Costello College of Business News

WISE program launches to empower entrepreneurs in Fairfax County

Katelynn C Hipolito — Wed, 27 Aug 2025 14:13:11 +0000

WISE program launches to empower entrepreneurs in Fairfax County Katelynn C Hipolito Wed, 08/27/2025 - 10:13

On Saturday, August 9, the WISE program officially launched at the Hybla Valley Community Center in Alexandria, Virginia—marking a significant milestone in advancing entrepreneurship and workforce development for aspiring entrepreneurs in Fairfax County.

A key component of the SOAR Initiative, the Workforce Innovation Success through Entrepreneurship (WISE) program is spearheaded by the Center for Innovation and Entrepreneurship (CIE) within the Costello College of Business at ��. This initiative is made possible through a strategic partnership with Melwood, the W.I.S.H. Center, and the Fairfax County government. Thanks to this powerful collaboration, the WISE program is offered to participants completely free of charge.

Costello College of Business Dean Ajay Vinzé (left) chats with current RISE participants Fershta-Barakzai (middle) and Madina Barakzai (right). Photo by John Boal Photography.

Ajay Vinzé, dean of the Costello College of Business, opened the event by emphasizing the power of entrepreneurship to solve problems, build communities, and drive economic growth. “A successful entrepreneur takes an idea, builds a company around it, and makes it profitable,” he said.

The college, named after local entrepreneur Donald G. Costello, is deeply rooted in the belief that entrepreneurship is a vehicle for social impact and upward mobility.

With initiatives like the Patriot Ventures Program, the Honey Bee Initiative, and the Patriot Pitch Competition, CIE equips aspiring entrepreneurs with essential training, mentorship, and resources. The center is distinguished for its commitment to opening doors for those traditionally excluded from the entrepreneurship ecosystem through these core programs and the SOAR Initiative.

In addition to WISE, which supports Fairfax County residents, SOAR includes two other targeted efforts: one focused on building entrepreneurial ecosystems in rural and emerging communities, and the other supporting refugees and immigrants through strategic partnerships. The latter, known as the Shrivastava Family Refugee and Immigrant Success through Entrepreneurship (RISE) program, has already had 79 participants complete the entrepreneurship bootcamp training, with approximately 42 new jobs and 17 new businesses created so far.

WISE program leadership and implementation team celebrates ribbon cutting with RISE and WISE program participants. Photo by John Boal Photography.

Rodney Lusk, supervisor of the Franconia District within Fairfax County, was instrumental in envisioning the possibilities for the WISE program. His commitment to make Fairfax County a place where community members can truly thrive is deeply appreciated by the Costello College of Business and all the program stakeholders. On hand to give remarks, along with Dean Vinzé, were Larysa Kautz, CEO and president of Melwood; Yolonda Earl-Thompson, community expert and lived experience consultant; Eboni Borden, W.I.S.H. program director; Andres Jordan, WISE program entrepreneurship training instructor; and Rebecca Howick, director of operations and engagement at CIE.

“Our partnership with Melwood, the W.I.S.H Center, and Fairfax County is an incredible opportunity to expand our social impact within the region,” says Howick.

“The SOAR Initiative’s holistic approach to small business development creates new pipelines for community members that aren’t already part of the ecosystem. We are revitalizing hope, transforming lives, and boosting our economy."

— Rebecca Howick, director of operations and engagement at the Center of Innovation and Entrepreneurship

The launch of the WISE program marks a powerful step forward in harnessing the transformative potential of entrepreneurship rooted in community. By uniting visionary leaders, strategic partners, and leveraging internal and external entrepreneurial resources, this initiative empowers individuals to shape their own futures while strengthening the fabric of the region. As the SOAR Initiative continues to expand its reach, it reaffirms a vital truth: when entrepreneurship is made accessible, it becomes a force for resilience and shared prosperity.

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Ajay Vinzé

Rebecca Howick

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This intern is learning the ways of the workplace at Warner Bros.

Sarah Holland — Mon, 11 Aug 2025 18:19:40 +0000

This intern is learning the ways of the workplace at Warner Bros. Sarah Holland Mon, 08/11/2025 - 14:19

�� is ranked #1 in Virginia for internships, that also contributes to career success post-graduation. For 2023 graduates, 88% reported job success relating to their career goals. Throughout the year, our students travel near and far to gain valuable experience at some of the world’s top companies.

Nimisha Kumar, a rising senior, is studying management information systems in the Costello College of Business. Over the summer, she moved to New York City to complete a summer internship with Warner Bros. Discovery.

Why did you choose George Mason and how did you decide your major?

I knew a lot of alumni that went to school at George Mason, and they thought they got a lot of resources that helped them in their careers, as well as lots of opportunities for extracurricular activities. And I think there’s a lot of opportunities when it comes to being so close to Washington, D.C.

I picked management information systems as my major because there are so many things you can do with the skills you learn in the program. What you learn can apply to health care, media companies, law, or engineering. It’s a flexible degree where, if you do change your mind about something, you can still use that experience to adapt to other roles and responsibilities.

What projects have you been assigned during your internship?

Photo provided

As an internal audit intern, I’ve been working on three projects. The first is a cybersecurity initiative project where we’re working to protect and ensure the integrity of global financial networks. Warner Bros. contains a bunch of global networks: CNN, TNT, Food Network, etc. And we basically try to detect early risk that could happen in the backend of these systems.

The second project is my end-of-internship project. Warner Bros. is splitting into two major sides: the global networks side and the streaming and studios side. So each intern has been assigned a side, and we’re creating pitches to deliver to current employees to persuade them to work for one side or the other.

My third project is a test script analysis for the Asia-Pacific (APAC) region during the SAP Compass Release cycle. Using Microfocus Quality Center, I reviewed failed test cases from the APAC SIT1 cycle, checked for linked defects, and documented defect IDs and failure reasons to support QA reporting and defect tracking.

What’s one of the most valuable things you’ve learned?

That it’s OK to be curious and ask questions. I think that’s really important, because it shows initiative and that you’re invested. Even just walking around and asking people what they’re up to in their work can show that you’re interested in the work and want to learn more.

How have your courses at George Mason helped prepare you for the internship?

Doing a mix of a lot of things outside of my major has been really beneficial. In all my Mason Core classes, I knew there was at least one thing that I could take from the course and expand it to apply to my career goals. I took FAVS 300 Global Horror Film [in Film and Video Studies] for example, and I learned how to analyze a piece of media and more clearly communicate my feelings and reactions to it.

How have your internships prepared you for the workforce?

I think diving into that 9-to-5 work schedule where I’m working alongside people with years of experience in internal audit has taught me how to carry myself in a professional environment. And you can’t really get that experience without being in the workplace.

What advice would you give to students starting an internship?

You really only have those two to three months, and they go by really quickly. You've got to take every opportunity offered to you and make the most of that short time you have. And I think it’s important to remember that you’re not supposed to know everything; that’s why you’re here. You're here to learn and to grow.

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Gift from Charles Schwab Foundation Will Help Develop Next Generation in Certified Financial Planning

Katelynn C Hipolito — Mon, 04 Aug 2025 13:34:26 +0000

Gift from Charles Schwab Foundation Will Help Develop Next Generation in Certified Financial Planning Katelynn C Hipolito Mon, 08/04/2025 - 09:34

�� has announced a generous multi-year commitment from Schwab Advisor Services in partnership with the Charles Schwab Foundation to grow and strengthen George Mason’s Financial Planning and Wealth Management Program (FPWM) and to position it to meet the region’s strong demand for certified financial planners.

“Our partnership with Schwab Advisory Services is an extraordinary benefit for our students,” said Ajay Vinzé, dean of the Costello College of Business. “Charles Schwab’s engagement with the college has given our students valuable insights into the personal finance industry, and this grant will help to attract and retain world class talent to lead the program and bring it to the next level.”

Costello’s FPWM program was launched in 2019 in response to a growing need for financial planners and wealth managers, particularly in the Washington, D.C., Maryland, and Virginia region. The Charles Schwab grant will allow the college to strengthen its ability to meet this demand by establishing a dedicated faculty member with certified financial planning (CFP) experience to lead operations within FPWM, teach key courses, and to deepen relationships within the CFP industry.

“Charles Schwab is an enthusiastic partner to business education institutions, including the Costello College of Business,” said Jon Beatty, head of Schwab Advisor Services. “Costello students include those with backgrounds that are currently underrepresented in the financial planning and wealth management profession, and we share the college’s vision of developing these students into qualified professionals who will be able to serve the diverse clients in Washington, D.C., Maryland, and Virginia.”

The Costello FPWM program benefits from its association with the college’s Financial Planning and Wealth Management Advisory Board, comprising George Mason and Costello alumni, business professionals, individual supporters, faculty, and NextGen Board members who link students with industry veterans. The board has developed the program in consultation with more than a dozen registered investment advisor (RIA) and financial planning firms in the Northern Virginia region. FPWM students graduate from George Mason with a bachelor of science degree in business, with a concentration in financial planning and wealth management.

“Our objective is to create the next generation of financial planning professionals,” said David Johnson, chair of the Financial Planning and Wealth Management Advisory Board.

“With cross-pollination from Costello’s finance and accounting academic disciplines, our graduates will possess the technical skills, soft skills, and ethical grounding that will launch them into successful careers.”

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MS in Accounting student leader receives PCAOB Scholarship

Katelynn C Hipolito — Tue, 29 Jul 2025 16:22:56 +0000

MS in Accounting student leader receives PCAOB Scholarship Katelynn C Hipolito Tue, 07/29/2025 - 12:22

“He advocated for exploring the possibilities of a career in accounting to the entire class,” says Khaled Alkurd. “I took him up on that, and I have been very happy ever since.”

Khaled Alkurd

After taking the Survey of Accounting 203 course with �� alumnus Muhammad Awais, BS Accounting ‘13, MS Accounting ‘14, an adjunct instructor at the Costello College of Business, Khaled Alkurd knew everything he needed to know to switch his area of study from marketing to accounting.

“He advocated for exploring the possibilities of a career in accounting to the entire class,” says Alkurd. “I took him up on that, and I have been very happy ever since.”

Alkurd continues to excel in his accounting studies, planning to graduate with his undergraduate degree in the fall of 2025 and with his MS in Accounting in the spring of 2026, through the Bachelor's Accelerated Master's (BAM) Program.

Further boosting his resume and job prospects, he was named a PCAOB scholar following his spring 2025 semester. “It is something that means a lot to me and helps with my confidence and assurance to know that, indeed, auditing is a field that is a good fit for me,” he says.

The Accounting 461 course and the way it was taught by Ethan Kinory, an instructional assistant professor in accounting at Costello, was the most significant factor in changing Alkurd’s interest from the tax side of accounting to auditing. With Kinory’s guidance, he found that he had a knack for inspecting details for accuracy. “I believe he is a remarkable professor,” says Alkurd. “He cares deeply about his students.” Though Accounting 461 has had, perhaps, the biggest impact so far, each class has contributed more to Alkurd’s understanding, growth, and ambitions. “My experience has been excellent,” he says. “The entire faculty is extremely supportive. They have all been amazing in their own ways and rights.”

Ethan Kinory was also the one who recommended to Alkurd that he run for president of George Mason’s chapter of Beta Alpha Psi, an international organization for accounting, finance, and information systems majors that he had already been heavily involved in. It is through Beta Alpha Psi that he got connected with Baker Tilly for an internship, and it helped him secure the PCAOB scholarship as well.

In addition to serving as president of Beta Alpha Psi in the fall, Alkurd will be the student ambassador for the MS in Accounting program, a role he’s very much looking forward to. "I'm excited to share my passion for accounting and the incredible opportunities available within the MS program with prospective students," he says. Costello’s student ambassadors are exceptional students who embody the values of leadership, community engagement, and professional excellence. Having gotten so much out of his Costello experience already, he is excited to lead in these extracurriculars and help others.

Khaled Alkurd is making the most of his opportunities at the Costello College of Business by being highly engaged.

“If you put your best foot forward, if you attend and apply yourself, you will succeed. There are resources available. You just have to show the engagement and you’ll be rewarded tremendously,” says Khaled Alkurd, current Accounting student at the Costello College of Business at ��.

In the future, Alkurd plans to stay in the region and work at a large corporate firm, possibly one of the Big Four firms. He aims to leverage his strong academic foundation, leadership experience, and newfound PCAOB scholar status to contribute to complex financial audits and make a significant impact in the accounting profession.

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Are there upsides to “overboarding”?

Nilesh Patel — Mon, 14 Jul 2025 17:13:26 +0000

Are there upsides to “overboarding”? Nilesh Patel Mon, 07/14/2025 - 13:13

How many board seats is too many for one director? That’s the question on many investors’ minds, as they confront the possibility of “overboarding”—directors being spread too thin to do their work effectively. BlackRock, for example, voted to oust one of Twitter’s board members in 2022 because he sat on the boards of six other companies.

However, new research from Sebahattin Demirkan, associate professor of accounting in the Costello College of Business at ��, suggests there may be upsides to board directors holding multiple seats at the same time. His paper in Asian Review of Accounting finds that deeply networked boards are more flexible and creative when it comes to a key competitive area: open-ended strategic alliances.

The paper’s co-authors are Robert Felix of The Catholic University of America and Nan Zhou of University of Cincinnati.

The researchers used a metric called “board centrality” to quantify the total social capital held by a company’s board of directors.

“Centralized directors are leaders who have been in the industry a long time,” says Demirkan. “They sit on multiple boards. And they are deeply connected within an industry, such as if Nvidia and Intel have a relationship and that person is working as a board member for both.”

The researchers used the SDC strategic alliances database to capture new alliances formed during the period 1998-2011. Their data-set comprised 18,412 firm-year observations.

First, they divided the alliances into joint ventures and incomplete contracts. Joint ventures, which involve setting up an entirely separate business entity, entail much less complexity and uncertainty than do contractual alliances, which by definition cannot account for all the surprising challenges that may lie ahead. The paper finds that centralized boards were more likely to embark upon both types of strategic alliances, but the effect was strongest for contractual alliances.

Demirkan stresses that the two types aren’t mutually exclusive; a contractual alliance can be a precursor to a successful joint venture. “I always use marriage as a comparison…Some cultures do arranged marriage because families know each other very well, because they were neighbours and so on and so forth. It’s trial and error but you don’t want to make too many errors because these arrangements may hurt your parent company business. That’s where board capital comes in. Centralized board members know which strategic alliances will work for this particular company.”

Further, centralized boards took on more strategic alliances when their CEOs were relatively new, underscoring boards’ customary advisory role. Similarly, diversified firms, which normally require more guidance from the board, saw a stronger relationship between board capital and propensity for strategic alliances. The same was true of firms with more intangible assets—in other words, innovative companies engaging in heavy R&D.

The researchers also looked into whether the enhanced alliance activity paid off for these firms. Their analysis confirmed that the special ability of centralized boards to form successful strategic alliances was associated with higher market performance, steadier returns and lower audit fees.

This strikes an interesting contrast with some of Demirkan’s earlier publications on similar topics. For example, a 2014 paper in Journal of Business Research found that firms with contractual alliances suffered from lower earnings quality, making them a riskier bet for investors. A 2016 paper in Contemporary Accounting Research linked contractual alliances to higher audit fees.

“The market doesn’t like companies with contractual alliances,” Demirkan says. “It discounts their stock prices, because the information environment is not good; it’s quite complex and the boundaries are not well defined.”

However, the new paper indicates that centralized boards act as a reassuring signal to capital markets that offsets some of the inherent risk of contractual alliances. “Boards with high social capital may manage this better, because they are much more knowledgeable,” Demirkan says. “They know which contractual alliances are good, and the market also trusts them to pick these alliances wisely.”

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Costello MBA students are turning their ideas into successful companies

Greg Johnson — Mon, 07 Jul 2025 13:55:26 +0000

Costello MBA students are turning their ideas into successful companies Greg Johnson Mon, 07/07/2025 - 09:55

“I wanted to start my own business,” says Patcharaporn Adchariyavivit, a Costello MBA student, “It seemed like this course was going to help me start it. But I didn’t expect it be this good, you know?”

Skip West

Skip West, founder of MAXSA Innovations and adjunct faculty at the Costello College of Business at ��, offers the course Turning Ideas into Successful Companies once a year to MBA students. The concept for the course came from West’s own entrepreneurial experiences of turning his ideas into companies. He has co-taught the MBA version of the course with Suresh Shenoy, an engineer, senior business executive, and philanthropist.

When he was in graduate school at Stanford, West took a course that was attended by both engineering and business students, working together to turn their ideas into companies. Several years later, he reconnected with his partner from the class to build upon their ideas from school. Together, they founded DesignTech International, where they pioneered remote car starting and keyless entry, among other automotive safety accessories and wireless home automation products. The successful launch of the business took many years, but it really began in the collaborative environment of a classroom.

Now, Skip West has designed the curriculum for his course at the Costello College of Business so that students can realize their own success.

“It’s all about the students coming up with their passion. It’s not what I care about. It’s what they care about and developing a business that they’re interested in," says Skip West, founder of MAXSA Innovations and adjunct faculty at the Costello College of Business at ��.

Ramel DuPree. Photo provided

Ramel DuPree entered the course with his idea for a men’s special skincare brand that is primarily targeted to Black men. “Once I was presented with the possibility to actually take a graduate level course, to actually learn more and go into details with it, and also have some guidance, I just jumped at the opportunity.”

Adchariyavivit also entered the course with a concept already in mind. Inspired by observing all the processes in her family’s restaurant business—combined with her previous professional experience as a project manager in an IT startup—she had been working on an AI-powered restaurant consultant application.

“In today’s digital world, where AI makes market research, competitive analysis, and business plan writing almost mundane, the real skill is learning how to learn,” says Shenoy. “That means teaching students to validate, verify, and seek relevant information to bring their ideas to life.” Throughout the course, the students examined every facet, from manufacturing to marketing and everything in between. “In the end, they develop a business plan, and it’s a lot of pitching to the class, feedback from your classmates, feedback from us,” says West. “It’s a discovery class.”

Patcharaporn Adchariyavivit. Photo provided

The class has made a significant difference in the business ideas from both Adchariyavivit and DuPree. “With Skip, the guy’s more practical, and he is a real investor and a real entrepreneur,” says Adchariyavivit. DuPree appreciated how the feedback loop kept him on his toes and focused on eliminating any blind spots. “Once I was able to get that feedback,” he says, “I had to come back. I had to readjust. I had to restructure. It was super beneficial to allowing me to do an outside-looking-in perspective for myself.”

The course was tailor made for students to turn their passionate ideas into successful companies, but it’s beneficial to all business students. “Even if you’re developing your business conceptually, it forces you to look at everything holistically,” says West. “You get to see all the aspects of a business.”

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“Doing well by doing good”? There’s a framework for that

Jennifer Anzaldi — Wed, 02 Jul 2025 15:38:03 +0000

“Doing well by doing good”? There’s a framework for that Jennifer Anzaldi Wed, 07/02/2025 - 11:38

Today’s customers don’t just buy products—they buy into what a company stands for. It is no longer just low prices or flashy marketing that target the latest trends. Stakeholders are asking harder questions: Does this company treat its workers fairly? Are they harming the environment?

In a recent study published in the Journal of Brand Management, Russell Abratt, a marketing professor at the Costello College of Business at ��, tackles a key strategic challenge: How companies can move beyond shallow social and environmental messaging to meaningfully shift consumer perceptions. Joining Abratt on this research team are co-authors Emmanuel Silva Quaye of University of Witwatersrand and Nicola Kleyn of University of Pretoria.

Russell Abratt

When a brand is described as being true to themselves, holding values of fairness, a concern for society, and an obligation to goodness, it becomes what they call a conscientious corporate brand. These are brands who are trusted to do the right thing consistently and authentically.

But trust alone is not enough. Companies want to know: Does being conscientious also deliver better business outcomes?

Building on their 2023 work, which introduced a framework for developing conscientious corporate brands, the research team now offers empirical evidence that this framework not only enhances brand trust but also leads to the response companies are hoping for—responsible branding can drive tangible value.

“Firms in order to succeed these days really need to go beyond profits,” says Abratt. “You’ve got to be ethical in whatever you do. You’ve got to be socially aware. And you’ve also got to be very, very conscientious about what you are doing.”

To further investigate Abratt’s 2023 framework and understand what changes stakeholder perceptions, the researchers conducted two experiments with South African participants. Each participant was shown a scenario involving a fictional construction company: the control group highlighted traditional business goals such as efficiency and profitability, and the experimental group emphasized ethical leadership, social impact, and environmental sustainability. The results were striking.

“We saw very clearly the differences between the control group and the experimental group,” Abratt explains. Participants viewed the purpose-driven, socially engaged version of the company as significantly more conscientious, responsible, and authentic than the version focused purely on business efficiency.

Their research identified four elements in a chronological sequence that contribute to conscientious corporate branding: organizational purpose, brand authenticity, corporate social responsibility (CSR), and ethical organizational culture. These are not separate strategies; they reinforce each other.

The first element of this sequence is organizational purpose. A company must begin by defining why it exists beyond just profits. Next is authenticity. “Authenticity leads to trust,” says Abratt. “The more authentic that an organization is perceived to be, the more positive perceptions the stakeholders have.” The paper finds that authenticity acts as a bridge that connects an organization’s purpose to stakeholders’ perceptions of conscientious corporate branding.

Next is the third element: corporate social responsibility. This must be integrated, not performative. “Developing a corporate social responsibility strategy should be part of the organization’s overall strategy,” says Abratt. “It should not be seen as greenwashing, as added on and fake.”

Lastly, an ethical organizational culture is created by top leadership through example and prioritizing ethical values across the organization.

According to Abratt, “In order for a firm to say this is our purpose beyond profits, they’ve got to have a top leadership that says these are our values. This is what we stand for. Then that needs to be typicalized throughout the organization.”

So what does this mean for business leaders? It means that building a conscientious brand is no longer just a marketing strategy—it’s a business imperative. But the real challenge lies in making sure those sustainable actions resonate with consumers to ultimately result in success. Can companies do well by doing good?

Looking ahead, Abratt and his colleagues hope to expand their research to other industries and other countries or regions to test whether their results are generalizable to other contexts.

“Brands that have a purpose beyond profit are the ones that are going to be seen by stakeholders in a more positive light. And if they are seen in a more positive light, those stakeholders, especially customers, are likely to support that particular organization,” Abratt concludes.

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Brett Josephson’s GovCon research honored with coveted award

Nilesh Patel — Mon, 16 Jun 2025 18:40:36 +0000

Brett Josephson’s GovCon research honored with coveted award Nilesh Patel Mon, 06/16/2025 - 14:40

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Brett Josephson

The American Marketing Association (AMA) has awarded the prestigious Louis W. Stern Award for 2025 to a paper co-authored by Brett Josephson, associate dean for Executive Education at �� and associate professor of marketing at the Costello College of Business.

The award’s namesake, Louis W. Stern, is the John D. Gray Distinguished Professor Emeritus of Marketing at the Kellogg School of Management, best known for his influential work on marketing channels.

Josephson describes Stern as “one of the founding godfathers of marketing, especially on the interorganizational side, involving B-to-B channels and distribution.” Appropriately, the Louis W. Stern Award is given annually by the AMA’s Interorganizational Special Interest Group, in recognition of “a published article that has made a significant and lasting contribution to the field of interorganizational marketing and channels of distribution.”

The winning paper, “Uncle Sam Rising: Performance Implications of Business-to-Government Relationships,” was published in Journal of Marketing in 2019. Josephson’s co-authors were Ju-yeon Lee of Iowa State University, and Babu John Mariadoss and Jean L. Johnson of Washington State University-Pullman.

The paper proceeded from Josephson’s observation that “the notion of the government as a customer — not just any customer, but the largest, most impactful customer in the world — had been left out of the business scholarship consensus.”

To fill the knowledge gap, the researchers conducted in-depth interviews with sector experts, who highlighted the additional transaction costs inherent in the B2G (business to government) space. “The interviewees were saying that government contracting had all these idiosyncratic costs, and it was really hard to diversify away from government contracting,” Josephson says. “If you wanted to be in this space, you had to be all in.”

By the same token, companies were rewarded for upping their commitment to government clients. Comparing firm value metrics to actual government contracts, the researchers found that the more a company’s portfolio was weighted toward B2G, the more market benefits it enjoyed.

However, there can be risks associated with deepening involvement in government contracting. Because federal agency budgets are linked to political priorities, they can change quickly and unpredictably. Josephson and his co-authors discovered that companies could hedge against that risk by catering to a greater number of government clients. Those with a more concentrated B2G portfolio faced higher risks when taking on more government contracting, but saw higher gains in firm value on the whole.

The dynamics of the B2G sector lend themselves to increasing specialization, Josephson says. “Just because you have knowledge of a customer, there’s no guarantee you know how to translate that to someone else, and if anything, it can become a detriment because you don’t know how to speak that customer’s language.”

With the government contracting ecosystem adjusting to rapidly shifting political winds, Josephson’s findings may be even more relevant today than they were in 2019. The risks Josephson describes in his paper are hitting close to home for contractors with deep ties to civilian agencies, while military contractors may be basking in a proposed trillion-dollar budget for the Department of Defense.

Nevertheless, Josephson does not expect to see serious attrition in the B2G ecosystem anytime soon. “Even with cuts and uncertainty and ambiguity, the federal government is still the largest customer in the world, hands down.”

The Louis W. Stern Award stands as gratifying proof of the paper’s ongoing impact and influence. “Past winners include not only some of my academic advisors, but also many other people who have made major contributions to marketing scholarship,” Josephson says. “So it’s pretty awesome, even just to be on that list.”

The award will be granted at the AMA’s annual summer conference in Chicago.

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In the workplace, relationships equal reality

Nilesh Patel — Wed, 28 May 2025 15:18:36 +0000

In the workplace, relationships equal reality Nilesh Patel Wed, 05/28/2025 - 11:18

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Kevin Rockmann

Most managers measure success in outputs: bottom lines, quarterly gains, performance metrics, and incentives. But the forces that shape those outcomes are often invisible — rooted in relationships, communication, and how people support one another. Many management models overlook these dynamics, treating them as background noise rather than essential systems.

Kevin Rockmann, professor of management at �� and CGI corporate partner faculty fellow, argues that managers often lack a nuanced understanding of how employees actually work with and through one another, not just one-on-one with their supervisors.

“We're really trying to get both researchers and practitioners to think about relationships in a different way,” Rockmann says. “And really, the movement we're working on here is to think more broadly about what relationships do in organizations.’’

For example, Rockmann’s paper in Annual Review of Organizational Psychology and Organizational Behavior—co-authored by Caroline A. Bartel of the University of Texas—draws on established research concepts of Pipes and Prisms to help managers better understand the often-overlooked importance of interpersonal relationships at work.

The Pipes metaphor captures the channels through which the work gets done. They are conduits through which these central processes, like communication and coordination, keep the organization running smoothly.

“We can’t really understand organizational effectiveness unless we understand how relationships serve as pipes,” Rockmann says. “To extend the metaphor, managers need to ask if their pipes are clogged? Or whether the pipes are even there?”

This might occur, for example, when a new hire joins an organization and their relationship with an incumbent employee helps them navigate team dynamics, answers all their questions efficiently, and ultimately enables work to get done in a timely manner.

Rockmann’s research shows that leaders should move beyond focusing solely on their own one-on-one relationships with their subordinates and view how relationships function across teams or units of employees.

Rockmann says, “My relationship as a manager with my employees matters, but it also involves looking at the Pipes—how are people connected with one another? Is each person getting the support and the help that they need? How well are we communicating and working together as a unit? So, it’s not just about my relationships, but about the relationships of the people I’m managing.”

The Prisms metaphor builds on the idea that relationships don’t just get things done more efficiently and produce results—they also impact how subordinates interpret and respond to events and information. For example, when a manager communicates openly with their subordinates about challenges like limited resources or budget cuts, subordinates are more likely to respond with empathy, seeing the situation as a shared problem rather than a failure by their manager.

“This is why we're talking about relationships as a prism or as the most understudied contextual variable in organizations,” Rockmann says. “It’s untapped potential for not only researchers, but also practitioners to think about why things are working or why things aren't working.” Prisms are the next stage of evolution in sensemaking for managers to recognize how their employees interpret workplace policies or changes, depending not just on what they are told, but also by whom and how. However, most managers still struggle to manage the “pipes,” let alone the more nuanced dynamics of how information is interpreted and processed across teams.

Rockmann believes many managers overemphasize tangible incentives — like bonuses — and underestimate the importance of high-quality day-to-day relationships. Such relationships are a lens by which employees view everything in an organization: organizational changes, opportunities, technology, and so on. When the organization becomes a hub for relational support and positive relational interactions, so many other issues organizations face become easier.

So, what can managers do? Across his work, Rockmann emphasizes making the cultivating of relationships part of the job itself, fostering collaboration in the KPIs on which employees are evaluated. Infusing such criteria into job descriptions, hiring processes, socialization experiences, and evaluation systems are all ways company leaders and line managers can signal to their subordinates that interpersonal relationships truly matter. When infused in this way relationships become more of a strategic priority, not just a “nice to have” for the organization.

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Residency trip to New York City inspires Impact Fellows

Greg Johnson — Tue, 27 May 2025 15:00:28 +0000

Residency trip to New York City inspires Impact Fellows Greg Johnson Tue, 05/27/2025 - 11:00

While many of their peers were spending spring break catching sun at the beach, members of the Impact Fellows Program were busy engaging with organizations and professionals in New York City to see how they run their operations while being dedicated to social impact, sustainability, and community service. 

Impact Fellows visit New York City. Photo provided

Using the United Nations’ sustainable development goals as their framework, the Impact Fellows Program is a competitive two-year program for students in the Costello College of Business at �� who want to foster their leadership abilities and personal development.

The Costello students in the Impact Fellows Program come from different backgrounds and have different interests, but they are united in the belief that business should be a force for good in the world.

“At the Costello College of Business, we believe deeply in learning that extends beyond the classroom,” said Yena Kim, director of academic achievement and innovative learning at the Costello College of Business. “The Impact Fellows residency trip is a powerful example of our commitment to student experience and career readiness—giving students the opportunity to apply what they’ve learned, explore their purpose, and connect with professionals making a difference in the world. Experiences like this are where leadership is forged and career paths come into focus.”

Along with being plugged into a network of mentors and participating in a variety of co-curricular activities, the four-day residency trip is a requirement of the program to give the students hands-on experience away from campus.

“We had learned about the UN sustainable development goals, and we had done other co-curricular trips that were almost like steppingstones into this experience,” said Camila Rosales, a junior studying supply chain and operations management. “This residency trip almost felt like a final exam situation.”

But rather than sitting in a classroom and filling out exam sheets, they joined several organizations who are making a real difference.

High Line Tour. Photo provided

Leaving on Tuesday and returning on Friday, the Impact Fellows had many places to see and people to meet during their residency trip to the Big Apple. Touring the High Line, they saw a clear illustration of sustainability for all who walk along or around it. Formerly part of the New York Central Railroad, the High Line was transformed into a 1.45-mile-long elevated linear park. “When you go to a city like New York, you really experience the interconnectedness, the history, all of the fundamental values of community,” said Mike Van Dyken, a senior studying business analytics and management information systems.

God's Love We Deliver. Photo provided

At God’s Love We Deliver, the group learned how the nonprofit cooks and delivers specialized meals to people suffering from chronic illnesses. “Getting to help those people hands-on and seeing how my work had an impact on people’s lives definitely inspired me to create my own nonprofit organization one day,” said Shriganesh Sivakumar, a sophomore studying finance.

Leticia Nunez Nova, a senior studying marketing and business analytics, also has a passion for nonprofit work, and this was the first time she was able to speak with the operations team of a nonprofit. “I love nonprofit work, especially marketing it,” she said, “So, that would be like my dream job. Maybe work for a social enterprise.”

International WELL Building Institute. Photo provided

At the International WELL Building Institute, the Impact Fellows had the opportunity to engage directly with leaders in sustainable finance and workplace innovation. During a dynamic conversation with Minjia Yang, vice president and head of sustainable finance, students gained insights into how companies are designing spaces that prioritize human well-being, environmental responsibility, and innovation. The visit not only deepened the students’ understanding of sustainability in business but also provided valuable networking opportunities with a global leader in the field—an experience many described as inspiring and eye-opening.

The Impact Fellows had a full itinerary on their trip, also touring the Tenement Museum and the United Nations Headquarters.

Tenement Museum. Photo provided

“I really do owe a lot to the residency trip because I was on the fence of what to pursue, but having a week of experiencing what it’s like to be in spaces that are focused on sustainability and helping the community made me realize how much I want to do it,” said Rosales.

Their experiences showed the students that profitability and sustainability are not mutually exclusive. “It opened my eyes to the fact that there are businesses that have made it possible to get revenue and also do good,” said Nunez Nova.

Besides seeing how everything operates, the Impact Fellows learned how to communicate and work effectively with professionals and volunteers from a wide variety of backgrounds.

“The Impact Fellows Program teaches you not only cross-cultural communication but also how to implement and communicate with professionals that work in the industry,” said Sivakumar. For several of the Impact Fellows, the trip confirmed career goals. “Just overall, this program helped me stick with my original vision of how I could use business to have a positive impact,” said Van Dyken.

United Nations Headquarters. Photo provided

For the Impact Fellows, the residency trip to New York City brought their program experience full circle. When they graduate, they will be entering the workforce with connections, leadership skills, and the inspiration to make the world a better place through business and innovation.

If you are interested in learning more about the Impact Fellows Program and how you can get involved, visit us online.

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