Kenan–Flagler Business School
JAMES W. DEAN JR., Dean
Sridhar Balasubramanian, Marketing
Barry L. Bayus (131) Marketing Research, Technology Changes, Product Management
Richard A. Bettis, Strategic Management, Global Competition, Technological Innovation, Strategic Change
Edward Joseph Blocher (61) Auditing, Management Accounting
Gregory W. Brown (7) Asset Pricing, Capital Markets, Derivative Securities, Investments, Mutual Funds, Risk Management, Corporate Hedging
Robert M. Bushman, Information Economics, Corporate Governance, Executive Compensation, Organizational Structure
Jennifer S. Conrad (107) Market Constraints, Stocks and Options
James W. Dean (158) Quality Management, Strategic Decision Making, Organizational Cynicism
Jeffrey R. Edwards (160) Person-Organization Fit, Work-Family Issues
Paolo Fulghieri, Finance
John R. M. Hand (126) Financial Accounting, Capital Markets, Market Efficiency
David James Hartzell (16) Mortgage Bank Securities, Real Estate Investment, Finance
David A. Hofmann, Management
James H. Johnson, Diversity, Entrepreneurship–Minority, Ethnic Conflict, Management, Small Business–Minority, Urban Economics, Venture Financing, Welfare Reform
Walter Steven Jones, Business Education
Wayne R. Landsman (58) Financial Reporting, Capital Markets
Mark H. Lang (142) International Accounting and Finance, Corporate Disclosure Policy, Earnings, Stock Price Issues
Christian Lundblad, Finance
Ann E. Marucheck (21) Production/Operations, Technology and Innovation Management, Distributions Systems Design and Management, Engineering Management
Edward Maydew, Accounting, Taxation, Corporate Tax Planning, Mergers and Acquisitions–Tax Aspects, Economic Effects of Tax Changes
Atul Nerkar, Strategy and Associate Dean of the EMBA program
Hugh M. O'Neill (131) Corporate Strategy, New Ventures, Turnaround Situations
William Daniel Perreault Jr. (62) Industrial Marketing, Marketing Research Methods, Marketing Strategy
William P. Putsis, Marketing
David J. Ravenscraft (10) Mergers, Takeovers, Sell-Offs
Albert H. Segars (152) Telecommunications Management, Impact of Technology, Corporate-Level Planning for Information Technology
Douglas A. Shackelford (101) Taxes, Business Strategy, Performance Measurement Systems
Anil Shivdasani (35) Corporate Boards of Directors, Corporate Finance, Corporate Governance, Finance, International Business–Finance, Mergers and Acquisitions, Organizations
J.B. Steenkamp, Marketing
Jayashankar M. Swaminathan, Operations, Technology and Innovation Management
Harvey M. Wagner (64) Management, Modeling
Valarie Zeithaml (169) Service Quality, Services Marketing
Jeffery Abarbanell, Financial Statement Analysis, Analyst Forecasting, Valuation, Accounting in Transition-to-Market Economies
Richard Stanley Blackburn (81) Organizational Behavior, Organizational Research Methods, Philosophy of Organizational Science
Robert A. Connolly (127) Foreign Currency Markets, Empirical Investments, Capital Markets
Nicholas Michael Didow (15) Consumer Behavior, Marketing Research Methods, Evaluation Research
Alison Fragale, Organizational Behavior and Strategy
Katrijn Gielens, Marketing
Wendell Gilland (162) Production Planning and Control, Capacity Management, Business Process Reengineering
Mustafa N. Gültekin (106) Portfolio Theory, Asset Pricing Models, Corporate Finance
Eva Labro, Accounting
Arvind Malhotra, Electronic Commerce, Knowledge Management, Interorganizational Information Technology, Supply Chain Management, Internet Business Opportunities, Internet Startups, Strategic Use of Information Technology, Virtual Teams and Communities
Jana Smith Raedy, Accounting
Adam V. Reed, Finance
Larry Chavis, Strategy and Entrepreneurship
Michael Christian, Organization Behavior
Riccardo Colacito, Finance
Mariano Croce, Finance
Sreedhari Desai, Organizational Behavior
David Dicks, Finance
Noah Eisenkraft, Organizational Behavior
Nickolay Gantchev, Finance
Isin Guler, Strategy and Entrepreneurship
Bin Hu, Operations
Lisa Jones-Christensen, Strategy and Entrepreneurship
Chotibhak Jotikasthira, Finance
Eda Kemahlioglu-Ziya, Operations
Saravanan Kesavan, Operations
Dimitrios Kostamis, Operations
Venkat Kuppuswamy, Strategy and Entrepreneurship
Tarun Kushwaha, Marketing
Nandini Lahiri, Strategy and Entrepreneurship
Anh Le, Finance
Xiaoyuan Lu, Operations
Shimul Melwani, Organizational Behavior
Adam Mersereau, Operations
Paige Ouimet, Finance
Ali Parlakturk, Operations
Matthew Pearsall, Organizational Behavior
Andrew Petersen, Marketing
Scott Rockart, Strategy and Entrepreneurship
Bradley Staats, Operations
Gunter Strobl, Finance
Stephen Stubben, Accounting
Edward Van Wesep, Finance
Sol Wang, Accounting
Tamara Barringer, MAC Program
Gerald D. Bell, Leadership, Management, Negotiation, Teamwork
Linda Carolyn Bowen (9) Financial Accounting, Taxation, Auditing
Peter Brews, Strategy
Douglas Allen Elvers (18) Production/Operations Management, Scheduling, Project Management
Pat Garner, Strategy and Entrepreneurship
Eric Ghysel, Finance
Noel Greis, Air Logistics, Aviation, Innovation, International Manufacturing, International Operations, Logistics, Manufacturing
Clay Hamner, Entrepreneurial Studies
James Harris, Finance
Patrick Hartley, Finance
Michael Hussey, Finance
Michael Jacobs, Finance
Andrew Jones, Center for Entrepreneurial Studies
Morgan Jones, Adjunct Associate Professor, Operations
Mabel M. Miguel (53) Career Development, Cross-Cultural Management, Diversity, Human Resource Management, International Human Resource Management, Distance Learning, Management
Leslie Morgan, Finance
Alan Neebe, Operations
Barry Stuart Roberts (63) Legal Studies, Business Ethics, Government Regulation
Heidi Schultz (167) Business Communication
C. J. Skender, Accounting, Auditing, Decision Making
Judy Jones Tisdale, Consumer Banking Retail Sales, Professional Communication, Sales Coaching and Development
Ronald Williams, Management
Adjunct/Clinical Associate Professors
Joseph Bylinski, Adjunct Associate Professor, Accounting
Sharon Cannon, Business Communications
Travis Day, Adjunct Associate Professor, Strategy
Tim Flood, Business Communication
Paul Friga, Adjunct Associate Prof. Strategy and Entrepreneurship
Patricia Harms, Business Communication
Claudia Kubowicz-Malhotra, Clinical Associate Professor, Marketing
Ted Zoller, Entrepreneurial Studies
Adjunct/Clinical Assistant Professors
Deborah Anderson, Center for Real Estate Development
Stephen Appold, Research Assistant Professor, Kenan Institute
Alex Arapoglou, Clinical Assistant Professor, Finance
Lynn Dikolli Adjunct Assistant Professor, Accounting
Elizabeth Dickinson, Clinical Assistant Professor, Business Communications
Courtney Edwards, Clinical Assistant, Accounting
Douglas Guthe, Finance
Corinne Krupp, Finance Trade, Antidumping Trade, Exchange Rates
Michael Meredith, Clinical Assistant Professor, Business Communications
David Roberts, Adjunct Assistant, Marketing
Carol Seagle, Strategy and Entrepreneurship
Mark Yusko, Finance
Patrick Vernon, Entrepreneurial Studies
Bill Weld, Clinical Assistant Professor, Finance
Alston Gardner, Entrepreneurial Studies
John Glushik, Entrepreneurial Studies
Andy Grubbs, Strategy and Entrepreneurship
Gregory Hohn, Senior Lecturer, Business Communications
Mark McNeilly, Marketing
Donald Marple, Management
Steve Miller, Center for Entrepreneurial Studies
Mitch Mumma, Management
David Neal, Organizational Behavior and Strategy
Shelby Pohlman, M.A.C. Program
Allen Prichard, Center for Real Estate Development
Maria Elena Rodriguez, Kenan Institute of Private Enterprise
Bob Slater, Center for Real Estate Development
Chip Snively, Sr. Lecturer, Finance
Karen Trott, M.A.C. Program
Courtney Wright, Business Communication
Professors of the Practice
Michael Jacobs, Finance
Charles Myer, Strategy
Carl H. Anderson
Gary M. Armstrong
Jack N. Behrman
R. Lee Brummet
Dewitt Clinton Dearborn
G. David Hughes
Thomas H. Jerdee
Jay Edward Klompmaker
Clifton Holland Kreps Jr.
Hans E. Krusa
Harold Q. Langenderfer
J. Finley Lee
Richard Wolcott McEnally
Dannie Joseph Moffie
Aleda V. Roth
William S. Stewart
Junius H. Terrell
The Kenan–Flagler Business School offers programs of graduate study leading to the degrees of master of business administration, master of accounting, and doctor of philosophy. The school is committed to providing cutting-edge, real-world business education and research. Known for its collegial, intimate environment and selective, diverse admissions, the school prepares tomorrow's leaders in business and industry.
The school pioneered the team approach to learning more than a quarter century ago and has more recently added cross-functional, entrepreneurial, and global priorities to its curriculum.
Kenan–Flagler is recognized for world-class teaching. The faculty consistently has been nationally ranked for teaching excellence, availability, and responsiveness to students and emphasis on relevant, applied research and case development. Through these efforts, the faculty constantly strives to give students great opportunities for learning.
In fall 1997, the Kenan–Flagler Business School moved to its new state-of-the-art facility located on South Campus. Building features include 18 classrooms with multimedia capabilities, a 456-seat auditorium, and a 250-plus seat multipurpose dining pavilion and activity space.
The world-class McColl Building is a hub of learning, teaching, and research. Each classroom, office, and study room is designed for maximum use and technological efficiency to support these activities. The building includes an Asynchronous Transfer Mode (ATM) backbone network providing high-speed transmissions within the school and on the Internet, ports in many rooms that allow students to connect laptops from virtually anywhere in the building, a network operating at 100 megabits per second, a computer lab with state-of-the-art multimedia workstations, and network servers that provide students with online access to a number of CDs for company research and historical financial market data.
Master of Business Administration
The Kenan–Flagler Business School's highly ranked master of business administration (M.B.A.) program provides exceptional students with the opportunity to develop outstanding functional and analytical skills and the vision of a general manager. The two-year program combines a semester of core courses spread across two modules. The core courses are taken by all students and are designed to provide a general management background, technical and analytical expertise, and exposure to decision making in all functional areas of business. During substantial part of the second semester of the first year and the entire second year, students have the opportunity to take elective courses to concentrate in their areas of professional interest.
The M.B.A, program is well recognized for shaping professionals who integrate abilities related to the science and heart of business, with the former centering on analytical and functional skills, and the latter on leadership, teamwork, and execution skills.
Application forms and a brochure containing detailed information may be obtained by contacting the Kenan–Flagler Business School M.B.A. Admissions Office, CB# 3490, McColl Building, The University of North Carolina at Chapel Hill, Chapel Hill, NC 27599-3490; (919) 962-3236; firstname.lastname@example.org, www.kenan-flagler.unc.edu/programs/mba.
Master of Accounting
The Kenan–Flagler Business School's master of accounting (M.A.C.) program's unique approach to accounting and business education involves a challenging curriculum that integrates accounting with other business disciplines and emphasizes the application of accounting concepts to current business issues. The goal of the accounting and business courses is to create well-rounded business advisers who can compete in the international business world. M.A.C. students take a broad but balanced series of accounting courses that focus on skill development, problem solving and decision-making in business situations. The business core courses are designed specifically for M.A.C. students to emphasize accounting and business consulting skills. The program develops students' communication and leadership skills, giving them a competitive advantage in today's tight job market and enhancing their ability to succeed in the accounting profession.
The M.A.C. program is designed for candidates holding undergraduate degrees in liberal arts, sciences, business and other non-accounting disciplines. Candidates earn the M.A.C. degree in 12 months of concentrated study. The application deadlines are June 15 (for UNC business majors only), December 1, and March 1. Because admission is competitive and decisions are made on a rolling basis, applicants are encouraged to apply early.
For more information, please contact the Kenan–Flagler Business School M.A.C. Admissions Office, CB# 3490, McColl Building, The University of North Carolina at Chapel Hill, Chapel Hill, NC 27599-3490; (919) 962-3645; email@example.com, www.kenan-flagler.unc.edu/programs/master-of-accounting.
The M.B.A. for Executives Programs
The M.B.A. for executives programs provide working professionals the opportunity to acquire the traditional M.B.A. degree without interrupting their careers. Kenan–Flagler offers three attendance options for completing the M.B.A. for Executives degree programs.
The evening program classes are held on Monday and Thursday evenings for 24 months. This program is best suited for professionals who live and work in the Triangle area and have careers that do not require frequent weekday travel.
The weekend program classes are held on alternate weekends (all day Friday and Saturday) for 20 months with two mandatory weeklong residencies for intensive course work. This program is best suited for professionals who travel extensively or who live too far from Chapel Hill to make attending evening classes feasible.
OneMBA® global program classes are held once a month on Friday, Saturday, and Sunday for 21 months. Most classes are held at Lansdowne Conference Center near Washington, DC and Dulles International Airport. The OneMBA curriculum integrates perspectives and best business practices from developed and emerging economies, providing students the knowledge and connections needed to accelerate their global management careers. Global residencies are held in the United States, Europe, Latin America, and Asia.
Application forms and a brochure containing detailed information about the program may be obtained by contacting the M.B.A. for Executives Programs, Kenan–Flagler Business School, The University of North Carolina at Chapel Hill, CB# 3490, McColl Building, Suite 3100, Chapel Hill, N.C. 27599-3490; (800) 453-9515; firstname.lastname@example.org, www.kenan-flagler.unc.edu/programs/emba.
Doctor of Philosophy
The Ph.D. program in business administration is designed for individuals who plan careers in research and teaching. A limited number of students are admitted each year, resulting in a high-quality learning environment that emphasizes rigor and personal attention. Although many students enter the program with an M.B.A., this degree is not a requirement for admission. However, an M.B.A. from an accredited institution usually allows the student to waive some of the business fundamentals requirements. Prior to admission to the doctoral program, students are expected to have knowledge of elementary calculus and basic computer skills. A foreign language is not required for graduation from the program. Research and teaching assistantships are available on a competitive basis.
The requirements for the Ph.D. in business administration are:
• Business Fundamentals. All Ph.D. students are expected to possess or to acquire a basic knowledge of accounting, finance, marketing, organizational behavior, and production. This requirement involves a level of competence roughly equivalent to the M.B.A. core courses on these topics. Most students entering with an M.B.A. or similar degree meet this requirement without additional course work. Appropriate courses will be recommended for students who do not meet this requirement prior to beginning the program.
• Economics. All Ph.D. students are expected to possess or to acquire knowledge of microeconomic and macroeconomic theory. The basic requirement is an M.B.A. or graduate-level course on each topic. Once again, most students with an M.B.A. meet this requirement without additional course work. However, individual areas within the Business School (e.g., finance) may require that students take specific courses after entering the program to meet this requirement. Appropriate courses will be recommended for students who do not meet this requirement prior to beginning the program.
• Research Methods/Quantitative Methodologies. All Ph.D. students are required to take five courses (fifteen hours) in Research Methods/Quantitative Methodologies. At least one course (three hours) must be a research methods course covering topics such as philosophy of science, research design, sample selection, etc. At least three of the courses (nine hours) must focus on quantitative methodologies such as statistics, operations research, econometrics, etc. The fifth course (three hours) may be a more specialized research methods course (e.g., survey research, lab experimentation) or another quantitative methodologies course.
• Major Area of Concentration. All Ph.D. students are required to declare a major area. The major area consists of six courses (eighteen hours). Students may concentrate in one of the following areas:
• Organizational Behavior
• Strategy and Entrepreneurship
These courses may be a combination of required courses offered within the major area, required courses offered outside of the major area, or approved elective courses.
• Supporting Area. All Ph.D. students are required to declare a supporting area. The supporting area consists of four courses (twelve hours). The supporting area allows the student to develop a strong expertise in an area related to the student's research and teaching interests. These courses are usually drawn from a single area within the Business School or from a specific outside department, but a student may assemble four courses from more than one area if the courses represent a coherent package.
• Research Paper. During the summer and fall following the first year, all Ph.D. students are required to complete a research paper. The paper must be evaluated and approved by the student's faculty. The primary purpose of this paper is to provide the student with important research experience and to develop research and writing skills. Most of these papers are later presented at professional meetings and many lead to publication. Some papers develop into dissertations.
• Comprehensive Examination. All Ph.D. students must pass a written comprehensive examination on the student's major area of concentration and relevant material from the other requirements. Students usually take this examination after completing course work, typically at the end of the second year. Some areas may require an oral examination after completion of the written examination.
• Dissertation. All Ph.D. students are required to complete a dissertation prior to graduation from the program. The dissertation is a thorough theoretical and empirical investigation of a specific problem important to the student's major area. The dissertation's value is in its contribution to knowledge, in the scholarly manner in which it is organized and presented and in the demonstrated development of the student's conceptual and research skills. Before substantial work on the dissertation is undertaken, a written dissertation proposal must be presented and approved by the student's dissertation committee. In most cases, the dissertation proposal is completed during the student's third year in residence and the dissertation is completed during the fourth year.
• Teaching and Research. All students are required to serve as teaching assistants for at least one semester and as research assistants for at least one semester. Students are also required to work with faculty prior to that semester on the development of their teaching skills.
Scholarships and Fellowships
Available to doctoral students in business administration are a number of assistantships. The school provides summer assistantships for doctoral students who receive awards from the University or the school during the academic year. Once a doctoral student is awarded financial aid, the school generally provides support for eight semesters if the student is making satisfactory academic progress.
MBA@UNC – Online MBA Program
Through the use of innovative technologies and real-world immersion experiences, MBA@UNC blends the flexibility of an online program with the rigor and quality of an on-campus experience. MBA@UNC is structured so that faculty and classmates get to know one another in ways that shape the vibrant learning community that sets UNC Kenan-Flagler apart.
World-Class Faculty and Curriculum
MBA@UNC leverages the same world-class faculty who teach in UNC Kenan-Flagler's other top-ranked MBA programs, and the curriculum is based on the curriculum delivered in those programs.
MBA@UNC is designed to provide aspiring leaders with the strong general management and leadership curriculum required to propel them to the next level in their careers. Following a foundation of required core courses, MBA@UNC students can customize their studies by concentrating in one of six business disciplines.
Innovative Approach to Distance Learning
Each course is designed and delivered by a UNC Kenan-Flagler professor and requires:
• Preparation outside of class, including teamwork (texts, articles, cases, projects, papers). Outside class, students can create sessions in exactly the same way as a professor does, and work together on the platform, seeing each other's faces, working collaboratively on documents, creating video presentations, working on simulations together and so on.
• Lectures and delivery of new information (in an asynchronous format)
• Weekly virtual classes (in a synchronous format) in small groups (10-15) led by faculty instructors (case discussions, role plays, breakout groups and other discussions to drive learning)
• Quarterly three-day immersion weekends. Students are responsible for completing all coursework for the immersion weekends. Although they are only required to attend two over the duration of the program, we are finding that most students are attending as many as their schedules permit.
• Kenan-Flagler Business School, The University of North Carolina at Chapel Hill, 1210 Environ Way, Chapel Hill, NC 27517
• Phone: (888) 9UNC-MBA [(888) 986-2622]; OnlineMBA@unc.edu
Courses for Graduate and Advanced Undergraduate Students
401 Management and Corporate Communication (3). Open to business majors. Writing- and speaking-intensive course that emphasizes professional communication. Provides opportunities to learn and apply the conventions and expectations for standard business documents and presentations. Features strategies for addressing informative, persuasive, and bad-news messages using a variety of media (print documents, electronic messages, and oral presentations).
403 Operations Management (3). Analysis of the production/operations functions in both manufacturing and service organizations. Developing production policies that support total organizational goals under varying constraints.
404 The Legal and Ethical Environment of Business (1.5). An introduction to the legal system and an examination of ethical issues that affect business.
405 Leading and Managing: An Introduction to Organizational Behavior (3). An introduction to leading and managing in organizations. Examines the impact of individual, group, and organizational factors on organizational performance and employee attitudes. Topics include leadership, perceptions, attitudes, motivation, group development, norms and cohesiveness, empowerment, conflict, negotiations, culture, structure, stress, innovation, and change.
406 Marketing (3). Introduction to marketing with emphasis on the social and economic aspects of distribution, consumer problems, marketing functions and institutions, marketing methods and policies.
407 Financial Accounting and Analysis (3). Students will acquire the tools to understand and analyze information presented in corporate financial statements. Financial accounting results and projected results are utilized in virtually every segment of the business world. Knowledge of financial accounting and analysis is necessary for managers, investors, bankers, financial analysts, and professional accountants.
408 Corporate Finance (3). Prerequisites, BUSI 101 and ECON 410. Theoretical foundations of optimal financial policy. Problems and cases provide application of theory to financial decisions involving cash flow, capital structure, capital budgeting.
409 Advanced Corporate Finance (1.5). Prerequisite, BUSI 408. A follow-up course to BUSI 408 that goes more deeply into the theory and application of financial management. Emphasis is placed on investment, financing, and dividend decisions.
410 Business Analytics (3). Prerequisite, STOR 155. While witnessing an explosion of data, most organizations tend to be awash with data but short on information. This course exposes students to techniques that will help them impact on an organization's strategy, planning, and operations, working on applications spanning a number of fields, including operations management, finance, and marketing.
411 Strategic Management (1.5). Comprehensive analysis of administrative policy making from a total organizational point of view; use of case analysis and written reports to develop integrative decision skills.
490 Business Topics (1.5). Varied topics in business administration.
493 Business Internship Project I (3). Permission of the department. With prior approval, a student may propose and complete an academic research project (paper and presentation) derived from an internship experience.
496 Independent Study in Business (1.5–3). >Permission of the department. Supervised individual study and research in the student's special field of interest.
500 Entrepreneurship and Business Planning (3). Students gain an understanding of entrepreneurship and the tools and skills necessary to conceive, plan, execute, and scale a successful new venture. Students develop business ventures in teams through an experiential pedagogy.
501 Professional Selling Strategies and Skills (3). Prerequisite, BUSI 406. Processes and techniques for successful sales and marketing in small business start-up companies.
502 Entrepreneurial Finance (1.5). Prerequisite BUSI 408 or 500. In this course students use financial tools and concepts in a real-world entrepreneurial setting. Working in assigned teams, students prepare a pitch book with financial projections for a company they wish to start or buy.
503 Family Business I: Introduction to Family Enterprise (1.5). Helps the student understand the evolutionary stages in the life of a family business and the challenges and opportunities that must be managed at each stage.
504 Launching the Venture (1.5). Prerequisite, BUSI 500. Permission of the instructor. Examines the process for developing and launching a new business venture.
505 Entrepreneurial Consulting (3). Student teams serve as consultants to actual start-ups. The course combines consulting frameworks and opportunity assessment tools, giving students a real-world learning experience working with entrepreneurs.
506 Entrepreneurship: Opportunity Assessment (3). An introduction to the tools and skills necessary to recognize opportunities in high tech, biotech, and traditional start-ups. Local entrepreneurs come to class to pitch to students, who analyze the start-ups from the perspective of venture capitalists.
507 Sustainable Business and Social Entrepreneurship (3). Examines sustainable business and social entrepreneurship. Readings draw from anthropology, ethics, international development, and traditional and nontraditional business practices.
508 Public-Private Development Projects (1.5). Prerequisite, BUSI 408. This course introduces students to challenges and opportunities associated with using public-private partnerships as a vehicle for meeting infrastructure and economic development needs. Students will develop an understanding of how the public and private sectors can have differing perceptions of risk, success, and effectiveness associated with such projects.
512 Family Business II: Governance and Ownership (1.5). Helps the student understand specific ownership, stewardship, tax, transition, and wealth management issues that affect family enterprises.
513 Innovations and Entrepreneurship in Developing Economies (1.5). Covers innovative private sector approaches to alleviating poverty around the world.
514 STAR (4.5). Pre- or corequisite, BUSI 554. Student Teams Achieving Results (STAR) is a live management consulting project that leverages and integrates UNC Kenan–Flagler course curricula. Teams of five to seven M.B.A. and undergraduate students and one faculty member work with major corporations or not-for-profit entities to solve a major strategic issue.
515 Social Entrepreneurship through Microfinance (1.5). Analyzes the role of microcredit/microfinance in global sustainable development. Students will be creating, organizing, and facilitating a sustainable microfinance initiative of their own design.
516 Private Equity for Entrepreneurs (3). Restricted to students in the GLOBE program. This course will examine all sources of private capital available to those wishing to start a business, buy a business, or refinance a business.
517 Private Equity and Debt Markets (1.5). Prerequisite, BUSI 408. The objective of this course is to examine the changing world of private equity investments today. This is a survey course and will help prepare you to work for private equity and venture capital funds or to work for investment banks.
518 Applied Private Equity (3). Prerequisites, BUSI 502 and 517. Permission of the instructor. Explores, at a very advanced level, all stages of the management of a venture capital and private equity fund, from capital formation, deal sourcing, due diligence, monitoring and adding value, and exiting of a portfolio company.
519 STAR—Global Business Projects (4.5). A global, live management consulting project that integrates other curricula and students (UNC and beyond). Teams of graduate and undergraduate students and one faculty member work to solve a major strategic issue. Team members participate in a three-day training weekend, virtual teaming, and two weeks of in-country project work.
520 Advanced Spreadsheet Modeling for Business (3). Fundamental understanding of Excel required. Use critical thinking and advanced Excel features to create spreadsheet models of common and complex business problems. Topics include flexible design and problem-solving, statistical analysis, charting, logic, retrieving data, evaluating financial decisions, organizing data for analysis, what-if analyses, enhanced decision-making tools, troubleshooting workbooks and VBA.
524 Applied Improvisation for Business Communication (3). Focuses on improving students' soft skills, such as presenting, expressiveness, and interviewing, by applying the principles and techniques of improvisational theater. Participants explore creativity, adaptation, awareness, self-confidence, risk taking, physicality, intuition, and teamwork. Students can stretch their abilities and discover things about themselves and others that are crucial to success.
525 Advanced Business Presentations (1.5). Prerequisite, BUSI 401. This course is grounded in argument, persuasion, and visual rhetoric to give students skills needed to develop winning presentations. Students learn strategies to help their messages "stick" with their audiences and to develop slide decks for the boardroom and advanced media devices. The course emphasizes efficiency in presentation preparation.
526 Leadership in Action (3). Permission of the department. Provides student leaders with practical leadership frameworks and tools; creates opportunities to apply these on the job as leaders; and provides individualized coaching, feedback, and mentoring. This is an applied learning course taught by a seasoned practitioner designed to accelerate each student's development and growth.
532 Service Operations (3). Prerequisite, BUSI 403. Studies key challenges in effective service delivery through the analysis of staffing and scheduling, customer waiting, and revenue management. Case studies illustrate examples of effective service design and delivery in various service industries including professional services, banking, health care, hospitality, and entertainment. A simulation project is used.
533 Supply Chain Management (3). Prerequisite, BUSI 403. Analyzes the key drivers of supply chain performance including inventories, transportation, information technology, and sourcing. Studies strategies for supply chain coordination, and challenges and opportunities in global supply chains. A supply chain simulation is used.
534 Business Modeling with Excel (3). Provides a broad scope of analytic experience across corporate functions that is beneficial in consulting environments.
535 Global Operations Strategy (1.5). Prerequisite, BUSI 403. Permission of the department. This course examines how organizations can use their operations to build a competitive advantage. Students may not receive credit for both BUSI 535 and MBA 709A.
536 Project Management (1.5). Prerequisite, BUSI 403. Permission of the department. This course prepares students to take part in and lead projects effectively. The goal is to equip individuals across any career concentration rather than extend the expertise of project-management specialists. Students may not receive credit for both BUSI 536 and MBA 710.
537 Retail Operations (1.5). Prerequisite, BUSI 403. Permission of the department. Examines developments in retailing and operations management principles applicable to these developments. Topics: consumer behavior, demand forecasting, logistics and distribution, store execution, international retailing, Internet-based retailing, performance assessment, and impact on financial performance. Students may not receive credit for both BUSI 537 and MBA 708.
538 Sustainable Operations (1.5). Prerequisite, BUSI 403. This course explores the link between sustainability and the operations function of a firm. The course focuses on the following activities: product and process design; manufacturing; transportation; logistics and distribution; closed-loop/after-sales operations such as recycling, remanufacturing, and reuse; supply chain management.
541 Contract and Commercial Law (3). Designed to give basic instruction in law with special emphasis upon its relationship with business. Content includes many subjects tested on the business law portion of the CPA examination, including the law of contracts and the Uniform Commercial Code (sales, negotiable instruments, and secured transactions).
543 Ethics in Management (3). By examining real ethical dilemmas in business, this course will help students analyze a problem from the triple perspective of ethics, economics, and law.
545 Negotiations (1.5). Prerequisite, BUSI 405. This course enables students to develop their expertise in managing negotiations. It integrates existing theory and research with personal experiences and ideas. Using hands-on exercises, readings, and lively discussions, students build and hone their ability to understand, adapt to, and evaluate the personal, social, and situational dynamics of negotiations.
550 Introduction to Organization Theory and Design (3). Prerequisite, BUSI 405. While BUSI 405 examines the micro-level influences on organizational success, this course focuses on more macro-level influences, including environmental analysis, strategy, structure, inter-organizational relationships, control systems, culture, power, politics, and change.
551 Human Capital (3). Prerequisite, BUSI 405. Problems, policies, and procedures in the management of personnel, including topics such as staffing, performance appraisal, training, compensation, benefits and services, safety and health, equal employment, discipline, justice.
553 Organizational Effectiveness (3). Prerequisite, BUSI 405. How organizations articulate and measure earning market share and how they link their differentiating factors to the unique abilities and behaviors of their workforce.
554 Consulting Skills and Frameworks (3). Pre- or corequisite, BUSI 408. Permission of the instructor. The course is dedicated to teaching the core skills for success in consulting and business in general: teamwork, analysis, and presentations.
555 Groups and Teams in Organizations (1.5). Examines the design, management, and leadership of teams in organizational settings. Focus is on the interpersonal processes and structural characteristics that influence the effectiveness of teams, individual behavior in face-to-face interactions, and the dynamics of interpersonal relationships.
559 New Product Marketing (1.5). Prerequisite, BUSI 406. This course provides students a thorough understanding and working knowledge of state-of-the-art tools that drive marketing strategies for launching and managing new products.
560 Advertising (3). Prerequisite, BUSI 406. The organization and functions of advertising. Topics include economic and social aspects, types of advertising and advertising objectives, developing advertising messages, media selection and evaluation, advertising research.
561 Sales Management (3). Prerequisite, BUSI 406. An overview of the sales management process, including sales force planning, budgeting, recruiting, selection, training, compensation, supervision, and control.
562 Consumer Behavior (3). Prerequisite, BUSI 406. Review of conceptual models and empirical research in consumer behavior. Topics include decision processes, social and cultural influences, information processing, and ethical issues.
563 Retailing and Distribution Channels (3). Prerequisite, BUSI 406. Examines the supply chain for retail businesses and management decision making in retailing.
564 New Product Development (3). Prerequisite, BUSI 406. The course explores the design and development of new products. Key topics include creativity, design thinking, and the innovation process.
565 Marketing Research (3). Prerequisite, BUSI 406. An introduction to research methodology with emphasis on the compilation, analysis, and interpretation of data used in the planning and control of marketing operations.
566 Marketing Strategy (3). Prerequisite, BUSI 406. The objective of this course is to understand and practice the strategic decision-making process in a dynamic competitive environment. The course builds on the foundations of marketing, and is based on lectures, cases, and computer simulations.
568 Marketing Analysis and Decision Making (3). Prerequisites, BUSI 406 and 410. Marketing analytics is a systematic approach to harnessing these data to drive effective marketing decision making. We will learn to analyze historical data, market research data, and competitive information for making strategic marketing decisions. This course will be extensively based on case analysis and hands-on exercises.
570 Financial Reporting A (3). Permission of the department. Required in spring semester for senior undergraduate business majors who are admitted to the Kenan–Flagler Master of Accounting Program. The first of two courses designed to provide students with an in-depth knowledge of the practice and theory of financial accounting.
572 Introduction to Business Taxation (1.5). Prerequisite, BUSI 570. Permission of the department. Required in spring semester for senior B.S.B.A.s who are admitted to the Kenan–Flagler Master of Accounting Program. Provides students with an initial understanding of the basic framework of the United States income tax system as it applies to businesses.
573 Global Financial Statement Analysis (3). Prerequisite, BUSI 407. Provides the tools necessary to understand and analyze information in financial statements prepared under global accounting standards. Includes a study of the costs, risks, and opportunities of United States investors and corporations regarding the convergence of United States accounting standards to global standards.
580 Investments (3). Prerequisite, BUSI 408. A survey of investment principles and practices. Emphasis is given to the problems of security analysis and portfolio management with special attention to the investment problems of the individual investor.
582 Mergers and Acquisitions (3). Prerequisite, BUSI 408. Through lectures, case studies, and guest speakers, this course will cover all aspects of mergers and acquisitions from strategy to post-merger integration with an emphasis on valuation. Related activities such as hostile takeovers, private equity deals, and international acquisitions will also be discussed.
583 Applied Investment Management (3). Prerequisite, BUSI 408. Yearlong course. Students are registered in three credits in fall and spring. Emphasis of this course is on the decisions that must be made by, and/or for, the ultimate investor, and the analytic tools and empirical evidence that can help inform such decisions.
584 Financial Modeling (3). Prerequisite, BUSI 408. Skill development in constructing financial models for analyzing problems with decisions faced by financial professionals. Analyzing historical performance, forecasting free cash flows, estimating discount rates, determining terminal value, identifying other sources of value, and interpreting results in a dynamic setting.
585 Introduction to Real Estate (3). An overview of residential and commercial real estate markets. The course samples many facets of real estate development, market analysis, operation, valuation and financing. Students will be exposed to the variety of skills and jobs that interact within the industry.
586 Introduction to Real Property (3). Prerequisite, BUSI 408. An introduction to the social, political, economic, and investment aspects of real property.
587 Investment Banking (1.5). Permission of the instructor and confirmed offer of investment banking analyst internship or full-time job. This course prepares students for investment banking positions and internships. The focus of the class is on financial modeling, general knowledge of banking, and what it takes to succeed in the industry.
588 Introduction to Derivative Securities and Risk Management (1.5). Prerequisite, BUSI 408. Introduction to derivative securities instruments (options, futures, and swaps) and applications to the management of stock and fixed-income portfolios and other financial and business risks.
589 Fixed Income (1.5). Prerequisite, BUSI 408. The course covers traditional bonds and term structure concepts as well as fixed income derivatives and interest rate modeling.
590 Business Seminar (3). Completion of requisite core course(s) and permission of the instructor required. Selected topics in business administration presented in seminar format with students engaged in individual and team study under the supervision of a member of the faculty.
591 Quantitative Methods for Investments (3). Prerequisite, BUSI 408. Course focus is on portfolio analysis and volatility modeling and the use of statistical distributions and regression, forecasting, and simulation applications in finance.
592 Quantitative Methods for Derivative Securities (3). The goal of the course is that students will be self-starters in derivative security analysis and modeling, and generally familiar with methods for valuing fixed income securities.
594 Hedge Fund Strategies (1.5). Prerequisites, BUSI 408, and 580 or 588. Permission of the instructor. Open to seniors only. Covers the operational details of specific hedge fund strategies such as convertible arbitrage and long/short equity strategies.
598 Alternative Investments (1.5). Prerequisites, BUSI 408, and 580 or 588. Permission of the instructor. Open to seniors only. Exposes students to the benefits, opportunities, and risks of incorporating alternative investments into managed institutional investment portfolios, including pension funds, endowments, and foundations.
600 Risk Management (1.5). Prerequisite, BUSI 408. Permission of the instructor. Open to seniors only. Develops methods for applied analysis of financial and operational risk.
601 Real Estate Finance (1.5). Prerequisite, BUSI 408. This course will focus on the different ways to finance real estate property, and how different financing techniques impact the feasibility and investment benefits for equity investors.
602 Strategic Economics (1.5). Corequisite, BUSI 408. This course focuses on decision making in the presence of strategic interaction. Students will apply game theory to yield insights into business decisions. Topics covered include pricing, entry, product market competition, first-mover advantage, capital budgeting, antitrust law, corporate governance, auctions, and mergers.
603 Real Estate Development (1.5). This course is designed to introduce undergraduate students to the finance and economics of real estate development. The course will survey the physical products of real estate, its financial attributes, and the process by which a program of development is implemented. Includes site visits to local real estate projects.
604 Real Estate Capital Markets (1.5). Prerequisite, BUSI 408. This course focuses on the techniques used to analyze, finance, and structure real estate transactions, and analyzes the role of the capital markets in facilitating development and investment in real estate.
610 Global Environment of Business (3). Issues in operating overseas, including analyses of differences in country settings, legal and economic systems, and governmental policies affecting foreign operations. Studies trade theory, country groupings, and financial issues; managing operations in foreign lands; exporting.
611 International Development (1.5). Examines global poverty from the proposition that nations are poor because their markets do not work. Issues include doing business in an emerging economy and policies to reduce global poverty.
617 Global Marketing (3). Prerequisite, BUSI 406. Examination of the problems involved in marketing products and services across national boundaries. Problem issues include culture, ideology, economics, technical standards, and currency movements.
618 Global Financial Markets (1.5). Prerequisite, BUSI 408. Develops the foundation for financial decisions in a global economic environment. Extends the analytical concepts and tools learned in introductory investment and corporate finance courses to multicountry/multicurrency settings. Covers three major areas: the economics of exchange rates, international money and capital markets, and international corporate finance.
622 Managing Global Operations (3). Prerequisite, BUSI 403. Topics range from expanding overseas to managing a global enterprise, including service, manufacturing, and not-for-profit organizations.
623 Global Venturing (3). Examines developing business models that operate locally but compete globally. Restricted to GLOBE students.
650 Symposium Core Committee (1.5–3). Permission of the instructor. Service on the B.S.B.A. Symposium Core Committee to plan, execute, and evaluate the annual event.
688 Applied Derivatives (1.5). Prerequisites, BUSI 408 and 588. Real world applications of the concepts of no-arbitrage pricing covered in the introductory course will be covered. Other applications of derivatives such as portfolio insurance, the consideration of debt and equity as options, and real options.
691H Honors Research Proposal (3). Permission of the department. Open to senior business administration majors with 3.5 minimum cumulative grade average. Students learn business research techniques and develop individual proposals for business research. Successful proposals may advance to honors thesis research and writing (BUSI 692H).
692H Honors Thesis (3). Prerequisite, BUSI 691H. Permission of the department. Restricted to senior B.S.B.A.s with a 3.5 cumulative grade point average. Original investigation of a topic in business and preparation of a substantive research project under the direction of a faculty advisor. A written essay and an oral presentation are required.
693 Business Internship Project II (3). Permission of the department. This course provides students with a format for reflection while performing a professional internship that enhances their ability to achieve career objectives.
Courses for Graduate Students
701 Artistic Entrepreneurship (3). This course is a study in entrepreneurship and the specific challenges faced by artistic entrepreneurs.
702 Introduction to Social Entrepreneurship (1–3). An overview of how entrepreneurship is transforming students' fields and disciplines and how the application of principles of entrepreneurship may be used to advance their professional objectives.
703 Introduction to Commercial Entrepreneurship (1–3). A cross-disciplinary curriculum that brings together the core field with the wide-ranging literature in entrepreneurship to seek new approaches to traditional problems.
704 Entrepreneurship Capstone (1–3). Prerequisites, BUSI 701,702, and 703. Capstone project, business plan, or paper that links the work done in the certificate to the field it is intended to complement.
705 Entrepreneurship Capstone Project (1.5–3). This Graduate Certificate in Entrepreneurship capstone project is self-paced, and overseen by the faculty director of each track (life sciences, public health, and artistic).
801 Ph.D. Independent Study (1–9). Independent study intends to extend a student's learning beyond the classroom or allows a student the opportunity to explore a topic not offered in a traditional format.
808 Applied Research Methods I (3). Addresses fundamentals of empirical social science research. Topics include framing a research question, comparing research designs, instrumentation, reliability, validity, and exploratory and confirmatory factor analysis. Emphasizes application and analysis.
809 Applied Research Methods II (3). Continuation of BUSI 808. Topics include statistical control, categorical variables, interaction, curvilinear and similarity effects, longitudinal analysis, path analysis, structural equation modeling, and publication. Emphasizes application and analysis.
810 Empirical Operations (3). Required preparation, working knowledge of probability, statistics, and regression. The course prepares students to perform academic research, and it will be conducted in a manner that simulates an academic research conference. The course will focus on empirical research approaches used in solving many classical problems in operations management.
830 Theory of Operations Management I (3). Permission of the instructor. Rigorous study of traditional and modern issues, problems, and approaches in operations management.
831 Theory of Operations Management II (3). Prerequisite, BUSI 830. A continuation of BUSI 830.
832 Theory of Operations Management III (3). Prerequisite, BUSI 830. A continuation of BUSI 830.
837 Advanced Topics in Operations Management (3). Permission of the instructor. Intensive study of a specific area in operations management.
838 Seminar in Operations Management (3). Permission of the instructor. Intensive study of a specific area in operations management.
851 Individual Behavior in Organizations (3). Analysis of individual behavior, adjustment and effectiveness. Examination of attitudes, stress, problem solving, decision making, motivation and personality. Applications to management of human resources.
852 Interpersonal and Intergroup Behavior in Business Organizations (1–3). Intensive critical examination of interpersonal and intergroup behavior, including decision processes, communication, conflict and conflict resolution in large organizations.
853 Macro Organizational Behavior (3). Graduate standing in business administration required. Intensive study of theory and research in organizational structure, coordinating and control mechanisms, design parameters, and environments.
854 Organizational Design and Development (3). The development of understanding and skills in changing and evolving organizational design, interpersonal relationships, and people to achieve organizational goals.
856 Seminar in Organizational Behavior (3). Permission of the instructor. Intensive study of important current theory and research in organizational behavior.
857 Seminar in Human Resource Management (3). Review the research literature on how firms are made more effective through their people. Coverage includes topics like recruitment, hiring, compensation, socialization, culture, and performance management.
860 Seminar in Marketing I (3). Permission of the instructor. Overview of current paradigms and research in marketing. Topics include philosophy of science, differing views of what marketing is, strengths and weaknesses of various research approaches, and career socialization issues.
861 Seminar in Marketing II (3). Prerequisite, BUSI 860. Intensive study of the empirical and analytical literature involving problems in pricing, product development and management, advertising and promotion, distribution, and strategy.
862 Marketing Models (3). This class covers a range of econometric principles and models of relevance to marketing. The emphasis will be on model formulation and estimation.
865 Seminar in Current Marketing Topics (1). Permission of the instructor. Advanced research in marketing. A seminar to discuss current research of doctoral candidates, faculty, and invited guests.
867 Issues in the Design and Analysis of Research in Marketing (3). Graduate standing in business administration required. A review of major issues in marketing, including philosophy of science, measurement, and experimental and quasi-experimental design.
868 Seminar in Marketing Research Methodology (3). Permission of the instructor. An introduction to multivariate data analysis methods including factor analysis, cluster analysis, logic, discriminant analysis and multidimensional scaling.
876 Seminar in Research in Accounting (1). Permission of the instructor. An informal seminar to discuss current research in accounting.
880 Financial Economics (3). Permission of the instructor. Introduction to the theories of asset pricing.
881 Corporate Finance (1–6). Prerequisite, BUSI 880. Permission of the instructor. Introduction to corporate finance theory.
882 Empirical Corporate Finance (3). Permission of the instructor. An introduction to the empirical corporate finance literature.
885 Seminar in Research in Finance (1.5). Permission of the instructor. Advanced research in business finance and investment. An informal seminar to discuss current research of doctoral candidates, faculty, and others.
886 Introduction to Empirical Finance (3). This course provides an introduction to the quantitative methods used in empirical asset pricing. Model specification and estimation issues are discussed at length. The course emphasizes both theoretical and practical research.
887 Quantitative Methods in Finance (3). Permission of the instructor. Review of information generating and optimizing models and their applicability to decision making in finance.
888 Seminar in Financial Markets (3). Permission of the instructor. Advanced methods in finance.
890 Strategic Management Overview (3). A seminar to provide a broad and current understanding of strategic management. Exposure to the entire field is emphasized.
891 Strategic Formulation (3). Prerequisite, BUSI 890. This seminar emphasizes both process and content issues to provide students with an in-depth understanding of strategy formulation topics.
892 Strategy Implementation (3). Prerequisites, BUSI 890 and 891. This seminar focuses on strategy implementation, with particular emphasis devoted to the process, systems, and structures required for effective implementation.
899 Seminar (1–6). Permission of the instructor. Individual research in a special field under direction of a member of the department.
899C Seminar (1–21). Individual research in a special field under direction of a member of the department.
992 Master's Thesis Substitute (3).
994 Doctoral Dissertation (3–21).