Welcome to the Bloomberg Businessweek Education Resource Center

The Education Resource Center provides detailed information on how to get started with the B-School Connection Program and outlines the value-added benefits available through our program partnership.

The Resource Center is a one-stop shop for professors in our program, delivering robust teaching tools and resources, including weekly Instructor Guides by discipline, discussion and quiz questions, curriculum integration ideas and more. 

Get Started Now

Sign Up for Weekly Instructor Guides

Instructor’s tools, classroom exercises & guides emailed directly to professors weekly makes classroom integration easy. Register Now

B-School Connection Program

Transform Your Students Into Leaders. Strengthen critical and strategic thinking with the Bloomberg Businessweek B-School Connection Program.

Download a Classroom Order Form

If you are an Educator, click here to download a sign-up form to hand out to your students in class.

Current Readings

Peak Cheap in China

James Richardson, Ph.D.  |  Business Strategy

After burning billions of investor dollars to attract users and grow market share, mergers and acquisitions among China’s on-demand service providers promise to create dominant players and bring profits. The question is will Chinese users continue to call without the steep discounts.

Is the U.S. Missing the TPP Train?

Thomas Coe  |  Business Fundamentals

The U.S.-led Trans-Pacific Partnership has competition from the Chinese-led Regional Comprehensive Economic Partnership. Both agreements have their boosters and detractors. The conflict illustrates how economics and politics are globally intertwined and are on the political front burner this election year.

We’re Paying CEOs All Wrong

Delvin D. Hawley, Ph.D.  |  Finance

More than half the CEOs in the S&P 500 index received compensation last year that was at least in part linked to stock returns. But research from behavioral economists says most existing compensation plans lack any assessment of whether millions in cash and stock motivate the executive brain and that boards could pay CEOs less by giving them more near-term incentives.

We’re Paying CEOs All Wrong

Katherine Campbell, Ph.D.  |  Org Behavior & HR

Although executive compensation at public companies is increasingly reliant on stock-based compensation and long-term incentives, these approaches may not be optimal. Behavioral economists argue that increased reliance on carefully crafted short-term incentive pay could incentivize executives more cheaply and effectively. Mandated compensation disclosures that increase transparency, however, may actually be impeding change and experimentation that behavioral economists believe could improve the effectiveness of executive compensation.

Scaling Up Is Hard to Do

Craig A. Turner, Ph.D.  |  Entrepreneurship

Business incubators, accelerators, innovation labs, and a smorgasbord of other entities exist to create or jumpstart entrepreneurial endeavors, but a recent trend of note is to help existing small businesses take their goods and services to the next level.

New Rule Takes the Wind Out of Public Lands

J. Vincent Eagan, JD, Ph.D.  |  Business Law

The federal government is establishing new rules allowing for competitive bidding on selected government tracts for renewable energy projects. These tracts will cleared in advanced for significant environmental conflicts. There are currently eighteen leasing zones for solar power but no designated zones for wind power on public lands.

Snooze

Michael S. Raisinghani, Ph.D.  |  Marketing

An Olympics TV ratings slip among viewers age 18-34 is raising questions about NBC’s ability to profit from the games long term. One reason: Sports fans are getting older.

Amazon’s Shifting Tax Story

Michael S. Raisinghani, Ph.D.  |  Operations Management

Amazon’s tax strategy draws the scrutiny of regulators in the United States and Europe. What is Amazon’s core tech worth? It depends on which taxman asks.

Yasso's Big Fat Frozen Greek Yogurt Success

Craig A. Turner, Ph.D.  |  Entrepreneurship

An unexpected occurrence offered the founders of Yasso, a five-year-old company with an already established market in the northeastern United States, an opportunity along with a decision to expand. The business now earns $50 million in sales.

This Is Your Company on Blockchain

Larry Walther, Ph.D., CPA, CMA  |  Accounting & Taxation

Get ready for Blockchain, which is likely to become as ubiquitous as the Internet. Blockchain is encrypted cloud-based data that captures everything about all transactions. It may ultimately displace many accountants, but how will an auditor audit such data?

The 'Rithm Is Gonna Get You

Bob Cohen, MBA  |  Exploring Your Potential

The decision to leave her job as a tenure-track math professor at Barnard College and join hedge fund D.E. Shaw in 2007 seemed like a no-brainer. Cathy O’Neil would apply her math skills to the financial markets and make three times the pay. What could go wrong?

A Chainlet with a Big Data Edge

Bob Cohen, MBA  |  Exploring Your Potential

A visitor to any one of Bull Moose’s twelve stores in Maine and New Hampshire would be hard-pressed to see the future of brick-and-mortar retailing there. The uniform display racks and fluorescent lighting are utilitarian, offering up a warehouse-size selection of new and used CDs and LPs, movies (including straight-to-VHS horror flicks), video games, and books that evokes the golden era of the 1990s. What sets Bull Moose apart from other independent media store chains is the software behind it.

Virtual Assistants Need Assistance

Angelina I. T. Kiser, Ph.D.  |  Information Technology

Virtual assistants are here. They have hearing problems, though.

Healthy Meals for the Grab-and-Go Crowd

Eric Cardella  |  Economics

Startup Snap Kitchen is trying to capitalize on the growing demand for healthy fast food. The company operates several small stores that sell ready-made, grab-and-go meals to customers who embrace eating healthy.

Amazon's Shifting Tax Story

Duane Helleloid, Ph.D.  |  International Business

Like many global technology companies, Amazon has actively pursued tax strategies that minimize the taxes it has to pay. In 2005, for example, it shifted certain intellectual property from the United States to a limited liability partnership in Luxembourg, valuing the assets at just over $200 million. Since then, those assets have generated revenue (e.g., licensing fees) of almost $6 billion. Now both the IRS and EU tax authorities are exploring whether Amazon has been underpaying taxes in their jurisdictions.

Show More...

Feedback