Today, I was invited to join the Administrative Science Quarterly (ASQ) editorial board, an invitation I of course accepted! The current editor is Henrich Greve (INSEAD). I have been an ad hoc reviewer for ASQ since 2014. ASQ is owned and managed by the Samuel Curtis Johnson Graduate School of Management at Cornell University. According to Journal Citation Reports (Clarivate Analytics, 2017), Administrative Science Quarterly had a 2016 Impact Factor of 4.929, ranking it #12 out of 121 journals in business and #13 out of 194 journals in management. A list of my other editorial positions is available here.
This week I’ll be giving an invited talk to the University of Alberta’s Department of Resource Economics and Environmental Sociology (REES) in the Faculty of Agriculture, Life & Environmental Sciences (ALES). The talk will be on Thursday, March 20 at 3:30 pm in 550 General Services Building. For more details, visit the REES Seminars and Lectures website. The title of my talk is: “Community Vulnerability and Facility Siting: The Case of Marcellus Shale Gas Drilling, 2004-2012.” This work is joint with Dror Etzion of McGill University.
Abstract: Hydraulic fracturing (“fracking”) has rapidly emerged as an ubiquitous technology for extracting oil and gas from previously inaccessible geological formations. Due to the nature of the technology and its relatively small surface footprint, wells can be sited virtually anywhere, including in close proximity to homes, schools and other sensitive locations. With many uncertainties about the technology still unresolved, critics point to the potential for unequally distributed negative health outcomes among those in regular proximity to drilling sites. Accordingly, for oil and gas companies, deciding upon well sites can be a contentious activity, incorporating not only economic and geological factors but social and community ones as well. In this study, we examine all hydraulically fractured wells in the Marcellus shale play from 2004-2012 in the state of Pennsylvania and assess whether community vulnerabilities played a role in well siting decisions. We find that indicators of socio-demographics, social cohesion and municipal governance are predictors of well siting decisions, beyond the traditional attributes of race and income usually highlighted in the environmental justice literature. Our findings suggest that research on community health should not be limited to phenomena like nuclear power plants and hazardous waste facilities, but should expand to include routine, commonplace and autonomous organizational siting decisions characterized by minimal regulatory involvement.
We are scheduled to present subsequent iterations of this research at the Alliance for Research on Corporate Sustainability, in May 2014 at Cornell University, and again at the Academy of Management Annual Meeting, in August 2014 in Philadelphia.
Recently, the Wall Street Journal published a trio of articles on b-schools.
In Wealth or Waste? Rethinking the Value of a Business Major, we learn that business majors now account for a whopping 20% of all bachelor’s degrees awarded, but that a number of companies are finding such graduates increasingly lack the critical thinking, debating, writing and communication skills that come from exposure to the liberal arts. Last month, the Aspen Institute brought together more than 20 U.S. and European business schools to discuss how to better integrate liberal arts education into the business school curriculum. Participants included George Washington University, Georgetown University, Santa Clara University, Franklin & Marshall College, Babson College and ESADE.
According the the article, bachelor’s awarded by field for the 2008-09 academic year:
- Business: 347,985, or 21.7%
- Social sciences and history: 168,500, or 10.5%
- Health professions and related clinical sciences: 120,488, or 7.5%
- Education: 101,708, or 6.4%
- Psychology: 94,271, or 5.9%
- Visual and performing arts: 89,140, or 5.6%
Source: National Center for Education Studies
According to New Lures for ‘Quants’: Wharton Rebrands Itself, the University of Pennsylvania’s Wharton School is, well, rebranding itself. “The new marketing materials rely heavily on charts and graphs, including an infographic with concentric circles to show how far students travel to study at the school and another with colorful vertical bars to represent finance professors’ years of experience.” In addition to the new marketing campaign, Wharton is investing in three strategic areas: innovation, social impact and global presence, each of which is headed by a vice dean.
Finally, in Dean of Cornell’s Johnson School: Reflecting on Five Years of Tenure, Cornell University’s Joe Thomas reflects on his five years of tenure at the Johnson Graduate School of Management. According to the article, his biggest challenge was shepherding the school “through a financial crisis that cut into endowment payouts and temporarily devastated the finance industry.” Whereas 44.5% of the class of 2007 took jobs in finance, only 36.9% of the class of 2010 and 36.2% of the class of 2011 went into finance. “When the crisis first hit, we put extra funds into [job] placement activities, instead of other activities. We hired more [career service] staff, we started paying for buses to drive people back and forth to New York City, [we did] more job treks.”