Search

Showing 151 - 160 of 642

Pandemic Sends Airlines into Nosedive

Johns Hopkins Lecturer Terry Leitch offers insights into how the airline industry will recover from the pandemic

The end of AI’s artificial scarcity

A small, little-known Chinese tech company is forcing investors to rethink the economics of artificial intelligence. Bernard T. Ferrari Professor Tinglong Dai shares his insights.

University resources for alumni

Johns Hopkins University resources include:

Johns Hopkins University Alumni Association—From reunions to networking, crab feasts to world travel, stay connected with your classmates and to Johns Hopkins.
Johns Hopkins Magazine—Keep up with university news, research, and alumni happenings, online and in print, with this award-winning publication produced four times a year.
Johns Hopkins bookstore—Stock up on the latest Johns Hopkins gear and accessories, gifts and electronics, and books and periodicals (print and digital).
Johns Hopkins libraries—Alumni enjoy in-person and online access to the Johns Hopkins libraries, totaling three million books across four campuses.
Johns Hopkins KnowledgeNet—Alumni have access to an online library with thousands of academic journals, articles and reference materials
Johns Hopkins sports—Follow your favorite teams and receive special invitations and perks at Blue Jays Unlimited.
Ohser Lifelong Learning Institute—Discover non-credit programs for retired and semi-retired individuals. The Institute offers a wide array of courses, lectures, and activities, along with social events during fall and spring semesters.
Odyssey—Take advantage of a wide selection of non-credit courses, workshops, and lectures for adults, delivered by Johns Hopkins faculty and community experts. Johns Hopkins alumni discount available.

Update your contact information here.

Seeing Forecasts in Verbal Rather than Numerical Form

New paper by Johns Hopkins Carey Business School Assistant Professor Robert Mislavsky, a marketing expert, looks at little-examined area of probability forecasting.

Cameron Martel is an Assistant Professor at the Johns Hopkins Carey Business School. His research investigates why people believe and share misinformation, what forces shape online social networks, and which content moderation interventions are effective for improving information quality online. He uses a variety of methods to examine these topics, including online survey experiments, social media field experiments, behavioral economic games, and computational social science analytics. He joined Carey in 2025 after receiving a PhD in Management Science from MIT Sloan School of Management

Paul Walsh

Paul Walsh is the assistant dean for Teaching and Learning at Johns Hopkins Carey Business School. His experience is in academic innovation, expanding access to high-quality educational opportunities, and developing engaging credit and non-credit online courses and programs. Before coming to Carey Business School, Walsh served as the director of the Office of Digital Learning at the University of Maryland Smith School of Business, where he focused on leveraging instructional design, educational technology, data, and multimedia. His team supported high-quality online instruction and created

Accelerated Electives

photo illustration depicting two people sitting across from each other framing on their hands, pointing to a graph on the table. Also pictured is a laptop, notepads and pens

The Flexible MBA program at Carey offers a few courses in an accelerated format, such as Power & Politics, Strategy Execution, and Innovative Leadership in Uncertain Times. In this format, students will complete most of the two-credit course in person over three days at Carey Business School or an off-site location. Students are required to complete pre-work and attend one to two virtual synchronous sessions prior to the in-person component. Most accelerated courses also require students to complete post-visit online work.

The total amount of work is commensurate with any two-credit course at Carey. These courses allow online students a chance to truly experience the Carey Business School community and network with faculty, staff, and other students.

: This course is an intensive, experiential-learning opportunity focused on honing students’ leadership and decision-making in the kinds of uncertain, dynamic, and complex environments facing modern organizations. Centered around a multi-day “leadership challenge” simulation, students will be thrust into a developing crisis scenario and work in multidisciplinary teams to deliver an innovative solution while experiencing first-hand the challenges of adapting leadership to a dynamic, evolving environment where little is certain. This high-impact experience allows students to focus on developing their empathy, competence, and agility as they are asked to meet the needs of different stakeholders and address tensions and trade-offs that arise during the challenge.
Students reflect on this experience and walk away with strategies for their own leadership in uncertain times.

: The purpose of this course is to immerse you in issues and dynamics related to power and politics within organizations. We seek to make power and politics discussable, recognizable, and usable. In other words, this course is designed to fuel learning of concepts that are useful for understanding, analyzing, and harnessing power and political processes. But beyond discovering ways to extend your own power, influence, and political skill, we will also uncover lessons about ways in which power and influence can blind and deceive you, and how you might better navigate situations in which you are up against relatively more powerful people or forces.
The course will use a range of learning methods including theoretical and business articles, cases, exercises, assessments, and simulations. It will cover a variety of topics ranging from political skills, bases of power and influence, dangers of power, power and change, and leading with power.

: After a strategy is developed and receives the required approvals, what happens next? CEOs often state that strategy execution is critical to the success of the firm, yet this is often an overlooked capability in many organizations. In this course, students address the approaches and skills needed to execute strategies for long-term success. Whether the strategy calls for acquisitions, digital transformation, organic growth, international expansion, or other shifts, the course will cover the essential elements needed for managers at all levels. Learn how theory and research can help you lead through real world challenges in business today.

Eligibility for each accelerated elective course will depend on pre-requisites listed in SIS. Please consult with your academic advisor for any questions regarding how each of these courses might apply to your degree requirements or specializations.

Tuition and accelerated course fees (Offsite or Onsite, depending on the location of each section) are applicable to all students, regardless of status.

At the Nexus: Exploring the application of generative AI

New “Generative AI for Business” course helps students from engineering, policy, and other disciplines understand the potential of AI.

The unintended consequences of green ride-hailing

Assistant Professor Yuexing Li explores the unintended consequences of adding more environmentally friending ride-sharing vehicles to the roads. Under certain conditions, increasing the number of green ride-hailing vehicles could make emissions worse.

Search

Financial aid next steps

Pandemic Sends Airlines into Nosedive

The end of AI’s artificial scarcity

University resources

University resources

Alumni

University resources for alumni

Seeing Forecasts in Verbal Rather than Numerical Form

Cameron Martel, PhD

Cameron Martel, PhD

Paul Walsh

Paul Walsh

Accelerated Electives

Accelerated Electives

Related pages

Student Experience

BU.142.705 Innovative Leadership in Uncertain Times

BU.151.770 Power and Politics

BU.142.715 Strategy Execution

At the Nexus: Exploring the application of generative AI

The unintended consequences of green ride-hailing