involved. Due to the relatively short period of
59%
time in which students finish their MBA, there exists a great deal of turnover in clubs, and it is therefore critical to have first- 60 Somewhat
agree
year students involved in club activities from the start. This presents a great opportunity for motivated students who are new
to the school to jump right into leadership roles within the MBA community and get to know key faculty, administrators, and
alumni. 40
A highlight of the Net Impact Club's activities in 2005 was the Day on the Job event where USF MBA students joined MBA Agree
20
students from other Bay Area universities to meet with managers from leading Bay Area nonprofits and businesses involved in
corporate social responsibility initiatives. Participating organizations in this event included Clif Bar, BSR, Cisco and Transfair.
Strongly
Currently, the USF Net Impact Club is focusing on activities for Fall of 2006 -- aiming to have several events in place for the agree
0
first two months of the new school year. These will include a speaker series where business leaders within the Bay (cont’d) NI members All
University of San Francisco, continued
(cont’d) Area can come and speak about their experiences with social/environmental themes in the "real world." In addition AT A GLANCE
to Net Impact, there are several other active MBA clubs such as: Entrepreneurship Club, Marketing Club, Technology Club,
and Finance Club. There are also related undergraduate clubs, such as EnVision, which aims to make the USF campus
more environmentally friendly. Career/internship placement:
Career Services and Alumni services as helpful or very helpful
Career Services at the University of San Francisco are currently being completely re-organized to better cater to the needs of using both their values and skills;
the MBA community. The new Dean of the Business School arrived in Spring 2006, and he has continued to pledge his sup- 14% found jobs
port to broadening the depth of our Career Services. We anticipate many positive changes in the upcoming year for career
service support for MBAs.
Alumni:
Given USF's strong reputation for entrepreneurship, students interested in social entrepreneurship and starting their own 13% of respondents rated their Alumni
nonprofits will find an existing network of support from faculty and alumni and will have every opportunity to learn as much as network as helpful or very helpful
they want. The University truly believes in its mission statement of "Educating Hearts and Minds to Change the World," and
for those students that describe themselves as passionate and self-starting, there has never been a greater opportunity to Prominent alumni:
use this MBA education to start a career in social entrepreneurship. • Oren Jaffe (2005): Social Compli-
ance/Factor Assessments Business
Development Manager, Bureau Veri-
Administration Support tas
The administration of the University of San Francisco is open and accessible for the entire student body and actively sup-
ports student initiatives. This added value can be seen most dramatically with the small class sizes and personal interaction To sum it up:
with the faculty and administration. Net Impact has two enthusiastic faculty members that participate in the development of University of San Fran-
ideas and assist us with functional needs such as funding and facilities. While the admissions office most certainly is inter- cisco would be most fit-
ested in students who are passionate about using business to make the world a better place, the community also values stu- ting for someone who is
dents with an entrepreneurial drive who wish to develop that spirit with high moral values and integrity. interested in attending a
Reasons to Attend an existing base of social/
USF is the leading campus on the West Coast for fostering the entrepreneurial spirit. If you have ever thought of starting for significant growth.
your own business, or if you want to be around people who are passionate about creation and innovation, this school is fan-
tastic. Whether you want to start the next bio-tech company or create a new nonprofit for international development, USF
prides itself on creating the next generation of business leaders.
Many students described the location as a key asset: for example, one student said “the location is a center-piece of opportu- Net Impact Chapter Leader:
nity. San Francisco is one of the most exciting places to live and work,” and another said “access to a wide range of compa- Andy Bornstein, ambornstein@usfca.edu
nies and organizations in the Bay Area was also another attractive feature.” Another student described the “huge opportunity Brad Wetstone, bwetstone@hotmail.com
to work with the faculty and create an impact that will be reflected in curriculum changes and permanent school programs.”
USF_netimpact@hotmail.com
92 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 2130 Fulton Street, Lone Mountain, San Francisco, CA 94117-1045 Email: graduate@usfca.edu
University of Southern California
Marshall School of Business
“The program is extremely responsive to student requests and interests, and any prospective Net Impact student who wants
something in specific from their curriculum can, with a little elbow grease, get it to happen.” AT A GLANCE

Our core curriculum includes one class on Leadership and Accountability, with a CSR project
and one day of CSR speakers from outside of USC. Last year, this one day event included a Student activity level: Above average
“I chose Marshall primarily speaker from Nike regarding outsourcing, a speaker from the Camejo group on socially
due to its PRIME program, responsible investing, as well as speakers on sustainable energy resources and the ef-
a mandatory international fects of immigration. Although there is only one elective class on Social Entrepreneur-
consulting project for 1st ship in the Marshall School of Business, other departments at USC offer classes that are Support of social/environmental
years. This was a great much more related to CSR (the schools of Public Policy, Education, Social Work are all themes:
experience which allowed accessible to USC Marshall students). One student mentioned that, “there is a growing
me to apply everything I'd Students: Faculty: Admin:
opportunity to work on creating a dual degree program with the School of Public Policy.”
learned in the core and Curriculum: 3.1/5 3.1/5 3.3/5
gain a global perspective
Professor Adler of the Marshall school is a leader in social impact theme areas, and he
of business.” teaches courses in Management and Organization that draw on several key CSR issues.
Activities: 3.5/5 3.4/5 3.6/5
Students are currently petitioning for a Social Innovation concentration, which, if successful,
would be available to 2008 candidates.
The chapter in three words: Develop-

ing, Dedicated, Passionate
Student Activities
Students at the USC Marshall School of Business are active in several clubs, a few of which include social and environmental Impact members and the student body as a
impact themes. As a chapter that started only a few years ago, Marshall Net Impact has focused on a broad range of issues. whole for socially responsible leadership?
Speakers and events this year have covered topics including education, environment, energy, socially responsible investing,
CSR in a large corporate business, social entrepreneurship, and much more. The largest and most active club within Mar-
shall is Challenge for Charity (C4C). C4C organizes after school tutoring, Saturday "fun days" with inner city children, JA in a responsible leadership
day (teaching business issues to elementary students), and fundraising for Special Olympics. The year concludes with a
60% 58%
weekend full of athletic competition against seven other schools on the west coast. Students on campus are very friendly
towards Marshall Net Impact members, and many understand the importance of the club even though they choose to partici- Somewhat
pate. agree
42%
40

Agree
There is one staff person in the Career Center whose responsibility includes non-traditional job searching. However, the Ca- 20
reer Center is generally focused on marketing, consulting, and finance—where the majority of our graduates work. Unfortu-
nately, our program does not have funds available for students who intern with nonprofits and does not have a loan forgive-
ness program. Strongly
agree
0
NI members All
University of Southern California, continued

Support exists for our program, as we have a program director who will help us find facilities and funding as well as a contact Career/Internship placement:
in the Career Resource Center who dedicates part of his time to working with non-traditional MBA jobs. I believe that the
Admissions Office does value "Net Impact applicants;” however, they definitely focus on the traditional MBA types. I also • 53% of students described career
believe that the administration is starting to prioritize social and environmental issues, as they have become "hot topics" services as helpful or very helpful
within other business schools as well. One student praised faculty and administration responsiveness saying, “the program is • 89% of students found internships
extremely responsive to student requests and interests, and any prospective Net Impact student who wants something in using both their values and skills;
specific from their curriculum can, with a little elbow grease, get it to happen.” 57% found jobs

In making a decision to attend USC, the prospective MBA should understand that the vast majority of students here are fo- network as helpful or very helpful
cused on consulting, finance, marketing, entrepreneurship, and entertainment. You won't find yourself surrounded by people
focused on nonprofits, education, or CSR outside of Marshall Net Impact. You will, however, have the opportunity to raise
awareness about such issues and meet people who are going into more traditional MBA jobs; they can provide much needed Prominent alumni:
support for our causes. To improve any part of society, the private and nonprofit sectors must work together; USC educates • Adam Miller (2005): Director of Fi-
students who are going into both. nance, California Charter Schools
Association
One student encouraged potential Net Impact applicants to “be the change that will affect one of the most well-connected • Jordan Newman (2004): Financial
and influential business schools in the country.” Products Manager, Sharp Solar Divi-
sion
To sum it up:
Someone interested in
building upon an existing
base of social/
for significant growth
would benefit from at-
tending USC.

Michael Bonino
michael.bonino.2007@marshall.usc.edu
94 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs Popovich Hall Room 308, Los Angeles, CA 90089-2633 Email: marshallmba@marshall.usc.edu
University of Utah
David Eccles School of Business
“The David Eccles School of Business has one of the best campus environments in the nation. This is immediately apparent,
and the faculty and administration have been helpful in all of my pursuits, social, environmental, and otherwise.” AT A GLANCE

Currently, the David Eccles School of Business’s (DESB) MBA program offers two courses that incorporate social and envi- Somewhat active members: 6
ronmental themes specifically: Managerial Ethics and the Non-Profit Consulting service learning class. Undergraduate
courses in Business and Society and Business and Nature can be audited on a non-credit basis by graduate students. Cur-
rently, masters-level organizational behavior, accounting, and entrepreneurship classes incorporate discussion of ethics, but Student activity level: Average
DESB faculty are interested in integrating ethics and corporate responsibility themes into core coursework in other disciplines
as well; a member of Net Impact sits on the MBA Program Committee and is involved in discussion of how to do this effec-
tively.
themes:
Students in the MBA program are able to take up to 12 credit hours outside of the school of business, so long as they are rele-
vant to the individual's career and academic goals, and permission is gained from the other department. Relevant coursework Students: Faculty: Admin:
in other schools include: Curriculum: 3.2/5 3.2/5 4.2/5
• Economics - Public Policy Towards Labor; Poverty and Inequality; Urban Economics; Environmental and Natural Re-
source Economics; Multinational Firms: International Trade & Investment; Gender and Economic Development in the Activities: 3/5 3.5/5 4.2/5
Third World
• Parks, Recreation, and Tourism - Environmental Ethics; On-site Policy Analysis
• Political Science - Politics and the American Economy; Foundations of International Organization The chapter in three words: Building
• Public Administration - Management of Nonprofit Organizations; Developing Revenue in Nonprofit Organizations; Non- momentum quickly!
profit Sectors and Organizations; Public Budgeting and Finance
Net Impact is building momentum at the David Eccles School of Business. The chapter has been in existence and constantly
evolving since 2003. In the last three months alone, Net Impact has initiated a board fellowship program (with 25 students responsible leadership
anxious to participate), hosted a panel discussion of nonprofit board participation by local busi- 100%
ness leaders, engaged Salt Lake City mayor Rocky Anderson - a leader in municipal greening 100%
- to speak with students, and held a drive to assist a local charity. Field trips, a more-robust
“It is a small pro- speakers series, involvement in curriculum change efforts, and collaboration with other 80 Somewhat
gram, so [the admini- University programs and local chapters are also in the works. Last year, a case competi- agree
stration] is willing to tion club was spawned from Net Impact members, and it continues to be involved in gen- 60
let the students eral and with CSR-relevant case analyses and competitions. 50%
choose their own 40

Net Impact at DESB does face some hurdles; the concepts that the club promotes are
path and participate often new or different from what many business students are familiar with or expect from
Agree
actively in whatever a business program. Goals for this next academic year include promotional activities to 20
they choose. educate and help make students aware of Net Impact and its relationship to effective busi- Strongly
agree
ness practice. We hope that Net Impact will be able to sponsor first-year orientation and 0
team-building activities, in which students participate in a day-long community service project. NI members All
University of Utah, continued

Career services at DESB are very supportive of students' personal career goals and are happy to assist students seeking a
non-traditional career path on an informal basis. Currently, though, there are few formal mechanisms for supporting career Career/internship placement
searches in social/environmental businesses or nonprofit organizations – either financially or structurally. Internship and
loan-forgiveness assistance are not available to any student in the program. We hope that current initiatives, such as the • 40% of students described career
Board Fellowship program and nonprofit consulting class, will expose students to potential career opportunities and net- services as helpful or very helpful
works.
Administration Support To sum it up:

The DESB chapter of Net Impact receives financial support through both the university and the MBA program. Funds sup- David Eccles School of
Business would best
port chapter activities as well as help subsidize student participation in the Net Impact annual conference and other B-school
activities related to CSR. One student said, “the David Eccles School of Business has strong administrative and faculty sup- accommodate someone
port for student initiatives promoting social and environmental impact. The development, launch, and support of new pro- who is interested in
grams have been made much easier by this.” building upon an existing
base of social/
The master’s program staff is very supportive of the chapter, and one staff member is helping to start a professional chapter. environmental impact
The program facilitates Net Impact exposure through our school’s external relations office with radio spots, press releases to activities with opportunity
local media, etc. The school’s dean is a vocal supporter of programs such as our new Board Fellows Program. All in all, the for significant growth.
program is great in supporting student efforts focused on Net Impact themes.
DESB faculty sees ethics/integrity education as an MBA program goal. They are working to integrate applied discussion of
ethics and corporate responsibility into the core curriculum.
Students with a strong sense of integrity and a social/community orientation are interesting to the program staff; these attrib-
utes may have some influence on admissions decisions. While the faculty’s commitment to teaching ethics is strong, their Net Impact Chapter Leader:
orientation towards these attributes in admissions decisions – relative to other things such as grades and GMAT scores - is Stormy Sweitzer
not known. stormita@yahoo.com
Reasons to Attend
David Eccles School of Business is extremely supportive of student initiatives. Applicants interested in helping build current Bryan Eldrege
initiatives are encouraged to apply. Students are also fond of Salt Lake City; one student said, “Salt Lake has strong non- dofbbe@business.utah.edu
profit sector and local living economies movement, interesting alternative communities, and a very green and community-
oriented municipal body.”
The school's Net Impact chapter, though small, has great energy currently and is looking for students who are interested,
engaged, and able to appeal to their peers and faculty to help grow the chapter. One student summed it up by saying, “I
really feel that being in such a small program has helped me to really develop my social/environmental interests, and I feel
that the Net Impact chapter has been key to that.”
96 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 1645 East Campus Center Drive, Room 101, Salt Lake City, UT 84112-9301 Email: raddesb@business.utah.edu
University of Washington
University of Washington Business School
“In addition to a strong core MBA program, the University of Washington offers a number of specialized certificates as well as
significant flexibility for independent study and focus. Students seeking a traditional MBA with access to Net Impact-themed AT A GLANCE
course work and activities and significant flexibility to seek out independent learning would do well in this program.”
Curriculum Full time MBA students: 404

The core curriculum focuses almost exclusively on traditional MBA topics, and, aside from ethics, there is almost no inclusion
of social and environmental impact themes. However, electives offer more opportunities to explore Net Impact-related topics. Program strengths: SE
Core Accounting, Finance and Marketing professors address ethics frequently, and there is a required core ethics course that
students take in their second year. Aside from this, there are occasionally cases that mention responsibility or sustainability,
but those aspects of the cases do not factor much into class discussion without being initiated by students. One student men- Student activity level: Above average
tions that “more cases dealing with sustainable issues need to be brought into the core curriculum.” There is one case in
management that focuses on President Bush’s leadership and decision-making on and after 9/11. This case sparks lively
class debate, and it is often difficult for students to stick to the topic of management. Almost all of the professors will thought-
fully entertain Net Impact themed questions in the classroom. There are also many team projects in classes such as strategy, Support of social/environmental
management and information technology, where students study a company of their choice and some students use this as an themes:
opportunity to explore a socially or environmentally responsible business. Students: Faculty: Admin:
Curriculum: 3.6/5 3.4/5 3.5/5
In second-year electives, Business FutureWorks (taught by Martin Westerman) is open to both undergraduate and graduate
students and focuses on sustainability and the triple bottom line. Business Strategy and the Natural Environment (taught by Activities: 3.5/5 3.5/5 3.7/5
Kevin Laverty) addresses topics such as cradle-to-cradle and CSR and draws many graduate students from outside the busi-
ness school. A new course, “Marketing Cases in Sustainability” was piloted this year and was reported by many students to
be “the most amazing class of their MBA careers.” Another notable course is “The Contemporary U.S. Workplace,” which
explores the relationship between profit maximization and workplace social justice and is co-taught by a professor in the busi-
ness school and a professor in the school of social work. This course is only scheduled to run for two years, but hopefully it is
indicative of an interest in Net Impact topics that may be sustained in new, innovative and interdisciplinary courses in years to
come.
In addition to these stand-alone electives, there is a certificate in Environmental Management offered through the University of responsible leadership
Washington’s (UW) Program on the Environment. The certificate is open to students across graduate schools and focuses on
100%
an interdisciplinary approach to environment management. There were 16 students in the certificate program this year, three
of them from the business school. Another available program, less common among business students, is the certificate in
81%
International Development Planning and Management offered through the Evans school of Public Affairs. Students may also 80
take up to four classes outside the business school toward their MBA, and are free to take as many classes as their schedule
will allow aside from the MBA. Many students take classes from the Jackson school of International Studies, the School of Somewhat
agree
60
Law and the Evans school of Public Affairs. 54%
40
Student Activities Agree
20
The UW Net Impact chapter is building momentum and was honored to be recognized at the 2005 Net Impact Conference as
Strongly
the “Revival/Small Net Impact Chapter of the Year.” We have a very strong core leadership team this year and are looking agree
forward to building on the success of last year’s team. (cont’d) 0
NI members All
University of Washington, page 2
Each quarter Net Impact hosts a couple of lunchtime speakers and holds one significant evening event. In Spring 2006, our AT A GLANCE
evening event was an outdoor showing of the documentary, “The Corporation,” with a keg of beer and a lot of mingling. Past
events have included speaker panels, keynote speakers and happy hours. We often co-sponsor lunchtime speakers with
other clubs such as marketing, operations management, finance, real estate and entrepreneurship.
As for special events and competitions, the Net Impact National Conference is a major focus of fall quarter, and we try to Career/internship placement:
help cover some student travel and registration expenses. This year, with support from the UW MBA program office, a team • 75% of students described career
from UW participated in the LEEDs case competition at the University of Colorado. At UW, the Global Social Entrepreneur- services as helpful or very helpful
ship Competition takes place every year and draws teams from around the world. The Center for Innovation and Entrepre-
neurship also sponsors a popular business plan competition on campus and often offers a $5,000 Best Idea in Sustainability
award. In the past, this award has been sponsored by the UW Net Impact chapter. A couple of Net Impact members also using both their values and skills;
help coordinate an annual one-day conference on “teaching sustainable business” for business school faculty from schools 29% found jobs
on the west coast.
Other MBA clubs with a responsibility focus include Challenge for Charity and the Business Consulting Network. Challenge
for Charity is a competition among major business schools on the west coast to provide volunteer hours and fundraising sup-
port to the Special Olympics and the Boys and Girls Club. The Business Consulting Network organizes student teams to
serve as consultants to Seattle area businesses. Every year, there are a few projects that are nonprofit or community ori- Alumni:
ented. 45% of respondents rated their Alumni
UW also has a very well established board fellows program that is run through the Business and Economic Development
Center. Last year the program placed 13 students with 10 nonprofit organizations as non-voting board members, and that
number is expected to grow this year. Often, a Net Impact member serves as the student coordinator of the program.
Because UW is located in the Pacific Northwest, it has a relatively small class of MBAs and is highly committed to fostering a
collaborative environment (and does so successfully!) The atmosphere is supportive and welcoming. Many students who To sum it up:
are not members of Net Impact express appreciation when a question regarding social responsibility is raised in class or a University of Washing-
speaker with a sustainability perspective is brought to campus. Of course, those with a passion for these issues feel that not ton would be most fit-
enough is being done and wish for more activities. ting for someone who
is interested in attend-
ing a school to help
Career Services and Alumni build upon an existing
base of social/
The career services available to students with an interest in corporate social responsibility and other less traditional MBA environmental impact
fields are the same as those available to everyone else. Each student is given a career coach and is welcome to meet with activities with opportu-
anyone in the business connections center. A couple of the coaches have experience in the nonprofit sector. Each summer, nity for significant growth.
the Business and Economic Development Center arranges a few internship opportunities with area businesses. These in-
ternships usually have a small business development related focus, and they tend to appeal to Net Impact minded students.
In general, the career center is focused on traditional MBA internships and jobs. The school is working on building a compre-
hensive MBA-specific alumni database, but access to alumni at this point is done through personal contacts and referrals
from career counselors and MBA faculty, staff and administrators.
The Net Impact chapter, and all other clubs, is well supported by the MBA association, the student-run umbrella organization
that administers funds and logistical support to the clubs. The Executive Director of the MBA program, Dan Poston, (cont’d)
University of Washington, page 3
is incredibly supportive of student activities, including Net Impact. At a campus level, the President of the University has
brought greater focus to issues of sustainability in the past couple of years, and his initiatives have the potential to affect the AT A GLANCE
way that administrators across the university plan for the future.
The Dean of the Business School holds a breakfast speaker series that brings in a prominent business community member Carolyn Bell
each month. Two of the speakers this year have been particularly relevant to Net Impact: William Gates Sr. on Washington bellce@u.washington.edu
State tax reform and Gary Erickson on his company Clif Bar.
Kaia Peterson
As for admissions, while students with social and environmental interests are not explicitly sought out, Admissions seems to kaiap@u.washington.edu
value students with integrity, passion and diverse interests. They want to know who the applicants are, including the activi-
ties they are likely to participate in as MBAs, and what they value in their careers, their education and their lives.
Reasons to Attend
In addition to a strong core MBA program, the University of Washington offers a number of specialized certificates as well as
significant flexibility for independent study and focus. Students seeking a traditional MBA with access to Net Impact-themed
course work and activities and significant flexibility to seek out independent learning would do
well in this program.
“UW offers a small, sup- The Center for Innovation and Entrepreneurship provides access to a wide variety of
portive community envi- entrepreneurs and the location in the Pacific Northwest provides access to tech-
ronment with an excel- oriented businesses, many of which focus on social responsibility through healthcare-
lent education. UW also centric technologies. The business school is also initiating a Retail Management
has a strong history of program next year and interaction with businesses like Starbucks, Costco and REI
environmental manage- will provide a rich experience for students interested in retail and corporate responsi-
ment/sustainability, bility. The interdisciplinary Environmental Management Certificate Program also of-
fers a unique experience for students looking to enter that field.
which MBA can con-
tinue to leverage.”
The majority of Net Impact-related activities at UW are student initiated and the strength
of focus on social and environmental responsibility comes from the interests and initiative
of the students in collaboration with a select number of faculty and staff. Students can expect
to find a supportive and welcoming environment in which to pursue the topics and career paths that
are to them the most important. One student says that “the student body is cooperative and values teamwork, not cut-throat
like the students I met at other schools. Students here actually help each other learn and succeed, rather than worrying that
their own place on the curve will be affected.”
The school’s location is also a draw. One student comments that “life in Seattle immerses you in environmental issues, and
the student body of the UW MBA program reflects that.” Another speaks of the “opportunity to help grow the [Net Impact] Survey respondents: 27
program, and be surrounded by a community (Seattle) that embraces the CSR attitude.”
99 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 110 Mackenzie Hall, Box 353200, Seattle, WA 98195-3200 Email: mba@u.washington.edu
University of Wisconsin-Madison
School of Business
“The University of Wisconsin-Madison MBA program is filled with many, many students who actively support Net Impact's
values. Further, most residents of the city of Madison have similar values and act to support community and environment.” AT A GLANCE

The Business School at the University of Wisconsin-Madison has added a number of classes over the last three years to help Somewhat active members: 15
prepare MBA students for the challenge of operating a business in a sustainable manner. We have also added key faculty
(Ann Terlaak, who comes to us with a background in Environmental Management, and Tom Eggert, who splits time between Program Strengths: SE, NPO
the Business School and the Wisconsin Department of Natural Resources). In addition, we are developing expertise in envi-
ronmental risk management, and many faculty are addressing areas related to social and environmental responsibility in ac- Student activity level: Average
counting, strategy, risk and quality.
The Business School has also brought in a number of prominent speakers to speak to the university community on subjects Support of social/environmental
relating to the social and environmental responsibilities of business. A student group grew out of our Environmental Strategy themes:
and Sustainability class that is dedicated to advancing the idea that businesses can and should operate in a sustainable man- Students: Faculty: Admin:
ner. Curriculum: 3.4/5 3.5/5 3.3/5
The Business School has also expanded its relationship with the Gaylord Nelson Institute of Environmental Studies by cross- Activities: 3.3/5 3.5/5 3.4/5
listing three new business courses in the Institute's selection of courses. The mix of business and IES students in classes
offers a diversity of perspectives and viewpoints that makes for an exciting learning environment.
Faculty from the Business School and other schools on campus participate in an informal faculty environmental roundtable The chapter in three words: Growing,
every other Tuesday morning during the school year. In addition, several business school professors have drawn on the rich supportive, entrepreneurial.
tradition of the UW-Madison in environmental knowledge and expertise and invited non-business professors to make guest
presentations in School of Business courses.
Many of our professors make good use of the expertise in the business community by bringing senior managers in to talk to Impact members and the student body as a
their classes about such things as "The Role of Heart in Running a Business" and "What Systems Thinking Means for Sus- whole for socially responsible leadership?
tainability". In addition, the Business School continues to work with potential funders on expanding our commitment to sustain-
ability by broadening the class options for students.
University of Wisconsin-Madison has a rich history in the area of social responsibility. It was one 100%
of three founders of the Consortium for Graduate Studies in Management, the country’s first
“A number of cooperative equal educational opportunity graduate fellowship program for minorities. It cre- 80 76%
courses in sustain- ated the first graduate program in the country in a variety of fields, including applied security Somewhat
ability, the programs analysis and arts administration, and in recent years has created highly focused MBA pro- 60
agree 62%
core curriculum does gram based on career specializations ranging from corporate finance to marketing research.
a good job incorpo- 40
rating social/ Professors have in recent semesters included course cases with social and environmental Agree
themes.
environmental issues 20
into the teaching.” Commented one student, “a number of courses in sustainability, the programs core curriculum
Strongly
agree
0
does a good job incorporating social/environmental issues into the teaching.” NI Member All
University of Wisconsin-Madison, continued

The Net Impact chapter at the University of Wisconsin is building momentum and adds new members each semester. Usually,
a core group of 15-20 members attend each event, but there is a rotating cast of other students as well. The other MBA stu- Career/internship placement
dents and the Business school are quite supportive of the organization. • 56% of students described career
Net Impact frequently co-sponsors events with other organizations and departments on campus. Recent events have included
partnerships with the Law School, the School of Engineering, an Undergraduate Sustainability Group, and the Student Union.
75% found jobs
The University of Wisconsin has a storied history of producing socially active and aware graduates, and prospective employ- Alumni: 56% rated their alumni network
ers are aware of this history. While career services spend most of their time dealing with traditional MBA opportunities, the as helpful or very helpful.
office is quite open to other career choices, and is enthusiastic about developing a targeted job search plan for those inter-
ested in careers in social responsibility and sustainable enterprise.
Beyond campus, the Madison area has many professionals in the social and environmental arena who are regularly willing
and available to chat with MBA students about their career plans. The Weinert Center for Entrepreneurship and the Bolz To sum it up:
Center for Arts Administration each have dedicated staff, and their students focus nearly entirely on non-traditional careers. The University of Wisconsin-
Madison School of Business
would be best for someone
who is interested in refining
Administration Support and growing a mostly so-
cially aware program and
Within the realm of the University of Wisconsin, the Business School is slightly less progressive than the rest of the campus, student body.
but in the grand scheme of business schools across the country, UW's Business School Administration is supportive of Net
Impact's mission. It is quite easy to make an appointment to meet with top figures.

Reasons to Attend Tom Godfrey
tgodfre@wisc.edu
Students who are seeking a supportive environment with in the MBA program and an overwhelming wealth of social and
environmental opportunities elsewhere on campus, and in the Madison area, would be well served by choosing the Univer-
sity of Wisconsin.
One student remarked, “I chose to attend this program because of its small class size and commitment to each student. This
extends into having an impact in student organizations, which includes social and environmental applications.” Another men-
tioned that “the surrounding city is very supportive of social/environmental issues – more so than most communities in the
Midwest.”
101 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 3150 Grainger Hall, 975 University Avenue, Madison, WI 53706 mba@bus.wisc.edu
Vanderbilt University
Owen Graduate School of Management
“There are many opportunities to explore the social and environmental themes across the other seven highly ranked profes-
sional schools at Vanderbilt, and to thereby create your own specialization.” AT A GLANCE

Owen offers many opportunities that allow students to take advantage of their interest in Net Impact related subject matter. In Somewhat active members: 20
addition, to conserve resources, many professors only accept and return homework via electronic means. Among the classes
Owen offers related to CSR topic areas are Corporate Strategies for Environmental and Social Responsibility, Private Envi- Program strengths: ES, CSR
ronmental Law and Voluntary Overcompliance, and Ethics in Business. Additionally, Owen offers many seminars appealing
to Net Impact members such as the required day-long, first year Leadership in Practices Seminar: CSR. Student activity level: Above average
Student Activities
The Net Impact Chapter at Owen has been around since the early nineties, but has remained a relatively small club until re- themes:
cently. In the last year, we have more than tripled our National Conference attendees, and we have more than doubled our
club membership. We hope to be one of the largest clubs at Owen in the upcoming school year. Students: Faculty: Admin:
The program is continuing to improve and there is a lot of opportunity to really make an impact Curriculum: 3.3/5 3.9/5 3.8/5
on the school’s social responsibility program.
“Net Impact is de- Activities: 3.5/5 3.8/5 4.1/5
Owen’s largest focus is on using business skills to help motivate social and environmental
veloping rapidly at change. During Net Impact Week, our club brings in speakers, hosts panel discussions,
Owen, and stu- holds open discussions in our lobby, and sponsors social documentary screenings. We The chapter in three words: Team,
hold this week near the beginning of the school year to help with recruiting first year stu- Growth, Impactful
dents, faculty and
dents. During the rest of the year, we host a variety of events with Net Impact themes.
administration are Leadership: Does program prepare Net
becoming more Another club at Owen, 100% Owen, is an organization dedicated to service and commu-
enthusiastic.” nity development. 100% Owen has ongoing projects with Boys’ & Girls’ Club, Youth About
Business, Habitat for Humanity, and PENCIL Partners. Talks are ongoing to merge the
100% Owen club and the Net Impact club to create a stronger, more united community devel- responsible leadership
opment effort.
100%
90% 89%
Career Services and Alumni 80

Somewhat
agree
Students at Owen have ample opportunity to follow a non-traditional business career search. The Career Management Cen- 60
ter (CMC) offers a host of one-on-one career coaching options for students desiring a non-traditional career after graduation.
Our club’s career adviser, Karen Weist, also regularly sends members job postings via email that are nonprofit or CSR-
focused. 40
Agree
Although Owen does not have an explicit nonprofit concentration, one of our club’s goals is to start one. Nashville is home to 20
many nonprofits, particularly healthcare nonprofits, so it would make sense for Owen to move toward this end. Strongly
agree
0
NI members All
Vanderbilt University, continued

Dean Jim Bradford is one of our strongest advocates. Being a former CEO of a glass manufacturer, he understands the en-
vironmental aspects of running a business as well as the social struggles of managing human capital. We are also fortunate Career/internship placement:
to have a renowned CSR faculty member, Mark Cohen, on staff at Owen. He, along with many other faculty, have been very • 88% of students described career
helpful in seeing the success of Net Impact at Owen. services as helpful or very helpful
Our Admissions department seems to have taken notice of Net Impact’s recent growth at Owen. At a recent welcome week- using both their values and skills
end event for students who have accepted their admissions offer from Owen, we met several students who were very excited
to join our club. For example, one woman is an architect about to sit for her LEED certification exam. Another man came
from a nonprofit and was interested in studying CSR. We are encouraged by the pool of applicants that Admissions has se-
lected to join us next year. Alumni:
Our club, much like the other clubs at Owen, is allotted a nominal amount of money by the administration to be used for op- network as helpful or very helpful
erations throughout the year. The amount is usually in the neighborhood of $500, which has been enough to run the club in
previous years. In future years, we will be holding fundraising events throughout the year in order to raise further funds. In Prominent Alumni:
addition to our allotment, the administration also reimburses students for travel to the Net Impact National Conference, as • Carl Liebert: Executive VP, Home
well as Net Impact case competitions (usually there is a limit of $250 per person for each of these). Depot Stores
To sum it up:
Reasons to Attend Owen Graduate School
of Management would
Owen Graduate School of Management is one of the many prestigious graduate schools located on the campus of Vanderbilt be most fitting for some-
University in Nashville, Tennessee. As one student said, “there are many opportunities to explore the social and environ- one who is interested in
mental themes across the other seven highly ranked professional schools at Vanderbilt, and to thereby create your own spe- building upon an exist-
cialization.” ing base of social / envi-
ronmental impact activi-
Net Impact has experienced a large amount of growth in club membership over the past year and will likely be one of the ties with opportunity for
larger clubs at Owen in the upcoming year. Owen prides itself on our students’ ability to work in teams, as well as their tech- significant growth.
nical business acumen. There is a strong sense of community and camaraderie among students at Owen. Faculty members
are approachable and excited to see their students succeed. Another unusual aspect of Owen is that students get into their
electives much sooner than at most schools. First-year Owen students take core classes their first semester, while the sec- Net Impact Chapter Leader:
ond semester is split roughly equally between core classes and electives. Chris Jones
Christopher.Jones.2007@
The combination of strong analytical skills, outstanding team communication, accessible faculty, and a growing community owen.vanderbilt.edu
make Owen an ideal breeding ground for Net Impact-related activities.
Julie Sinton
Julie.Sinton.2007@owen.vandebilt.edu
103 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 401 21st Avenue South, Nashville, TN 37203 Email: admissions@owen.vanderbilt.edu
Yale University
School of Management
“SOM is an environment where environmentally/socially oriented career goals are the norm, not the exception. Net Impact
students will find an incredibly supportive environment. The student body, and their diverse experiences, provides fantastic AT A GLANCE
opportunities for learning and networking across a wide range of fields.”

The Yale School of Management (SOM) was founded 30 years ago with a noble mission: to educate leaders for business and Somewhat active members: 50
society. This mission has stayed constant throughout the history of the School. Yale SOM provides a strong foundation on all
levels for a rigorous management education that considers social/environmental impact. And this applies to all students; as Program strengths: SE, ES, CD, CSR,
one student explained, “there is great enthusiasm and broad interest across the student body about Net Impact issues. While ID, NPM
there are bankers and consultants at Yale SOM, many of them chose to take classes such as Public and Private Management
of the Environment or Nonprofit Management.” Student activity level: One of program’s
most active clubs
The new SOM core curriculum, which will be introduced in the fall of 2006, represents Yale SOM’s desire to create a model of
management education that systematically links rigorous foundations and values-based considerations with meaningful aspi-
rations. As a sample, one first-year core course in the Organizational Perspectives segment is exclusively devoted to State &
themes:
Society. This course will examine the way in which managerial decisions affect – and can be affected by – both governmental
and societal interests. In addition, values-based approaches will be integrated into every aspect of the core. Students: Faculty: Admin:
Curriculum: 4.5/5 4.4/5 4.6/5
In the second year, a wide variety of courses reflect Yale’s attention to social/environmental impact. The electives include
classes like Services Marketing: Strategies for Nonprofits and for-profits; Entrepreneurial Business Planning; Business Ethics: Activities: 4.6/5 4.2/5 4.6/5
Succeeding Without Selling Your Soul; Philanthropic Foundations; CSR: Social Venture Management; Banking and the Public
Interest; and Strategic Management of Nonprofit Organizations.
The chapter in three words: Purpose-
Yale SOM also boasts a number of faculty thought leaders, including Sharon Oster, Frederic D. Wolfe Professor of Manage- ful, Ambitious, Well-supported
ment and Entrepreneurship and Director of the Program on Social Enterprise; and Edward Kaplan, William N. and Marie A.
Beach Professor of Management Sciences & Professor of Public Health. Leadership: Does program prepare Net
The Yale School of Management is unique among other management schools in its close ties with the entire breadth and whole for socially responsible leadership?
depth of Yale University. SOM students may take classes in almost any other program at Yale, including Yale Law School,
where SOM students recently worked in a clinical class with Law students to establish a Community Development Bank. Many Preparation for socially
SOM students take advantage of the School’s close linkage and proximity to the Yale School of Forestry and Environmental
99%
Studies, which continues to develop experts to responsibly steward the environment. SOM students may also pursue a vari- 100%
93%
ety of joint degrees, including MBA/JD with Yale Law School, MBA/MEM or MF with Yale School of Forestry and Environ- Somewhat
mental Studies, MBA/MPH with Yale School of Public Health, MBA/MD with Yale School of Medicine, MBA/MDIV or MAR with 80
agree
Agree
Yale Divinity School, and MBA/MA in International Relations with Yale Graduate School of Arts and Sciences. In addition to
comprehensive joint-degree offerings, the Yale School of Management offers a Concentration in Nonprofit Management. 60
Strongly
agree
20
Student life at Yale revolves around a small, tight-knit and diverse community that embodies the mission of the school to de-
velop leaders for society AND business. Net Impact has been present since the school's founding and the majority of stu-
dents attend the events. In addition, SOM won the 2005 Net Impact Chapter of the Year award (of Net Impact’s 120 chapters 0
NI members All
network-wide). (cont’d)
Yale University, page 2
The Net Impact club has many activities, including the following highlights: AT A GLANCE
• McKinsey Social Enterprise Case Competition: a single day, student-body wide competition, spon-
sored by McKinsey and analyzing a socially responsible business case.
• Business & Society CSR Panels: a series of three panels focused on Social Enterprise,
Socially Responsible Investing, and CSR. Career/internship placement:
“There is a strong • Philanthropy Conference: a one-day conference drawing experts in philanthropy to
community of • 54% of students described career
discuss key and controversial issues in modern philanthropy. services as helpful or very helpful
students here • Meet the Other Firms: an event, co-sponsored by the Yale Career Development
interested in applying Office, where 2nd year students with public interest and non-profit summer internships
share experiences with first years considering social enterprise careers.
their knowledge and 58% found jobs
skills to improving • Career Treks: Education, Non-Profit Consulting, Social Marketing. These treks are
the world and not conducted based on student interests and open to the student body.
• Speaker Events: at least one per month, ranging from traditional speaker events to
just their place in it.” more intimate lunch/dinner interactions. Examples range from a VP of CSR at Starbucks to
Bright Horizons founder Linda Mason (a Yale SOM graduate), to Vince Perez (former Energy Alumni:
Minister of the Philippines) and David Vogel (Berkeley Sustainability expert). 87% of respondents rated their Alumni
• Social Events, including a club hike during Admissions weekend, kickball during orientation and network as helpful or very helpful
end of the year party
• Career Mentors: a mentorship program tailored to the individual job searches of the mentees
Prominent alumni:
Career Services and Alumni • Neal Keny-Guyer (1982): CEO,
Mercy Corps
The Yale School of Management is committed to supporting students interested in pursuing careers in areas of social/ • Seth Goldman (1995): TeaEO, Hon-
environmental impact. About 5% of Yale SOM graduates choose to take positions in the nonprofit sector. This choice is often est Tea
made possible by our innovative and generous SOM Loan Forgiveness Program, the first program of its kind at U.S. business • Gina Boswell (1989): COO, Avon
schools. This program has served as a model for similar programs at other professional schools throughout the country. Par- North America
ticipants with annual incomes under $70,000 receive 100% of their loan payments through the program. Alumni may apply
during the first 10 years following graduation, and both U.S. and international students are eligible for the program.
The School’s Career Development Office (CDO) has a dedicated professional whose role is to develop job leads and assist in
recruitment and placement with private, public and nonprofit organizations, especially in the areas of Corporate Social Re-
sponsibility and Socially Responsible Businesses. The CDO has created a shared database with input from students and staff
To sum it up:
to disseminate information and contacts with nonprofit organizations. In addition, the CDO sponsors a number of well-
Yale School of Manage-
attended events with outside consultants from MBA Nonprofit Connection and NewSource and conducts workshops on perti-
ment would be most fit-
nent issues.
ting for someone who is
Connections made by the School’s Center for Social Enterprise frequently lead to internships and permanent employment
school to where students
opportunities for SOM students. Students in Professors Stan Garstka’s and Sharon Oster’s Workshop on Entrepreneurship
and faculty are on the
in the Nonprofit Sector often work with real organizations on real-world problems, providing students with highly relevant ex-
forefront of social/
perience and exposure to mission-based organizations that proves helpful in the students’ planned careers.
Finally, the strength of the network of Yale SOM alumni who work in relevant fields cannot be underestimated. These gradu-
ates serve as career mentors, professional contacts, and often, hiring managers for Yale SOM students.
Yale University, page 3

At the Yale School of Management, the Dean and administration are dedicated to creating an environment for educating Net Impact Chapter Leaders:
leaders who will approach business with a holistic viewpoint and understand both the management and societal reasons for Stacy Abder & Zac Christie
business decisions. The mission of the school is to create leaders for business AND society, and the administration ada-
mantly emphasizes this duality. Student Admissions Contact:
Fawzia Ahmed
Points of Highlight: fawzia.ahmed@yale.edu
• Program for Social Enterprise & Program on Nonprofit Organizations – focuses on nonprofit and socially responsible
enterprises by bringing university-wide research to SOM. A seminar series highlights the work of researchers and pro-
fessionals in the international nonprofit or socially responsible arena. The program staff provides resources and support
to student clubs and events focused on social enterprise.
• Yale SOM Internship Fund – the Internship Fund at Yale SOM provides financial support to students pursuing employ-
ment as summer associates in the public or nonprofit sectors. It was the first program among its kind at U.S. manage-
ment programs and has supported over 800 Yale MBA internships for over 25 years. In addition, the Yale SOM Dean’s
Office routinely pledges to match 100% of student donations to the Internship Fund.
• Yale Center for Corporate Governance – the center is founded on the premise that today the corporation is an institute
expected to enhance society. The Center sponsors research and discussion challenging the idea that corporations can
and should better serve society.
• Recently, the School received a gift of $1.5 million to develop business education that gives students a values-based
foundation to meet real world challenges throughout their careers. This values-based approach will be completely inte-
grated into the core and elective curriculum.
Reasons to Attend
The percentage of students interested in social and environmental issues in business is very high. The ethos of social re-
sponsibility pervades the entire student body and campus; one student explains that there are “fantastic students--warm en-
vironment, friendly, fun--simply, nice people! Integration of social/environmental themes within the 'standard' curriculum re-
sources at Yale.”
Another student writes that “it is a small, supportive program where students have a highly academic experience within the
context of a challenging business school environment. The Yale University resources are tremendous. The proximity to New
York allows students to live at a reasonable cost of living, while still being close to a major center for potential job opportuni-
ties. Plus: it's just a fun place!”
In addition, the new curriculum was developed to focus on values and ethics in business with particular attention to the effect
of business on society. This curriculum integrates multiple viewpoints within an organization and society to provide a holistic
approach to leading business for the betterment of society.
Finally, the program is focused on empowering students to take initiative and leadership positions within the school and inte-
grating with the community. Such initiatives range from cultural events and pro-bono consulting (locally and internationally)
to volunteering for local, nonprofit board service and providing business advice through a partnership with the Yale Law Survey Respondents: 62
School.
106 Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs 135 Prospect Street, PO Box 208200, New Haven, CT 06520-8200 Email: mba.admissions@yale.edu
Part II: Ratings and Aggregate Responses
Survey Responses
Program N Program N Program N

Monterey Institute of International Studies -Fisher Graduate
Babson MBA 14 7 University of Colorado Boulder Leeds School of Business 19
School of International Busimess
Bainbridge Graduate Institute 24 NYU Stern School of Business 11 University of Denver Daniels College of Business 13
Boston College Carroll Graduate School of Management 5 North Carolina State College of Management 9 University of Iowa Henry B. Tippie College of Business 4
Brandeis International Business School 2 Northwestern Kellogg School of Management 53 University of Maryland Smith School of Business 21
Brigham Young University Marriott School of Business 7 Norwegian University of Science and Technology 2 University of Michigan Stephen M. Ross School of Business 66
Carnegie Mellon Tepper School of Business 8 Penn State Smeal College of Business 10 University of Minnesota Carlson School of Management 8
Case Western Reserve Weatherhead 5 Pepperdine Graziado School of Business 5 University of Navarra IESE Business School 3
Claremont Drucker and Ito School of Management 3 Portland State School of Business Administration 2 University of New Mexico Anderson School of Management 4
College of William and Mary Mason School of Business 4 Presidio School of Management 39 UNC Kenan-Flagler Business School 20
Columbia Business School 20 Purdue Krannert School of Management 6 University of Notre Dame Mendoza College of Business 6
Cornell Johnson Graduate School of Management 30 Rice Jones Graduate School of Management 9 University of Oregon Lundquist School of Business 2
Dartmouth Tuck School of Business 2 St. Joseph’s University Haub School of Business 3 University of Pennsylvania Wharton School 26
Duke Fuqua School of Business 42 San Francisco State MBA 3 University of Rochester William E. Simon Graduate School 3
Emory Goizueta Business School 6 Santa Clara University Leavey School of Business 6 University of San Francisco School of Management 16
George Washington University School of Business 15 School for International Training 1 University of South Carolina Moore School of Business 1
Georgetown McDonough School of Business 39 Simmons School of Management 5 University of S. California Marshall School of Business 20
Georgia State University Robinson College of Business 5 Simon Fraser University School of Business 1 UT Austin McCombs School of Business 5
Georgia Tech College of Management 8 Stanford Graduate School of Business 21 University of Toronto Rotman School of Management 1
Harvard Business School 10 Thunderbird Garvin School of International Management 9 University of Utah Eccles School of Business 6
Harvard University Kennedy School of Government 3 Tufts Fletcher School of Law and Diplomacy 3 University of Virginia Darden School of Business 22
HEC MBA 9 Tulane A.B. Freeman School of Business 1 University of Washington Business School 27
Indian School of Business 2 University of Alberta School of Business 7 University of Wisconsin Madison School of Business 65
Indiana University Kelley School of Business 12 University of Arizona Eller College of Management 1 Vanderbilt Owen Graduate School of Management 22
INSEAD 1 University of British Columbia Sauder School of Business 9 Villanova College of Commerce and Finance 3
Johns Hopkins University SAIS 1 UC Berekeley Haas School of Business 76 Wake Forest Babcock Graduate School 21
London Business School 4 UC Davis Graduate School of Management 25 Washington University St. Louis Olin School of Business 4
McGill MBA 17 UC Irvine School of Management 2 West Virginia University MBA 4
Melbourne Business School 3 UCLA Anderson Graduate School of Management 24 Yale School of Management 62
MIT Sloan School of Management 22 UC San Diego Rady School of Management 11 York University Schulich School of Business 11
Michigan State Eli Broad College of Business 7 University of Chicago Graduate School of Business 20
Program Ratings
Please note: ratings are not meant to give a definitive ranking of business programs; rather, the data presents a way to compare student opinions of their
schools. When reviewing the data, please keep in mind the “n” represented by each school (on page 106) since any school with over five survey respondents
was included on the lists. You may want to take into account the number of survey respondents for each school when considering the rating tables. We also
encourage you to read through the school profiles for more information on the program’s strengths and accomplishments.
Overall
Times Appearing
Rank Program within the
Top 10*
1 Bainbridge Graduate Institute 15
2 Duke University Fuqua School of Business 14
2 Simmons School of Management 14
4 Presidio School of Management 13
4 Yale School of Management 13
6 Northwestern University Kellogg School of Management 10
7 Boston College Carroll Graduate School of Management 8
7 Cornell University Johnson Graduate School of Management 8
7 UC Berkeley Haas School of Business 8
7 University of Michigan Stephen M. Ross School of Business 8
7 University of North Carolina Kenan-Flagler School of Business 8
12 York University Schulich School of Business 7
*Overall rating is a compilation of the number of times a school appeared in a top-10 list for any of the questions asked in our student survey. The survey contained 20 questions total. For sample size
(n) for each school, please see page 106.
Program Ratings
Program prepares Net Impact students for ethical Program prepares all students for ethical
and socially responsible leadership and socially responsible leadership
Rank Program 7 Pt Scale Rank Program 7 Pt Scale
1 Bainbridge Graduate Institute 6.92 1 Bainbridge Graduate Institute 6.88
2 University of Denver Daniels 6.75 2 Presidio School of Management 6.38
3 Simmons School of Management 6.60 3 Yale SOM 5.93
4 Presidio School of Management 6.54 4 Brigham Young Marriott 5.83
5 Yale SOM 6.42 4 Monterey Institute Fisher 5.83
6 UNC Kenan-Flagler 6.39 6 Boston College Carroll 5.80
7 Duke Fuqua 6.38
6 Simmons School of Management 5.80
8 UC Berkeley Haas 6.35
8 University of Denver Daniels 5.75
9 Boston College Carroll 6.20
9 UVA Darden 5.73
9 Notre Dame Mendoza 6.20
10 Duke Fuqua 5.60
11 UVA Darden 6.18
12 Cornell Johnson 6.17
12 Purdue Krannert 5.40
12 Monterey Institute Fisher 6.17
14 York Schulich 6.11
14 Stanford GSB 5.37
15 University of Michigan Ross 6.10
15 UC Davis 5.36
16 Northwestern Kellogg 6.02
16 Vanderbilt Owen 5.32
17 Brigham Young Marriott 6.00
17 Harvard Business School 6.00
19 Indiana University Kelley 5.92
19 Georgetown McDonough 5.15
20 Santa Clara Leavey 5.83
20 Penn State Smeal 5.13
Average 5.66
Average 5.04
Programs with fewer than 5 survey responses were removed from the list. The Average includes the average of all programs, not just the programs included in the top 20. For sample size (n) for each
school, please see page 106.
Program Ratings
Administrative support of Net Impact themes in Administrative support of Net Impact themes in
curriculum extracurricular events and activities

2 Presidio School of Management 4.87 2 Simmons School of Management 4.80
3 Simmons School of Management 4.80 3 Presidio School of Management 4.77
4 Yale SOM 4.64 4 Michigan State Eli Broad 4.67
5 Georgia Tech 4.43 5 Yale SOM 4.59
6 Northwestern Kellogg 4.32 6 Northwestern Kellogg 4.52
7 Duke Fuqua 4.23 7 Duke Fuqua 4.49
8 Boston College Carroll 4.20 8 Georgia Tech 4.43
8 Emory Goizueta 4.20 9 Case Western Weatherhead 4.40
10 University of Utah Eccles 4.17 9 Notre Dame Mendoza 4.40
11 Thunderbird Garvin 4.11 11 Thunderbird Garvin 4.33
11 UNC Kenan-Flagler 4.11 12 UC Berkeley Haas 4.23
13 NYU Stern 4.09 13 Pepperdine Graziadio 4.20
14 Case Western Weatherhead 4.00 14 NYU Stern 4.18
14 Columbia Business School 4.00 15 Emory Goizueta 4.17
14 Notre Dame Mendoza 4.00 15 University of Minnesota Carlson 4.17
14 York Schulich 4.00 15 University of Utah Eccles 4.17
18 UC Berkeley Haas 3.96 18 Georgetown McDonough 4.15
19 Cornell Johnson 3.93 19 Cornell Johnson 4.14
20 UVA Darden 3.91 20 UC San Diego Rady 4.13
Average 3.82 Average 3.90
Program Ratings
Faculty support of Net Impact themes in Faculty support of Net Impact themes in

2 Presidio School of Management 4.97 2 Simmons School of Management 4.80
3 Simmons School of Management 4.60 3 Presidio School of Management 4.79
4 York Schulich 4.56 4 University of Denver Daniels 4.42
5 Yale SOM 4.44 5 Michigan State Eli Broad 4.33

8 Duke Fuqua 4.18
9 Yale SOM 4.24
10 Case Western Weatherhead 4.20
10 Cornell Johnson 4.10 10 Notre Dame Mendoza 4.20
11 UVA Darden 4.05 12 Georgetown McDonough 4.18
12 University of Michigan Ross 4.02 12 Duke Fuqua 4.18
13 Boston College Carroll 4.00 14 Monterey Institute Fisher 4.17
16 York Schulich 4.11
13 Pepperdine Graziadio 4.00
13 UC San Diego Rady 4.00
18 University of Maryland Smith 4.06
13 University of Minnesota Carlson 4.00 19 Boston College Carroll 4.00
13 Notre Dame Mendoza 4.00 19 Brigham Young Marriott 4.00
19 Vanderbilt Owen 3.89 19 Pepperdine Graziado 4.00
20 Georgetown McDonough 3.88 19 UC San Diego Rady 4.00
19 University of Minnesota Carlson 4.00
Average 3.70
Average 3.79
Program Ratings
Student support of Net Impact themes in Student support of Net Impact themes in

2 Presidio School of Management 4.85
1 Presidio School of Management 5.00
3 Michigan State University Eli Broad 4.67
3 Yale SOM 4.54
4 Simmons School of Management 4.40
5 UC Davis 4.60
6 Yale SOM 4.59
6 UC Davis 4.32
7 University of Colorado Boulder Leeds 4.28
9 UNC Kenan-Flagler 4.17 10 Simmons School of Management 4.40
10 Penn State Smeal 4.13 11 UNC Kenan-Flagler 4.39
11 York Schulich 4.11 12 Duke Fuqua 4.38
12 Northwestern Kellogg 4.08 13 Georgetown McDonough 4.36
13 Boston College Carroll 4.00 14 University of Michigan Ross 4.32
13 Brigham Young Marriott 4.00 15 Cornell Johnson 4.21
16 University of Colorado Boulder Leeds 4.17
13 Georgetown McDonough 4.00
16 Duke Fuqua 3.95
18 Boston College Carroll 4.00
19 University of Denver Daniels 3.83 19 Stanford GSB 4.00
20 George Washington University 3.80 19 York Schulich 4.00
Average 3.57 19 Case Western Weatherhead 4.00
Average 3.79
Program Ratings
Most helpful career services Found a job that utilizes their values Found an internship that utilizes their
and business skills values and business skills
Rank Program 5 Pt Scale Rank Program % Yes or Rank Program % Yes or
Somewhat Somewhat
1 Michigan State Eli Broad 5.00 1 Stanford GSB 100% 1 Cornell Johnson 100%
2 Simmons School of Management 4.60 1 University of Maryland Smith 100% 1 Duke Fuqua 100%
3 University of Chicago GSB 4.38 3 Duke Fuqua 86% 1 UVA Darden 100%
4 Georgia State Robinson 4.33 4 Cornell Johnson 83% 1 NYU Stern 100%
5 Duke Fuqua 4.31 4 Presidio School of Management 83% 1 University of Chicago GSB 100%
6 Northwestern Kellogg 4.24 4 Wake Forest Babcock 83% 1 Boston College Carroll 100%
7 UVA Darden 4.19 7 UCLA Anderson 80% 1 Harvard Business School 100%
7 Vanderbilt Owen 4.19 7 UPenn Wharton 80% 8 Northwestern Kellogg 96%
9 Indiana Kelly 4.18 9 University of Wisconsin Madison 75% 9 University of Michigan Ross 93%
9 Stanford GSB 4.18 9 Columbia Business School 75% 10 UCLA Anderson 92%
11 Georgia Tech 4.17 9 George Washington University 75% 11 UC Berkeley Haas 91%
11 University of Alberta 4.17 12 Bainbridge Graduate Institute 67% 11 Columbia Business School 91%
13 Bainbridge Graduate Institute 4.06 12 UVA Darden 67% 13 USC Marshall 89%
14 Emory Goizueta 4.00 14 University of Michigan Ross 63% 14 University of Wisconsin Madison 87%
14 Penn State Smeal 4.00 15 UC Berkeley Haas 62% 15 UNC Kenan-Flagler 86%
14 Purdue Krannert 4.00 16 Boston College Carroll 60% 15 Babson College 86%
14 Notre Dame Mendoza 4.00 16 University of Colorado Boulder Leeds 60% 17 Yale SOM 83%
18 University of Washington 3.95 18 Yale SOM 58% 18 MIT Sloan 82%
19 UC Berkeley Haas 3.92 19 Georgetown McDonough 57% 19 UPenn Wharton 80%
20 UPenn Wharton 3.91 20 USC Marshall 57% 19 Carnegie Melon Tepper 80%
Average 3.69 61%
Average Average 78%
Program Ratings
Active student clubs (relative to other

clubs at program) Helpfulness of fellow students Helpfulness of alumni network
Rank Program 5 Pt Scale Rank Program 5 Pt Scale Rank Program 5 Pt Scale

1 Case Western Weatherhead 5.00 1 Bainbridge Graduate Institute 4.94 1 Thunderbird Garvin 4.67
2 Yale SOM 4.87 2 Duke Fuqua 4.93 2 Simmons School of Management 4.60
3 Penn State Smeal 4.86 3 University of Michigan Ross 4.71 3 Northwestern Kellogg 4.51
4 Northwestern Kellogg 4.67 4 UNC Kenan-Flagler 4.69 4 Emory Goizueta 4.50
4 UC Berkeley Haas 4.67 5 UC Berkeley Haas 4.66 5 Yale SOM 4.48
6 York Schulich 4.63 6 Northwestern Kellogg 4.63 5 University of Michigan Ross 4.48
7 UC Davis 4.58 7 Cornell Johnson 4.60 7 Cornell Johnson 4.42
8 UNC Kenan-Flagler 4.56 8 Stanford GSB 4.59 8 UVA Darden 4.38
9 Duke Fuqua 4.50 9 Georgetown McDonough 4.58 9 Duke Fuqua 4.37
10 University of Michigan Ross 4.46 9 UCLA Anderson 4.58 10 Harvard Business School 4.20
10 Georgetown McDonough 4.46 11 UVA Darden 4.57 11 University of Minnesota Carlson 4.17
12 University of British Columbia Sauder 4.38
11 Yale SOM 4.57 12 Penn State Smeal 4.14
13 Columbia Business School 4.36 13 University of Chicago 4.13
14 McGill University 4.27 13 UNC Kenan-Flagler 4.13
14 Columbia Business School 4.43
15 Thunderbird Garvin 4.22
15 UPenn Wharton 4.39 15 Stanford GSB 4.12
16 Vanderbilt Owen 4.13
16 Carnegie Melon Tepper 4.33 15 UC Berkeley Haas 4.12
17 USC Marshall 4.07
18 University of Maryland Smith 4.06 16 Thunderbird Garvin 4.33
19 University of Washington 4.05 16 USC Marshall 4.33
19 UPenn Wharton 3.95
20 Monterey Institute Fisher 4.00 19 Presidio School of Management 4.32
20 Bainbridge Graduate Institute 3.93
20 Pepperdine Graziado 4.00 20 UC San Diego Rady 4.29
Average 3.95 Average 4.25 Average 3.82
Program Ratings
Strong in social enterprise Strong in environmental sustainability

1 Duke Fuqua 4.97 1 Bainbridge Graduate Institute 4.96
2 Bainbridge Graduate Institute 4.92 2 Presidio School of Management 4.94
3 UC Berkeley Haas 4.87 3 University of Michigan Ross 4.84
4 Simmons School of Management 4.80 4 Cornell Johnson 4.72
5 Boston College Carroll 4.75 5 Yale SOM 4.68
6 Stanford GSB 4.71 6 UNC Kenan-Flagler 4.65
7 Presidio School of Management 4.68 7 York Schulich 4.63
8 UNC Kenan-Flagler 4.65 8 University of Colorado Boulder Leeds 4.61
9 UC Davis 4.53 9 Boston College Carroll 4.25
10 Brigham Young Marriott 4.50 10 Stanford GSB 4.24
10 Columbia Business School 4.50 11 Simmons School of Management 4.20
10 Notre Dame Mendoza 4.50 12 Duke Fuqua 4.18
10 York Schulich 4.50 13 UC Berkeley Haas 4.15
14 Cornell Johnson 4.48 14 UC San Diego Rady 4.14
15 University of Michigan Ross 4.46 15 UC Davis 4.11
16 Yale SOM 4.45 16 George Washington University 4.08
17 University of Colorado Boulder Leeds 4.44 17 Penn State Smeal 4.00
18 Northwestern Kellogg 4.40 17 University of British Columbia Sauder 4.00
19 Thunderbird Garvin 4.33 17 University of Minnesota Carlson 4.00
20 UVA Darden 4.29 17 Vanderbilt Owen 4.00
Program Ratings
Strong in corporate social responsibility Strong in community development

1 Boston College Carroll 5.00 2 Simmons School of Management 4.60
3 UC Berkeley Haas 4.94 3 Boston College Carroll 4.50
4 Presidio School of Management 4.81 3 Monterey Institute Fisher 4.50
5 Simmons School of Management 4.80 5 Duke Fuqua 4.42
6 University of Denver Daniels 4.67 6 UNC Kenan-Flagler 4.41
7 York Schulich 4.63 7 Yale SOM 4.40
8 UNC Kenan-Flagler 4.47 8 Presidio School of Management 4.31
9 University of Michigan Ross 4.45 9 York Schulich 4.13
10 UC Davis 4.37 10 UC Berkeley Haas 4.08
11 Yale SOM 4.32 11 UC Davis 4.05
12 Northwestern Kellogg 4.27 12 Northwestern Kellogg 4.04
13 Notre Dame Mendoza 4.25 12 Cornell Johnson 4.04
14 Stanford GSB 4.24 14 Brigham Young Marriott 4.00
15 University of Minnesota Carlson 4.17 14 Notre Dame Mendoza 4.00
16 Cornell Johnson 4.16 16 Georgetown McDonough 3.92
17 George Washington University 4.15 17 University of Michigan Ross 3.89
18 Penn State Smeal 4.14 18 Thunderbird Garvin 3.78
19 UVA Darden 4.10 18 University of Denver Daniels 3.78
20 Duke Fuqua 4.09 20 George Washington University 3.77
Program Ratings
Strong in international development Strong in nonprofit management

1 Brigham Young Marriott 4.75 1 Case Western Weatherhead 5.00
1 Monterey Institute Fisher 4.75 1 Simmons School of Management 5.00
3 Georgetown McDonough 4.71 3 Yale School of Management 4.89
4 University of Denver Daniels 4.67 4 Bainbridge Graduate Institute 4.71
5 Thunderbird Garvin 4.56 5 Stanford GSB 4.59
6 University of Michigan Ross 4.45 6 Duke Fuqua 4.55
7 Cornell Johnson 4.36 7 Monterey Institute Fisher 4.50
8 Harvard Business School 4.33 8 Northwestern Kellogg 4.49
9 George Washington University 4.23 9 York Schulich 4.38
10 Bainbridge Graduate Institute 4.17 10 UC Davis 4.32
11 McGill University 4.15 11 UC Berkeley Haas 4.31
12 UC Berkeley Haas 4.13 12 Presidio School of Management 4.25
12 York Schulich 4.13 13 University of Wisconsin Madison 4.14
14 Stanford GSB 4.12 14 George Washington University 4.00
15 MIT Sloan 4.05 15 University of Michigan Ross 3.98
16 Yale SOM 4.04 16 Harvard Business School 3.83
17 Columbia Business School 4.00 17 Georgetown McDonough 3.79
17 UC San Diego Rady 4.00 18 University of Denver Daniels 3.78
17 UPenn Wharton 4.00 19 Brigham Young Marriott 3.75
20 UNC Kenan-Flagler 3.94 19 Notre Dame Mendoza 3.75
Aggregate Responses
My program adequately prepares committed / interested My program adequately prepares ALL students for
students (e.g. Net Impact members) for ethical and socially ethical and socially responsible leadership
Disagree
3%
Stronlgy disagree
Stronlgy Somewhat 3%
disagree disagree
1% 4% Disagree
Strongly agree
Neutral 7%
17%
7% Somewhat
Strongly agree disagree
38% 8%
Somewhat
agree Neutral
16% 12%
Agree
26%
Somewhat agree
Agree 27%
31%
N=1097 N=1096
Aggregate Responses
Students at my program are ____________ about so- Students at my program are ____________ about social/
cial/environmental themes in the curriculum environmental themes in extra-curricular events and activi-
ties
Unfriendly Unfriendly Indifferent

1% 8%
1%
Indifferent
Enthusiastic 10%
26% Enthusiastic Receptive
37% 21%
Receptive
28%
Supportive Supportive
35% 33%
N=1099 N=1096
Aggregate Responses
Faculty at my program are ____________ about so- Faculty at my program are ____________ about social/
cial/environmental themes in the curriculum environmental themes in extra-curricular events and activi-
ties
Unfriendly
Unfriendly 0%
1% Indifferent Indifferent
Enthusiastic 8% 9%
25% Enthusiastic
27%
Receptive
Receptive
19%
26%
Supportive
Supportive 45%
41%
N=1096 N=1087
Aggregate Responses
Administration at my program are ____________ Administration at my program are ____________ about

about social/environmental themes in the curriculum social/environmental themes in extra-curricular events and
activities
Unfriendly Unfriendly
1% Indifferent 0%
10% Indifferent
Enthusiastic 8%
26% Enthusiastic
Receptive 34% Receptive
24% 18%
Supportive
40%
Supportive
40%
N=1091 N=1087
Aggregate Responses
Alumni Career Services Fellow students
Not at all
Not at all helpful Not at all
helpful
helpful Not very
4% Not very 5%
1% helpful
helpful Not very helpful
8% Very helpful 4%
Very helpful 9%
29%
35%
Somewhat
helpful
17%
Somewhat
helpful
26% Very helpful
Somewhat helpful 52%
28%
Helpful
26%
Helpful Helpful
27% 29%
N=852 N=879 N=880

BUSINESS AS UNusual Final Guide 2006

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BUSINESS AS UNusual Final Guide 2006

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Business as UNusual: The 2006 Net Impact Student Guide to Graduate Business Programs

Content submitted by current students in spring 2006

About Net Impact

About the Guide

Is Business School For You?

Next Steps: How You Can Get Involved

“Today’s business schools have the re-

Curriculum Full-time MBA students: 350

Student Activities 100%

Career Services and Alumni AT A GLANCE

Reasons to Attend Alumni:

Net Impact Chapter Leaders:

Net Impact Chapter Leader:

Net Impact student admissions contact:

Full-time MBA students: 161

Student Activities Leadership: Does program prepare Net

Reasons to Attend AT A GLANCE

Net Impact Chapter Leader:

Net Impact student admissions contact:

Program strengths: SE, CSR, ID

Career Services and Alumni AT A GLANCE

Reasons to Attend To sum it up:

Curriculum Full-time MBA students: 500

Full-time MBA students: 165

Student Activities AT A GLANCE

Reasons to Attend Net Impact Chapter Leader:

Curriculum Full-time MBA students: 500

Curriculum Full-time MBA students: 1800

Career Services and Alumni AT A GLANCE

Reasons to Attend Alumni:

Net Impact Chapter Leader:

Curriculum Very active Net Impact members: 20

Curriculum Full-time MBA students: 400

programs at Kelley pro- 100%

Student Activities AT A GLANCE

Reasons to Attend Net Impact student admissions contact:

Curriculum Full-time MBA students: 720

and the environment. 20

Student Activities AT A GLANCE

Curriculum Full-time MBA students: 100

Career Services and Alumni AT A GLANCE

Reasons to Attend Elizabeth Brogaard

Reasons to Attend Preparation for socially

Net Impact Chapter Leader:

Net Impact student admissions contact:

Reasons to Attend AT A GLANCE

Environmental issues Agree

Leadership: Does program prepare Net

Career Services and Alumni AT A GLANCE

Net Impact student admissions contact:

Curriculum Full-time MBA students: 196

The chapter in three words: Scrappy,

Note: Since fewer than 5 students an-

Career Services and Alumni

Administrative Support AT A GLANCE

Reasons to Attend To sum it up:

Curriculum Full-time MBA students: 110

Student Activities agree

Curriculum Full-time MBA students: 1000

Career Services and Alumni Prominent alumni:

Administration Support AT A GLANCE

Net Impact student admissions contact:

Leadership: Does program prepare Net

Reasons to Attend AT A GLANCE

Administration at my program are Administration at my program are about