News

Sal Lupoli, DMSB'88, owner of Sal's pizza, talks humble beginnings to his 120 location pizza empire.

A team of five Northeastern students, three of which are from D'Amore-McKim, recently won the Southeastern Hedge Fund Competition hosted by Georgia State University in Atlanta on April 27th.

Nearly two years since her evacuation from Afghanistan, Khadija Arian, DMSB'24, is a Northeastern University student, studying finance, learning to audit and heading off to a co-op — all opportunities she wouldn't have had if she hadn't fled when the Taliban took over. She has found friends in her new country and plans to stay. “Northeastern is my home away from home,” Arian says

Research by Juan Bu and Alvaro Cuervo-Cazurra shows that new ventures in emerging markets, initially created informally, suffer from costs that persist and constrain a firm's ability to innovate even after they formalize their status. As a result of these informality costs, informally created new ventures are more likely to develop imitative rather than innovative new products. However, being acquired by other firms and improvements in the national innovation system can weaken the persistence of these informality costs, resulting in more innovation. To explain these findings, Bu and Cuervo-Cazurra develop the concept of internal imprinting, which captures how the internal characteristics of a company result in the establishment of practices that persist over time, affecting behavior and innovation. Managers in emerging markets should consider formalizing their firms from the beginning or joining a private business group to mitigate the negative impact of informality on their firms' innovativeness.

“Working towards my MBA has helped me realize that I can solve problems, meet deadlines, provide insights, and work with others. This program has allowed me to realize my potential.” Says Tyler Walker, MBA'22

“The practical focus of the program was really appealing to me. The curriculum is designed to give students a strong foundation in finance theory and analytical tools and to teach us to apply that knowledge to real-world situations. This emphasis was important to me–I want to work in finance and be prepared to hit the ground running after graduation. The MS in Finance seemed like the perfect fit.” Says Alex Mella, MS in Finance'22

“The Graduate School of Professional Accounting (GSPA) faculty and career resources were extremely valuable in helping me land my role. They were supportive and wanted to see me succeed.” Says Denisse Zavala, MS in Accounting'22

“I always had a dream to work on Wall Street. During my time as a financial analyst, I realized that I would need more knowledge and to educate myself further to build a successful finance career in the United States. I ultimately decided to pursue my Master's because I was confident that it would provide me a step up in the finance world and job competition.” Says Ayush Goel, MS in Quantitative Finance'22

In 1972, Nairobi, Kenya became the first developing country to host the headquarters of a UN organization, the UN Environment Programme (UNEP). UNEP's presence in Nairobi has increased Kenya's global governance stature. However, it has not fulfilled the promise of promoting greater input from developing countries. The location has posed challenges to UNEP, including security concerns, recruitment and retention of staff, communication and infrastructure difficulties, and the need for resources. Professor Ivanova's recent book about UNEP's first 50 years identifies practical ways for improving its effectiveness as a premier multilateral institution for addressing the grand environmental challenges of our time.

Chinese companies are reinventing management through an approach called “digitally enhanced directed autonomy” (DEDA). DEDA uses digital platforms to give frontline employees direct access to corporate resources and capabilities, allowing them to organize themselves around business opportunities without managerial intervention. Autonomy is directed where it is needed and tracked. By giving teams the freedom to design, produce, and sell their products, companies can foster innovation, increase employee engagement, and improve customer satisfaction. The authors use case studies to examine how Chinese companies utilize DEDA and how Western companies might learn from it.