James McGlinch is a doctoral student at the Wharton School of the University of Pennsylvania focused on corporate strategy. His research examines under what conditions the integration of environmental, social, and governance (ESG) issues into corporate strategy may impact firm performance; particularly during periods of corporate restructuring, reorganization, and economic or financial distress; and the propensity of senior managers, shareholders, and other stakeholders to effectively anticipate such impacts.
Prior to Wharton, James began his career in equity research at Barclays Capital, followed by positions in global investment research at Goldman Sachs and mergers & acquisitions investment banking at Credit Suisse. He is a CFA Charterholder.
Abstract: A growing body of research has extended the analysis of the materiality of ESG criteria from the perspective of equity investors to creditors. Past research and analysis have demonstrated the link between better management of ESG criteria and better management of risk overall. Despite this growing consensus and consistent evidence that ESG performance is correlated with credit risk, no empirical evidence has yet linked ESG performance to cost or expense variances or revenue shortfalls that could explain these correlations.
The authors attempt to address this lack of mechanism‐based empirical evidence by citing and then building on a number of well‐publicized cases with analysis of two major ESG issues—indigenous land claims and biodiversity—as they affect the global project finance and agriculture sectors. Broadening these single‐sector results, the authors use a novel dataset providing systematic coding of material events reported in the media across a variety of empirical settings to produce the first large‐sample empirical evidence of the mechanisms linking ESG performance to credit risk.
MGMT101 - INTRO TO MANAGEMENT
We all spend much of our lives in organizations. Most of us are born in organizations, educated in organizations, and work in organizations. Organizations emerge because individuals can't (or don't want to) accomplish their goals alone. Management is the art and science of helping individuals achieve their goals together. Managers in an organization determine where their organization is going and how it gets there. More formally, managers formulate strategies and implement those strategies. This course provides a framework for understanding the opportunities and challenges involved in formulating and implementing strategies by taking a "system" view of organizations,which means that we examine multiple aspects of how managers address their environments, strategy, structure, culture, tasks, people, and outputs, and how managerial decisions made in these various domains interrelate. The course will help you to understand and analyze how managers can formulate and implement strategies effectively. It will be particularly valuable if you are interested in management consulting, investment analysis, or entrepreneurship - but it will help you to better understand and be a more effective contributor to any organizations you join, whether they are large, established firms or startups. This course must be taken for a grade.
Finalist, Best Proposal Award for Rigor in Research, Competitive Strategy Interest Group, Strategic Management Society Annual Meeting, 2020