The conference highlighted research from Goizueta’s five academic areas—Finance, Marketing, Information Systems & Operations Management, Accounting, and Organization & Management. Three doctoral students were recognized with the prestigious “Best Paper Presentation Awards,” a distinction granted by a faculty committee that evaluated the presentations’ innovation, clarity, and relevance to contemporary issues in their respective fields.

Allison Gilmore, director of the PhD program, emphasized the importance of doctoral education at Goizueta. “Our PhD program is dedicated to advancing knowledge and preparing scholars for impactful careers in academia. Events like this conference are invaluable, as they allow our students to refine their research, engage with academic peers, and receive mentorship from faculty. At Goizueta, we are committed to nurturing each student’s unique contributions to business scholarship.”

Pushing Boundaries: Research That Shapes Markets, Finance, and Machine Learning

The 2024 award recipients included:

• Yeohong Yoon (Marketing): Expanding Markets or Capturing Share? The Effects of Subscription on Spending and Share-of-Wallet in Restaurant Delivery. Yoon’s research delves into how subscription models influence consumer spending and market dynamics within the restaurant delivery sector, shedding light on both customer retention and revenue expansion strategies.
• Jianzhang Lin (Finance): Creditor’s Rights, Household Consumption, and Entrepreneurial Activity. Lin’s paper investigates the relationship between creditors’ rights and its impact on household financial behaviors and entrepreneurial activity, providing insights into how legal and financial frameworks shape economic outcomes for individuals and businesses alike.
• Ragip Gürlek (Information Systems & Operations Management): Boosted Generalized Normal Distribution: Integrating Machine Learning with Operations Knowledge. Gürlek’s work introduces a novel method that integrates machine learning within operations research, promising enhancements in predictive accuracy and operational efficiency.

Wei Jiang, vice dean of faculty and research at Goizueta, noted the exceptional quality of research on display. “Our PhD students have demonstrated remarkable innovation and academic rigor. This conference not only showcases their expertise but also fosters a collaborative environment that strengthens Goizueta’s research community.”

At Goizueta, we believe that hands-on research, collaboration, and discussion between faculty and students create the robust academic leadership of tomorrow’s best business schools. Learn more about our PhD program’s structure, admissions process, and student experience.

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American nurses are quitting in droves, thanks to low pay and burnout as understaffing increases individual workload. This is bad news for patient outcomes. Nurses are estimated to have eight times more routine contact with patients than physicians. They shoulder the bulk of all responsibility in terms of diagnostic data collection, treatment plans, and clinical reporting. As a result, understaffing is linked to a slew of serious problems, among them increased wait times for patients in care, post-operative infections, readmission rates, and patient mortality—all of which are on the rise across the U.S.

Tackling this crisis is challenging because of how nursing services are reimbursed. Most hospitals operate a payment system where services are paid for separately. Physician services are billed as separate line items, making them a revenue generator for the hospitals that employ them. But under Medicare, nursing services are charged as part of a fixed room and board fee, meaning that hospitals charge the same fee regardless of how many nurses are employed in the patient’s care. In this model, nurses end up on the other side of hospitals’ balance sheets: a labor expense rather than a source of income.

For beleaguered administrators looking to sustain quality of care while minimizing costs (and maximizing profits), hiring and retaining nursing staff has arguably become something of a zero-sum game in the U.S.

The Hidden Costs of Nurse Understaffing

But might the balance sheet in fact be skewed in some way? Could there be potential financial losses attached to nurse understaffing that administrators should factor into their hiring and remuneration decisions?

Research by Goizueta Professors Diwas KC and Donald Lee, as well as recent Goizueta PhD graduates Hao Ding 24PhD (Auburn University) and Sokol Tushe 23PhD (Muma College of Business), would suggest there are. Their new peer-reviewed publication* finds that increasing a single nurse’s workload by just one patient creates a 17% service slowdown for all other patients under that nurse’s care. Looking at the data another way, having one additional nurse on duty during the busiest shift (typically between 7am and 7pm) speeds up emergency department work and frees up capacity to treat more patients such that hospitals could be looking at a major increase in revenue. The researchers calculate that this productivity gain could equate to a net increase of $470,000 per 10,000 patient visits—and savings to the tune of $160,000 in lost earnings for the same number of patients as wait times are reduced.

“A lot of the debate around nursing in the U.S. has focused on the loss of quality in care, which is hugely important,” says Diwas KC.

But looking at the crisis through a productivity lens means we’re also able to understand the very real economic value that nurses bring too: the revenue increases that come with capacity gains.

Diwas KC, Goizueta Foundation Term Professor of Information Systems & Operations Management

“Our findings challenge the predominant thinking around nursing as a cost,” adds Lee. “What we see is that investing in nursing staff more than pays for itself in downstream financial benefits for hospitals. It is effectively a win-win-win for patients, nurses, and healthcare providers.”

Nurse Load: the Biggest Impact on Productivity

To get to these findings, the researchers analyzed a high-resolution dataset on patient flow through a large U.S. teaching hospital. They looked at the real-time workloads of physicians and nurses working in the emergency department between April 2018 and March 2019, factoring in variables such as patient demographics and severity of complaint or illness. Tracking patients from admission to triage and on to treatment, the researchers were able to tease out the impact that the number of nurses and physicians on duty had on patient throughput. Using a novel machine learning technique developed at Goizueta by Lee, they were able to identify the effect of increasing or reducing the workforce. The contrast between physicians and nursing staff is stark, says Tushe.

“When you have fewer nurses on duty, capacity and patient throughput drops by an order of magnitude—far, far more than when reducing the number of doctors. Our results show that for every additional patient the nurse is responsible for, service speed falls by 17%. That compares to just 1.4% if you add one patient to the workload of an attending physician. In other words, nurses’ impact on productivity in the emergency department is more than eight times greater.”

Boosting Revenue Through Reduced Wait Times

Adding an additional nurse to the workforce, on the other hand, increases capacity appreciably. And as more patients are treated faster, hospitals can expect a concomitant uptick in revenue, says KC.

“It’s well documented that cutting down wait time equates to more patients treated and more income. Previous research shows that reducing service time by 15 minutes per 30,000 patient visits translates to $1.4 million in extra revenue for a hospital.”

In our study, we calculate that staffing one additional nurse in the 7am to 7pm emergency department shift reduces wait time by 23 minutes, so hospitals could be looking at an increase of $2.33 million per year.

Diwas KC

This far eclipses the costs associated with hiring one additional nurse, says Lee.

“According to 2022 U.S. Bureau of Labor Statistics, the average nursing salary in the U.S. is $83,000. Fringe benefits account for an additional 50% of the base salary. The total cost of adding one nurse during the 7am to 7pm shift is $310,000 (for 2.5 full-time employees). When you do the math, it is clear. The net hospital gain is $2 million for the hospital in our study. Or $470,000 per 10,000 patient visits.”

Incontrovertible Benefits to Hiring More Nurses

These findings should provide compelling food for thought both to healthcare administrators and U.S. policymakers. For too long, the latter have fixated on the upstream costs, without exploring the downstream benefits of nursing services, say the researchers. Their study, the first to quantify the economic value of nurses in the U.S., asks “better questions,” argues Tushe; exploiting newly available data and analytics to reveal incontrovertible financial benefits that attach to hiring—and compensating—more nurses in American hospitals.

We know that a lot of nurses are leaving the profession not just because of cuts and burnout, but also because of lower pay. We would say to administrators struggling to hire talented nurses to review current wage offers, because our analysis suggests that the economic surplus from hiring more nurses could be readily applied to retention pay rises also.

Sokol Tushe 23PhD, Muma College of Business

The Case for Mandated Ratios

For state-level decision makers, Lee has additional words of advice.

“In 2004, California mandated minimum nurse-to-patient ratios in hospitals. Since then, six more states have added some form of minimum ratio requirement. The evidence is that this has been beneficial to patient outcomes and nurse job satisfaction. Our research now adds an economic dimension to the list of benefits as well. Ipso facto, policymakers ought to consider wider adoption of minimum nurse-to-patient ratios.”

However, decision makers go about tackling the shortage of nurses in the U.S., they should go about it fast and soon, says KC.

“This is a healthcare crisis that is only set to become more acute in the near future. As our demographics shift and our population starts again out, demand for quality will increase. So too must the supply of care capacity. But what we are seeing is the nursing staffing situation in the U.S. moving in the opposite direction. All of this is manifesting in the emergency department. That’s where wait times are getting longer, mistakes are being made, and overworked nurses are quitting. It is creating a vicious cycle that needs to be broken.”

Goizueta faculty apply their expertise and knowledge to solving problems that society—and the world—face. Learn more about faculty research at Goizueta.

*Ding, Tushe, Kc, Lee: “Frontiers in Operations: Valuing nursing productivity in emergency departments.” Manufacturing & Service Operations Management 26:4:1323-1337 (2024)

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For someone who once thought college was out of reach, Jonathan Gomez Martinez 19C 24PhD knows how to take advantage of every opportunity that comes his way.  

Years ago, his older brother was accepted to college and then couldn’t go due to financial constraints. So, Gomez Martinez spent his high school years building on his computer skills and focused on job readiness.

But several events would change the trajectory of his career. He scored well on standardized tests, benefitted from a persistent high school career counselor, and received help from two nonprofits.

This month, Gomez Martinez receives his second degree from Emory University. He graduates from Goizueta Business School with a PhD in Information Systems and Operations Management. This fall, he moves to the West Coast to begin teaching as an assistant professor of data sciences and operations at the University of Southern California’s Marshall School of Business.

The irony of his position is not lost on him.

“Despite the fact I thought I wouldn’t go to school, I ended up getting my choice of schools for undergraduate then decided to pursue a PhD. Now, I will be teaching at a school,” he muses.

Early Passion for Computers Sparks Academic Journey

The road to Emory, much less obtaining a doctorate degree, was far from a straight line Gomez Martinez. His interest in computers, however, began early.  

For his eighth birthday, he surprised his parents by asking for a computer. His fascination for making the computer “do stuff,” led him to dive into Excel. It resulted in a side hustle by the time he reached his late middle school and high school years. For a fee, he would perform statistical analysis for clients, selling his services on Craigslist.

“Customers didn’t know how old I was, and there was no Zoom,” he says.

His computer prowess grew in high school. There, he learned programming and SAS, statistical software, which combines programming with data. He and a classmate even presented a poster at the SAS Global Forum, a major conference in the industry.

“Most people were just interested in our age, not the project,” he says of the experience. “In hindsight, it makes sense. Nobody is going to believe our stats.”

Chasing a Dream

Even with his academic success, the goal remained to graduate and get a job. Born in Mexico, Gomez Martinez came to the United States with his mother and siblings in 2000, joining his father. Their move fulfilled one of his father’s dreams. He had become enamored with the American education system, and had been working in the United States already—saving to create a home for the family in North Carolina. While Gomez Martinez’s parents stressed the importance of education, financing college was out of reach.

His high school counselor would guide Gomez Martinez to resources that would open doors for him. These included Golden Door Scholars, which is an organization for undocumented students, and QuestBridge, a nonprofit that connects the nation’s most exceptional, low-income youth with leading colleges and opportunities.

“Between the two organizations, I could apply to schools for free,” he says. “So, I just applied to both programs, and to eight partner schools for each of them. If I got matched with either organization and a partner school, I would get a full ride. At the end of the day, I ended up with my choice of full rides.”

Ultimately, he chose Emory for its innovation and research. A visit to campus during Essence of Emory helped seal the deal. The invitation-only program is for admitted students from underrepresented backgrounds with high academic achievement, just like Gomez Martinez.

Finding His Own Path on the Academic Journey

The transition to college wasn’t easy, especially since his high school focused on work readiness, not college preparedness. But some soul-searching and extra-curricular events would help in his adjustment. Gomez Martinez began to make friends and took on leadership roles in Emory’s Jiu-Jitsu club. He also began dating a girlfriend who supported his study habits, and he immersed himself in a new quantitative theory program.

Originally, Gomez Martinez wanted to focus on computer science. However, the theoretical classes and math weren’t his favorite. Enter Cliff Carrubba, Samuel Candler Dobbs Professor and department chair for Quantitative Theory and Methods—or QTM. Carrubba pitched there was going to be a big market for data scientists. He said the new QTM program would equip undergraduate students for jobs that used to require a higher degree.

“I was still thinking workforce preparedness. So, if I could get a master’s degree job after four years, that seemed like a good deal,” he adds.

The program offered Gomez Martinez the perfect balance. It involved a variety of coursework, including bioinformatics, calculus, regression analysis, data structure, and algorithms, along with artificial intelligence, with room to “churn through computer science courses.”  

A Mentor Lights the Way

The search for an internship would introduce him to Goizueta Business School.

My friends in consulting told me I needed to get an internship after my junior year because that opens up the door for full-time jobs.

Jonathan Gomez Martinez

The problem was he didn’t know how to approach the search. Specifically, his computer science colleagues all wanted to work for Google. However, Gomez Martinez had other plans in mind.

With nothing to lose, he turned to the business school and “threw a hail Mary.” He sent a cold email for help to Ramnath Chellappa, professor of information systems and operations management and associate dean and academic director, MS in Business Analytics.

The two would hit it off, and Gomez Martinez would become Chellappa’s teaching assistant for the business analytics program and, later, his research assistant.

At this point, [Professor Chellappa] was already talking to me about getting a PhD, but in my mind, the goal was to get a job.

Jonathan Gomez Martinez

Plus, Gomez Martinez had landed an internship with Equifax, the global data, analytics, and technology company, which had an interesting problem for him to solve. Still, Chellappa advised him to keep an open mind and to take the GRE.

Changing Course

The internship would provide another course correction. Gomez Martinez was tasked to help ensure the company didn’t suffer another security breach.  

“The Equifax internship was really cool for about a month,” Gomez Martinez says.

That’s when I finished the project, and they didn’t have another project. I think they expected it to take me a lot longer.

Jonathan Gomez Martinez

Indeed, a year before, a team of students had attempted to solve the problem but didn’t get far. With nothing more pressing to do than run reports, Gomez Martinez spent the down time studying for the GRE.

When he returned to campus from summer break, Gomez Martinez shared the experience with his mentor. “So, are we doing this?” Chellappa asked.

At that point, I said, ‘If y’all will pay me to stay at school for a while. Sure, why not?’

Jonathan Gomez Martinez

Decision made, he set off for the latest path in his journey.

Notes Gomez Martinez: “When I started the program, I took a research seminar where we would discuss papers with the dean of the program, which at that time was Kathryn Kadous, Schaefer Chaired Professor of Accounting. After submitting our first paper for the semester, her answer was something along the lines of ‘Jonathan, this is a lovely essay, but this is not what research is about.’ I always remember that. It was such a small thing, but she was there to redirect me at just the right time.”

Pursuing Impactful Work

Over the years, several faculty members at Goizuteta helped him refine his research and hone in on an area of focus. In addition to Chellappa, Gomez Martinez lists Anand Swaminathan, Roberto C. Goizueta Chair of Organization & Management as instrumental in this process. “I feel the two of them have co-parented me into learning what research is,” he adds.

Currently, he is working with Emma Zhang, associate professor of information systems and operations management, “who is helping me with statistical methods for modeling how users interact online across multiple social media platforms,” he says.

Gomez Martinez wants his work to have impact. His research examines the unintended consequences of digital platform strategy. In addition, he is exploring the social cost of AI-based automation, Microsoft’s release strategy, Apple’s privacy policy, and the efficacy of content moderation.

Examples of his work include a paper with Chellappa entitled “Content Moderation and AI: Impact on Minority Communities,” which explores the use of AI in social media. Specifically, the research examines how X (formerly Twitter), could disadvantage LGBTQ+ users, or other groups, by automatically censoring certain words or phrases that are deemed bias, but may, in fact, be ways in which a particular group interacts with each other. A possible result, Gomez Martinez shared in an Emory Business article, is that some voices might not be truly heard or “…You start reinforcing biases because you are using a time-saving technology that is not equipped yet to understand the complexity and nuance of human interaction.”

In addition, his research project with Chellappa entitled “Platform Policy Changes: Impact of Auto Moderation on Minority Community Rights,” has received two awards. The work received first place in the 2023 INFORMS DEI Best Student Paper Award competition and runner-up for the Workshop on Information Systems and Economics (WISE) 2023 Best Student Paper Award.

Ultimately, Gomez Martinez notes, “I would like to either start working directly with platforms to see how their methods, in particular, can be readjusted or work with government entities in order to determine what a path forward should look like in determining legal liability and [other issues surrounding] platforms and AI.”

For now, he plans to spend the months between graduation and starting his new role at USC pursuing his research.

“I look forward to continuing to enjoy the remainder of my doctoral program and pushing out ongoing research in preparation for my new role in Los Angeles.”

The future of business education is here, and it’s bold. Goizueta has transformed the traditional classroom into a dynamic digital ecosystem with virtual reality (VR), augmented reality (AR), artificial intelligence (AI), and holographic capabilities. Learn more about innovation at Goizueta here.

Interested in pursuing a business degree? Learn more about the unique programs Goizueta has to offer.

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That’s why in 2008, long-time faculty member, Jagdish Sheth, Charles H. Kellstadt Chaired Professor of Marketing, created the Sheth Fellow scholarship. The funding supports young scholars, so they can focus on their studies—and not the financial burden of further education, which Sheth faced while working on his PhD.

“The $500 grant at the University of Pittsburgh enabled me to complete my dissertation in time. It saved me one year. With gratitude, it is my turn to pay forward,” says Sheth.

To date, these funds have helped over 120 students pursue their PhD in one of Goizueta’s programs.

This year, the 2023 Goizueta Business School Sheth Fellows are:

• Shizhen Chen 26PhD, Information Systems & Operations Management
• Hayden Gunnell 26PhD, Accounting
• Ashlyee Freeman 26PhD, Organization & Management
• Lori Kim 26PhD, Marketing
• Arielle Lewis 26PhD, Organization & Management
• Felix Nguyen 25PhD, Marketing
• Eva (Yifan) Yan 26PhD, Accounting
• Hanyu Zhang 26PhD, Marketing

“I am a very strong believer that the mission of an academic, of a university, is to unlock the potential of others,” says Sheth. “We want to inspire others to do the same.”

At Goizueta, students come first. Your support of scholarships helps us attract and retain top students and improve the diversity and talent of our student body. Give today!

The post Introducing the 2023 Sheth Fellows appeared first on EmoryBusiness.com.

Concerns about the unchecked rise of AI are not new, and global media is increasingly sounding the alarm, citing concerns that range from invasion of privacy to an existential threat to human existence. 

Weighing in on this with compelling new evidence around the “unintended consequences” of AI is research by Goizueta’s Ramnath Chellappa and Information Systems PhD candidate, Jonathan Gomez Martinez.  

Uncovering the Threat 

Their paper, Content Moderation and AI: Impact on Minority Communities, takes a hard look at how the use of AI in social media could disadvantage LGBTQ+ users. And what they find is worrying.  

Chellappa, who is Goizueta Foundation Term Professor of Information Systems & Operations Management, explains that he and Gomez Martinez homed in on Twitter to explore how unchecked artificial language moderation might (mistakenly) censor the use of “otherwise toxic” language by failing to understand the context or nuanced use of the LGBTQ+ lexicon. Examples of this include “reclaimed language”—verbiage that would be a slur in other contexts—but is reclaimed and prosocial if used by the originally targeted community.  

“This is a community that has ‘reclaimed’ certain words and expressions that might be considered offensive in other contexts. Terms like ‘queer’ are used within the community both in jest and as a marker of identity and belonging. But if used by those outside the community, this kind of language could be deemed inflammatory or offensive.” 

Jonathan Gomez Martinez

Gomez Martinez adds: “We wanted to measure the extent to which AI’s lack of a nuanced understanding of what is ‘acceptable’ affects minority users’ online interactions. As humans, we understand that marginalized communities have long used ‘reclaimed words’ both in jest and as a kind of rallying cry. Our intuition was that the machine simply wouldn’t understand this without context—context that is more immediately apparent to people.” 

Determining the Impact of AI-Based Moderation 

To test this, he and Chellappa looked at data from social media behemoth, Twitter. During the pandemic in 2020, the platform made a significant shift to AI-based content moderation to accommodate stay-at-home measures. Data from Twitter’s proprietary Academic Research API afforded Gomez Martinez and Chellappa access to a complete listing of historical tweets and replies before, during and after this period. Together they analyzed a total of 3.8 million interactions (1.8 million tweets and 2.0 million replies) from a panel of 2,751 users, of which 1,224 self-identified as LGBTQ+ in their Twitter bios. Their study ran over four months, from January to May 2020, before, during and after the switch to machine-based moderation.  

Using the same tools that Twitter moderators deploy to moderate interactions, Gomez Martinez and Chellappa were able to measure any increase or decrease in pro-social, in-group teasing and toxic language among LGBTQ+ users: terms such as “bitch” or “queer,” which research shows to be a form of ritualized insults—dubbed “reading” by the community—which can appear inappropriate or incoherent to outsiders, says Chellappa.  

“Analyzing the language, we find a notable reduction in the use of terms that could be considered toxic. When the AI moderation is in effect, you see these users’ language become more vanilla,” he adds. Quantifiably so, in fact.  

Chellappa and Martinez find a 27 percent reduction in the use of reclaimed language among LGBTQ+ users. And while that doesn’t sound like much, it’s significant for the community, says Gomez Martinez. 

“Using in-language and reading each other is one way for this marginalized group to create a sense of community and social status. Not just that, we know from research that LGBTQ+ people use slurs and insults as a way of preparing themselves emotionally and psychologically for hostile interaction with heterosexual individuals. This kind of teasing and playing helps build resilience, so any reduction in it is significant.” 

Jonathan Gomez Martinez

Good Intentions May Breed Unexpected Consequences 

So what does this mean for social media, for the LGBTQ+ community or any marginalized group for that matter, that might be prone to automated censorship? And how does any of this play out in the context of broader concerns around AI? 

For Chellappa and Gomez Martinez, there is a major hazard in granting technology any degree of control over how human beings interact. And it’s rooted in the mismatch between good intentions and unexpected consequences. Their paper, one of the first to dig into the impact of AI on actual business and society, lays bare some of the real-world impact AI has already had on marginalized people. While this study looks at the LGBTQ+ community, it could equally apply to any group that is prone to bias or exclusion—racial minorities or any other underrepresented demographic. 

“Wherever you have user-generated content, you are likely to find communities with their own, unique way of interacting. We looked at LGBTQ+ Twitter users, but you could also look at the African American community, for instance.”

Ramnath K. Chellapa

At a time when social media platforms have become almost newslike in their influence, this is a concern. On the one hand, censoring certain demographics might earn Twitter et al an unwanted reputation for being anti-LGBTQ+ or racist, he adds. But there are even bigger stakes here than bad publicity. 

“Twitter has long aspired to be a kind of global town square,” says Gomez Martinez. “But you end up pretty far from that scenario if only some voices are truly heard, or if you start reinforcing biases because you are using a time-saving technology that is not equipped yet to understand the complexity and nuance of human interaction.” 

AI isn’t there yet, say Chellappa and Gomez Martinez. And they caution against using AI indiscriminately to expedite or streamline processes that impact human communication and interchange. If we don’t keep track of it, their research shows that AI has the potential to start dictating and moving people into normative behavior—effectively homogenizing us. And that’s a problem. 

Goizueta faculty apply their expertise and knowledge to solving problems that society—and the world—face. Learn more about faculty research at Goizueta. 

Ready to learn more about AI or level up your career? Learn more about Emory’s full-time MS in Business Analytics—now offering an AI in Business track—for early career professionals, or Emory’s advanced part-time MS in Business Analytics for Working Professionals. 

The post Is AI Censoring Us? appeared first on EmoryBusiness.com.

Imagine what a “one-stop shop” practice model could do for patients living with dementia. Rather than a confusing, disjointed continuum of care often linked to unnecessary emergency department visits and poor outcomes, consider a patient-centered medical home that meets patients where they are and provides both memory care and primary care, all in the same place. 

Since 2015, Emory’s Integrated Memory Care Clinic (IMC Clinic) has done just that—and garnered national recognition as a viable model to provide nurse-led primary and dementia care to specialized populations. Indeed, the IMC Clinic is one of the only comprehensive dementia care models across the U.S. that has achieved financial sustainability. Access remains limited, though, as some patients and their caregivers find it difficult to access the clinic, especially in the more advanced stages of the patient’s dementia. 

Reimagining Nursing and Expanding Access to Care 

To increase access to this innovative care, an expanded program—called IMC in Community (IMCiC)—opened in 2022 in the group care settings where these patients typically reside. Initially supported by philanthropic seed funding, the initiative recently garnered concept support, as well as a $1.5 million Reimaging Nursing Initiative grant, from the American Nurses Foundation. The program provides dementia-sensitive primary care within participants’ senior living communities, incorporating occupational therapists and dementia care assistants who help participants maintain independence for as long as possible. The practice works as an integrated team and includes registered nurses, licensed practical nurses, and clinical social workers who support patients and their care partners.

That’s where the business comes in. This year, Goizueta Business School researchers will begin to evaluate the IMCiC program, documenting and quantifying the value of the initiative and assessing its long-term viability as a sustainable business model. Moving forward, the program will follow a subscription-based model, with the aim of being financially self-sustaining. Program support will also rely on direct reimbursement from payers—for example, Medicare and Medicaid—for healthcare services.

Karen Sedatole, the Asa Griggs Candler Professor of Accounting, serves as the evaluation lead for the IMCiC grant.

Healthcare has been in financial crisis for some time. As business leaders and business educators, we must start taking a more active role in solving some of these problems.

Karen Sedatole, Asa Griggs Candler Professor of Accounting

Sedatole says “We can take an active role by helping to document the value that nurses bring to the IMCiC and other new care models, providing the analysis and financial insights to inform how these care models should be structured.” 

Understanding Nurse-Led Transformation 

Alzheimer’s disease, which is the most common cause of dementia among older adults, is the seventh leading cause of death in the U.S., often due to aspiration pneumonia from difficulty with swallowing. As the U.S. population continues to age and the needs become even more dire, care models such as the IMC and IMCiC could play an important part in providing a solution to support this vulnerable population.

“Nurses are the largest workforce in healthcare, yet somehow we’re also the most invisible when it comes to conversations about who is leading change and making a change,” says Carolyn Clevenger, the clinical director of the IMC Clinic and a professor in Emory’s Nell Hodgson Woodruff School of Nursing. 

“This project brings in both the innovation and expertise of nurses and allows them to be visible and out front,” she says.

It also improves the broken financial model and solves multiple problems for a population that needs help. That’s what nurses do – provide real, practical solutions for people today.

Carolyn Clevenger, clinical director, IMC Clinic

Since January 2022, the IMC Clinic and IMCiC have grown from seven to 19 employees who serve hundreds of patients in the greater Atlanta area. Nurses serve as the primary caregivers to these patients. However, the value of nurses is not always recognized. 

“Nurses are often talked about as an expense center–and one of the biggest expenses,” Sedatole says. “In this care model, the IMCiC team is focused on capturing reimbursement driven by nurses and demonstrating that nurses can be a revenue-generating source.”  

Partnering with More Senior Living Communities, Doubling Patients Served 

The IMCiC program is now in active growth mode and adding formal agreements with senior living communities, where nurses and dementia care assistants provide on-site support. The team began the year with one senior living community collaboration and has grown to six agreements, with more to come this summer. They’re also aiming to double the number of patients and families enrolled in the program, with the capacity to add another 500 patients.  

As the program moves into the second year of the three-year grant, team leaders are also beginning to compile consistent data from the project’s initial phase to evaluate important metrics around patient visits, hospitalizations, and financials.

“It’s important to go through this process and demonstrate proof of concept, using financial analyses and documentation of what works and what doesn’t within the business model to show that other practices around the country can do this,” says Ewelina Forker 23PhD, a recently graduated Goizueta PhD student in accounting, who is conducting the program evaluation alongside Sedatole.

To be sustainable, we need real, practical solutions that can help the millions of people who are affected by this nationwide.

Ewelina Forker 23PhD

So far, partners at the senior living communities have voiced major support for the weekly visits—and many have requested twice-weekly visits, either immediately or in the near future. Clevenger has created the fee structure to make this possible in 2023, as well as a staff pipeline to accommodate increasing demands as the program grows. For instance, dementia care assistants are supported with scholarships for nursing school, and they can continue to work part-time as companions to patients in need. 

The research shows that this type of program works for the outcomes that matter, such as keeping patients out of the hospital and de-prescribing high-risk drugs. We can’t do that as effectively unless we take care of patients with primary care and memory care in one location.

Carolyn Clevenger

Clevenger says “what the research hasn’t explained is that the reason we can cover costs is because we’re doing all of the services in one place, and that’s the viability and sustainability we hope to demonstrate with this care model.” 

At Goizueta, we build strategic leaders ready to tackle the complex issues in healthcare through a focus on innovation, strategy, social enterprise, and experiential learning. By leveraging Emory University’s healthcare expertise, Atlanta’s rapidly growing healthcare ecosystem, and our team of world class educators specializing in the business of healthcare, Goizueta positions its graduates to step into strategic careers to create the healthcare of tomorrow. Find out more. 

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But before the professorships and international conferences, before being a global expert in marketing and consumer behavior, before consulting with companies across the globe, before publishing 38 books, Sheth was a doctoral student at the University of Pittsburgh.  

He was living off barely-there minimum wage and trying to complete his dissertation when he received $500 in grant money from the institution.

“The funding became really valuable to me because I had no money,” says Sheth, who laughs at the memory. “That extra $500 went a long way towards completing my doctoral dissertation rather than delay, delay, delay. That idea stuck in my mind, too: All doctoral students have a scarcity of discretionary funds.”

That experience and awareness of what extra money could do for education led Sheth to create endowments, scholarships, conferences, fellowships–a multitude of opportunities for scholars young and old–at institutions across America, including Goizueta.

The Wide-Reaching Impact of the Sheth Fellowship

The Sheth Fellowship at Goizueta began 14 years ago, which means $114,000 or so has been awarded to doctoral students in the PhD program.

“When I first started the PhD program at Goizueta, I had two young daughters and my wife at home,” recalls Omar Rodríguez-Vilá 12PhD, professor in the practice of Marketing and academic director of education for the Business & Society Institute.

“Managing the family expenses with a stipend income was extremely difficult,” says Rodríguez-Vilá. “The financial assistance and the recognition the fellowship provided gave me the much-needed encouragement to continue the hard work of completing and succeeding in the PhD program. Jag’s long history of support and commitment to the success of doctoral students has made a significant impact on the journey of countless marketing scholars.”

It did for Karen Anne Wallach 07MBA 21PhD, who is now an assistant professor of marketing at the University of Alabama, Huntsville. “I was able to explore new research projects and develop what eventually led to my dissertation focus,” remembers Wallach.

In addition to being a Sheth Fellow, Wallach also expresses tremendous gratitude for working with Sheth as her dissertation advisor: “He donated money, but more importantly, he donated his time and wisdom. Without his knowledge, his time, his everything, I wouldn’t be the academic that I am today.”

But that’s not all: Similar endowments have been created at other universities within Georgia and across the country, particularly for the institutions where Sheth was a student or faculty member. There’s also an award given specifically to international students at six different universities–and it was started over 20 years ago. Each award winner has held a doctorate, thus far, and winners have included the prime minster of Egypt and the president of Ecuador.

Why Does Jagdish Sheth Feel So Strongly About Supporting Eager Scholars?

“I am a refugee from Burma (now Myanmar) and suffered a lot. Had I stayed, I would be less than grade-school educated myself,” explains Sheth, who grew up in a merchant community filled with family-run businesses.

“Education isn’t valued, but I was a good student and the youngest in the family, so I was allowed to study more. I saw education as a way out,” says Sheth. “The English language gives you worldwide mobility. I am so grateful that somebody saw my potential, so giving back becomes a natural process.”

In addition to the awards, the Sheth Foundation holds an annual, global consortium for doctoral marketing scholars. Over 100 universities send students to network with top scholars in the marketing field.

Further, the Sheth Foundation donates to the American Marketing Association, the Association for Consumer Research, the Academy of International Business, and the Academy of Marketing Science.

Sheth also gives back to roughly 80 charities through the Sheth Family Foundation, a separate organization that he runs with his wife, Madhu. Whereas the Sheth Foundation focuses on education and marketing, the Sheth Family Foundation is a vehicle for supporting the Atlanta and local Indian communities, including hosting a large cultural event to celebrate India’s Independence Day in August.

“I have always liked the idea of moving from success to significance,” says Jeffrey Rosensweig, long-time friend of Sheth’s, associate professor of finance, and director of The Robson Program for Business, Public Policy, and Government. “Jag is a success in every sense of the word, but he and Madhu are also people of significance, who have used their talent, time, and treasure to improve access to education, to share cultures and increase understanding, and to do the good works so desperately needed in our world.”

“I am a very strong believer that the mission of an academic, of a university, is to unlock the potential of others,” says Sheth. “We want to inspire others to do the same.”

The 2022 Goizueta Business School Sheth Fellows are:

• Deepak Agrawal 25PhD, Information Systems & Operations Management
• Ragip Gurlek 25PhD, Information Systems & Operations Management
• Paige Harrell 25PhD, Accounting
• Xinyi Huang 25PhD, Accounting
• Kyeongbin Kim 25PhD, Marketing
• Jianzhang Lin 25PhD, Finance
• Jonathan Gomez Martinez 19C 25PhD, Information Systems & Operations Management
• Joe Nixon 25PhD, Organization & Management
• Chen Tian 25PhD, Information Systems & Operations Management

Our students are our future, and the philanthropy and service that faculty like Jagdish Sheth provide help prepare students for a lifelong journey of impact. Support student flourishing at Emory University and give students the space to learn and grow, to realize their potential, and to find new ways to contribute to the world around them.

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Indeed, Google and other companies routinely suppress college degree requirements and other kinds of information in their recruitment processes to widen the pipeline. Although this is well and good, what happens once minority talent makes it into the organization? How effective are organizations–even those with the best intentions–at nurturing, engaging, and retaining that talent?

The statistics suggest that the Great Resignation is a massive problem for Corporate America, with the Bureau of Labor Statistics (BLS) reporting record numbers of workers quitting their jobs in Fall 2021. Among minority employees, the situation is even more grim. The BLS reports that with Black and other racial minority groups, turnover is a full 30 percent higher than among White counterparts, meaning that firms fail to realize full returns on their inclusive recruitment expenditure. Tackling this kind of attrition should be a priority for employers who are “authentic” and committed to diversity in their organizations, says Goizueta’s Arielle Lewis 26PhD.

“It’s not just getting people through the door; it’s about hanging onto them once they get there.”

How Do Race and Gender Influence Stigmatization?

For Black women coming into new organizations, there’s the dual “risk” of stigmatization on account of both race and gender, says Lewis. It is, therefore, all the more critical to ensure feelings of identity-safety for Black female employees through cues and signals that the workplace environment and culture welcomes and values them and their contribution as individuals.

One such cue may be the presence of other Black women who are thriving within the organization, with whom they may have common ground and shared life experiences of discrimination or bias growing up or in school. While this might work in theory, in practice, it’s a lot harder, says Lewis, and it’s because of the chronic underrepresentation of Black women in the American workforce. There just aren’t enough potential mentors to make it work in every organization.

Lewis advances a novel solution to this problem in her working paper with Evava Pietri, associate professor of psychology and neuroscience at University Colorado, Boulder, and India Johnson, associate professor of psychology at Butler University. And it’s based on the notion of stigma solidarity.

“Stigma solidarity happens when we identify with other people who might not be exactly the same as us, but whose life experience of stigmatization–race or gender-based discrimination and bias–is similar,” she explains. “Our theory is that a Black woman entering a workforce would expect a Latina employee to have similar experiences with racial discrimination and would, therefore, be able to identify with her. She’d also expect her to hold more positive views about Black women, which is key to enhancing identity safety.”

To test this, Lewis et al. ran two studies–online surveys–looking at whether Latina employees can act as identity-safety cues for Black women. They also looked at whether racial phenotype–skin tone, hair, and other characteristics–might enhance or decrease feelings of identification or expectations of having similar experiences.

“To do this, we analyzed the way that Black women expressed feelings of identification with white and Afro-Latina women,” she says.

Across both studies, Lewis et al. found that the Black women surveyed believed Latina women–whether white- or Afro-Latinas–have faced generalized bias in their lives, significantly more so than white female employees. When it came to the actual degree of bias or discrimination they had faced, the respondents felt that only Afro-Latina women were on a similar level as Black Women. In other words, they identified significantly more with this group than with white-Latinas or white women.

Interestingly, however, when white Latinas expressed their own previous encounters with racism, Black women’s feelings of identification and solidarity toward them increased significantly with the belief that these women would be more positive, supportive, and understanding in their perception.

Lewis et al. findings shed light on the ways in which marginalized individuals can forge connections with others in the workplace, based on identity and similarity.

For organizations and leaders looking to drive psychological safety and feelings of belonging among Black female recruits, a promising path forward could involve processes or initiatives that bring them together with women who’ve experienced bias or discrimination akin to their own.

That said, inclusive practices that simply “lump people together” should be avoided at all costs, cautions Lewis.

“Our study shows that shared experience of discrimination can be a critical mechanism in forging identity safety for people coming into an organization from marginalized backgrounds, especially Black Women dealing with the double stigma of race and gender,” she says. “Organizations and leaders interested in pursuing inclusive strategies around mentorship based on similarity also need to be sensitive to the differences and variability that exist within groups.”

Goizueta PhD students push the boundaries of what the world currently knows, examining critical issues that face business today. Learn more about this collaborative and research-driven program.

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Our faculty push boundaries – not settling for business as it is but looking at what business could be. Their research tackles the challenges of today and the opportunities of tomorrow.

Interim John H. Harland Dean Karen Sedatole

“That’s why the work we do at Goizueta is vitally important. We are preparing principled leaders to have a positive impact on business and society, equipping students for a data-driven world, and driving entrepreneurship and innovation,” Sedatole notes. “We continue to attract the best and brightest individuals to our school and are committed to building a community full of diverse ideas, perspectives, and lived experiences.” 

Stanford University published an update to the World’s Top 2% Scientists, a prestigious worldwide ranking of researchers for their career-long impact by the number of times their work is cited in other research.

The study, published in the journal PLoS Biology, is based on the bibliometric information contained in Elsevier’s Scopus database that includes more than 160,000 researchers from the more than 8 million scientists considered to be active worldwide, taking into account 22 scientific fields and 176 subfields.

Emory Business is proud to recognize these distinguished Goizueta faculty members among the top two percent of scholars in the world:

Anandhi Bharadwaj, vice dean for faculty and research, Goizueta Endowed Chair in Electronic Commerce, and professor of Information Systems & Operations Management

Tarun Chordia, R. Howard Dobbs, Jr. Chaired Professor of Finance

Ilia Dichev, Goizueta Foundation Chair in Financial Reporting, professor of Accounting

Sandy Jap, Sarah Beth Brown Professor of Marketing

Narasimhan Jegadeesh, Dean’s Distinguished Chair of Finance

Jay Shanken, Goizueta Chaired Professor of Finance

Jagdish Sheth, Charles H. Kellstadt Chaired Professor of Marketing

Goizueta faculty are eminent in their respective fields, advancing global knowledge and inspiring further research.

Learn more about the research projects driven by our esteemed Goizueta faculty.

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This curiosity grew into focused research and Barcellos has uncovered new findings that shed light on how leaders are perceived.

Barcellos found that investors who hear a CEO with a nonnative accent need to reconcile conflicting stereotypes to form coherent impressions. And they do so by attributing exceptional qualities to the leader—such as hard work—that carry over to the company as an investment.

These perceptions matter. Foreign-born chief executives oversee an estimated nine percent of all U.S. companies and more than 11 percent of Fortune 500 firms. How investors perceive these CEOs could have major implications.

Barcellos’ overall research investigates decision making that involves accounting information.  Kathryn Kadous, the Schaefer Chaired Professor of Accounting and director and associate dean of the PhD Program, has been his mentor.

“We first met when I was visiting Emory as part of a graduate program in Brazil. Sitting in on Kathryn’s PhD seminar completely changed my perspectives and ambitions,” Barcellos said. “I have no words to express my appreciation for all she has done as a mentor, scholar, human, and friend.”

As a first-generation student from Brazil, Barcellos challenged perceptions, too. Though no family had been in his shoes, that gap was quickly filled.

Goizueta Business School and The Roberto C. Goizueta Foundation have provided me with everything to exercise my creativity, take risks, and grow as a scholar.

Leo Barcellos 22PhD

“I’ve had the funding, mentoring, and inspiration for bold research projects that have been accepted for publication in the premier journal in accounting, and for presentation in prestigious conferences,” Barcellos said. “I will always be grateful.” 

Barcellos will pay his mentorship and experiential learning forward as he joins the W. P. Carey School of Business at Arizona State University as an assistant professor of accounting.

Goizueta celebrates a long tradition of courageous inquiry and academic scholarship, encouraging student and faculty research and collaboration on ideas that will propel business forward. Learn more about the Goizueta Business School PhD in Business program.  

This May, hundreds of Goizueta graduates will walk out of our doors ready for the workforce. Learn more about the celebration and register for Goizueta’s Commencement activities. Continue to check out the stories of our amazing students all month long.

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This year’s Commencement festivities will begin Wednesday, May 4, and continue through Monday, May 9. “I am so proud and humbled to celebrate alongside you as we welcome the newest graduates of our esteemed institution, and the newest members of our Goizueta alumni family,” Interim Dean Karen Sedatole says. “This year’s class has been faced with challenges like no other. Their resilience, resolve, and commitment to our school and overall community has been truly remarkable.”

Graduating students and guests are invited to attend the 177th Emory University Commencement on the Quadrangle on Monday, May 9 at 8:30 a.m. Attendees will enjoy the pomp and circumstance of Emory’s processional march, which will feature full academic regalia, the keynote address, honorary degree presentations, the president’s address to the graduating class, and the formal distribution of student degrees earned.

This year’s keynote speaker will be Tyler Perry, a world-renowned producer, director, actor, screenwriter, playwright, author, songwriter, and entrepreneur. Perry founded Tyler Perry Studios in Atlanta in 2006, which has brought more than 400 jobs to the Atlanta area. In 2019, the studio held its opening gala and is now one of the largest production facilities in the country. Beyond filmmaking, Perry is known for his philanthropic work through the Perry Foundation which strives “to transform tragedy into triumph by seeding individual potential, supporting communities and harvesting sustainable change.”

Tyler Perry is a visionary creative force — writing, directing, producing and performing in plays, films, and TV shows that move, entertain and inspire. Whether funding scholarships for talented students, covering the grocery bills of elderly Atlanta residents, or supporting global disaster relief, he is renowned for creating opportunities and giving back to his community.  

Emory University President Gregory L. Fenves

During the ceremony, Emory will also distribute two honorary degrees to Louise Glenn and Sally Yates. Glenn is a founding trustee of The Wilbur & Hilda Glenn Family Foundation where she helps lead the foundation’s work on cancer research, civil rights and human rights, and health and wellness. Yates is a former acting U.S. attorney general and former U.S. deputy attorney general. During her Department of Justice tenure, Yates was responsible for all of the department’s 113,000 employees, all U.S. attorney’s offices, and the Bureau of Prisons.

In addition to the main ceremony, Goizueta graduates from every program will celebrate all week long with smaller, program-specific ceremonies and celebrations.

“We believe business is a vehicle capable of delivering meaningful, lasting impact on society,” Sedatole says. “In this graduating class, I see so many principled leaders ready to solve the biggest problems of our future. I cannot wait to see where they go next, the ways they will continue to thrive, and how they will leave their mark on the world around us.”

Goizueta Commencement events are not ticketed and have no guest limit but do require completion of a registration form to gather important details. Please refer to the Goizueta Business School graduation and Commencement website for a complete listing of activities.

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On Feb. 14, Provost and Executive Vice President for Academic Affairs Ravi V. Bellamkonda announced James as the next dean of Goizueta Business School. James comes to Emory from the University of Southern California’s Marshall School of Business, where he serves as deputy dean, E. Morgan Stanley Chair in Business Administration, and professor of data sciences and operations. James will take up the deanship July 1.

“Dr. James is a demonstrated leader with the vision and experience to elevate the Goizueta Business School to even greater heights of success,” says President Gregory L. Fenves. “The future of business education and scholarship touches all aspects of our lives, the way we work, and how we create opportunities for the future. Dr. James understands that preparing business leaders requires a broad set of skills that are informed by impactful research as well as real-life experiences in a complex, interconnected economy. Atlanta is home to some of the most dynamic and diverse businesses in the nation, and I look forward to seeing Dr. James deepen Emory’s partnerships like never before.”

James is keen to begin his work at Goizueta, noting, “Emory and Goizueta have impressive ambitions to become even stronger institutions. I’m looking forward to working with President Fenves, Provost Bellamkonda, and our faculty, staff, and students to transform that ambition into a reality. I’m also excited to be at a school whose very name represents an important legacy for both Emory and the Atlanta region.”

An active and dynamic leader in his time at the Marshall School of Business, James has most recently served as interim dean (2019-2020), during which he led the school’s COVID-19 response, and deputy dean (2020-2022), a position created to retain him at school-level leadership; he has also served as vice dean of faculty.

He believes in building a strong leadership team, providing them with the resources and support they need, and then getting out of their way, so they are empowered to do their jobs. “People rise to the challenge when you demonstrate confidence in their abilities,” James concludes.

This theme of support continues as James lists his priorities: supporting faculty and staff in their ambitions to push Goizueta forward in its research and education missions, and increasing the school’s revenue base to support the recruitment of high-quality faculty and staff and provide scholarship funding for students.

“Dr. James has an excellent grasp of our strengths, understands our desires and ambitions for the school, and has plans to realize them. We’re thrilled to have someone of his caliber advance the teaching and research missions of Goizueta,” Bellamkonda says. “Chosen from an extraordinary pool of candidates, Dr. James stood out as a proven leader who uses data-driven decision-making, has an affable leadership style and a great sense of humor, and is as ambitious for Goizueta as we are.”

A statistician by training and a New Zealander by birth, James graduated from Stanford University with a PhD in statistics in 1998 after receiving a Fulbright Scholarship in 1994. Prior to that, he studied at the University of Auckland in New Zealand, where he earned a bachelor of science and bachelor of commerce degrees.

James has been an active scholar, authoring numerous journal and discussion articles, books, conference proceedings, and book chapters. In particular, he has published extensively in the areas of functional data analysis and high dimensional statistics. His work has been cited approximately 20,000 times. In fact, just in the period since COVID hit he has published six top-tier journal articles along with the second edition of his highly successful co-authored textbook, An Introduction to Statistical Learning. James has acted as the PI or co-PI on several National Science Foundation research grants and has served as an associate editor for five top research journals. He has won two Dean’s Research Awards, and is an elected Fellow of the American Statistical Association and the Institute of Mathematical Statistics.

James is also a superb teacher and mentor. In addition to the Evan C. Thompson Faculty Teaching and Learning Innovation award, he has won Marshall’s Golden Apple for best instructor in the full-time MBA program three times. He has also been awarded Marshall and USC’s highest honors for mentoring junior colleagues and graduate students, including the Dean’s Ph.D. Advising, USC Mellon, Evan C. Thompson and Provost’s Mentoring awards.

“I want to acknowledge the deep care with which the Search Advisory Committee, led by Dean Vikas P. Sukhatme of the School of Medicine, approached their task. Their commitment to excellence and great love of Emory were evident in every part of the search process,” notes Bellamkonda.

“It is with great esteem that I acknowledge the many contributions of Interim Dean Karen Sedatole to Goizueta Business School and Emory University. Her ability to enhance the Goizueta student experience and strengthen the school’s connection with the community while leading the school through a pandemic is greatly appreciated,” he continues. “Dean Sedatole has been an integral part of our student flourishing initiative, and we owe her deep appreciation for her leadership during this critical period for our Goizueta Business School.”

Among Sedatole’s many accomplishments are the launch of The Roberto C. Goizueta Business & Society Institute and The Roberto C. Goizueta Center for Entrepreneurship & Innovation. Under her leadership, Goizueta also launched The Roberto C. Goizueta Global Classrooms, elevating classroom experience and global reach through innovative technology; the Peachtree Minority Venture Fund, a million-dollar student-run venture capital fund focused on empowering underrepresented founders; the John R. Lewis Racial Justice Case Competition, a student-run competition that examines how companies can address racial injustice within their organizations and in society; master of analytical finance degree, led by Wall Street professionals, which offers hands-on experiences to support next-generation careers in sales and trading, investment management, FinTech, and investment banking; and the online executive MBA, a new format of Goizueta’s EMBA program.

About Goizueta Business School

Business education has been an integral part of Emory University’s identity since 1919. That kind of longevity and significance does not come without a culture built on success and service. Emory University’s Goizueta Business School offers a unique, community-oriented environment paired with the academic prestige and rigor of a major research institution. Goizueta develops business leaders of today and tomorrow with an undergraduate degree program, a two-year full-time MBA, a one-year MBA, an evening MBA, an executive MBA, an MS in business analytics, a master of analytical finance, a doctoral degree, and a portfolio of non-degree Emory Executive Education courses. Together, the Goizueta community strives to solve the world’s most pressing business problems. The school is named for the late Roberto C. Goizueta, former chairman and CEO of The Coca-Cola Company.

For more information, visit goizueta.emory.edu.

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