Our Faculty

Noushi Rahman


Lubin School of Business

Management and Management Science

  • @New York City
    One Pace Plaza W-465
Office Hours
New York City

Mon (by Appointment Only)

Wed (by Appointment Only)


PhD , Graduate Center/Baruch College, CUNY , New York, NY , 2003
Business (Strategic Management)

MPhil , Graduate Center, CUNY , New York, NY , 2003
Business (Strategic Management)

MBA , Baruch College, CUNY , New York, NY , 2001
En Route (Strategic Management)

BS , University of South Alabama , Mobile, AL , 1997
General Management

Awards and Honors

  • Beta Gamma Sigma, 2013 - Beta Gamma Sigma outstanding chapter advisor nominee
  • Pace University, 2012 - Distinguished Service Award
  • Pace University, 2012 - GreenPace Award
  • Pace Academy, September 01, 2012 - Faculty Scholar
  • Academy of Management, August 2012 - Caroline Dexter Award Nomination
  • Wilson Center for Social Entrepreneurship, 2009
  • Inaugural Pace Pitch Contest (hosted by JPMorganChase), 2004
  • Pace University, 2003
  • Graduate Center, CUNY, 2001
  • Graduate Center, CUNY, 2000
  • Baruch College, CUNY, 1997
  • University of South Alabama, 1997
  • University of South Alabama, 1995


Rahman, N. & Sampath, V. (2016, August). Corporate Corruption. Craig Carroll (Eds.), The SAGE Encyclopedia of Corporate Reputation. New York, NY, USA: SAGE Publications.

Post, C., Rahman, N. & McQuillen, C. (2015). From board composition to corporate environmental performance through sustainability-themed alliances. Journal of Business Ethics. Vol 130 (Issue 2) , pages 423-435. http://link.springer.com/article/10.1007/s10551-014-2231-7

Rahman, N. & Tekula, R. (2014). A replicable evaluation method of social entrepreneurship centers and programs. Charles Wankel and Larry Pate (Eds.), Emerging Research Directions in Social Entrepreneurship. Advances in Business Ethics Research: Springer. Vol 4

Adams, S. B., Eisner, A. B., Korn, H. J. & Rahman, N. Retrenchment, organizational slack and shareholder wealth: An empirical study. Managerial And Decision Economics.

Rahman, N. Stress across the seven seas: Cultural influence on occupational stressors in nursing. Work & Stress.

Rahman, N. & Lala, V. Testing non-response assumptions in response rate calculations. Organizational Research Methods.

Rahman, N. & Naumi, F. Toward an upper echelon theory of the public sector. Public Performance & Management Review.

Gannon, R. & Rahman, N. The Formation of International Strategic Alliances by Born Global Firms: A Theory-Grounded Review. T. K. Das (Eds.), Strategic Alliances in a Globalizing World. Charlotte, NC: Information Age Publishing.


Davila, L., Rahman, N. & Sampath, V. (2015, August). Academy of Management. A tale of doing good while not doing well: An agency theory paradox of corporate social responsibility and bankruptcy. Academy of Management, Vancouver, Canada

Rahman, N., Sampath, V. & Gardberg, N. (2015, August). Academy of Management. Crime and punishment: A meta-analysis of the effects of firm misconduct on market valuation. Academy of Management, Vancouver, Canada

Sampath, V., Rahman, N. & Gardberg, N. (2013, August). Academy of Management. Corporate misconduct, rehab and reintegration: Effects of corporate reintegration initiatives on sanctions severity. Orlando, FL

Sampath, V., Rahman, N. & Vambery, R. (2013, July 1). Academy of International Business Conference in Istanbul Turkey 2013. Corruption in Multinational Enterprises: The Confluence of Corruption Culture Distance and Firm Core Values. Academy of International Business , Istanbul, Turkey

Gardberg, N., Sampath, V. & Rahman, N. (2012, August). Academy of Management. Corruption and corporate reputation: The paradox of buffering and suffering. Boston, MA

Grants, Contracts and Sponsored Research

Rahman, N. (2013, September). Faculty Scholar.
Pace Academy , Pace University , $4,000.00 . Funded,Firms across industries have started to embrace environmentally responsible practices as a response to mounting stakeholder pressures to reduce harmful impact on the natural environment. Whether investments in environmental responsibility yield a sufficient return is an empirical question. In the past 10 years, there has been a surge of empirical studies that examined the relationship between corporate environmental performance (CEP) and corporate financial performance (CFP). The burgeoning number of empirical studies on CEP-CFP relationship has prompted the publication of three meta-analyses on topc (Dixon-Fowler, Slater, Johnson, Ellstrand, & Romi, 2013; Gabriel, 2012; Horvathova, 2010). In addition, three more meta-analyses have addressed the CEP-CFP relationship as part of its overall goal of examining the corporate social performance (CSP) and CFP relationship (Orlitzky, 2003; Walsh et al., 2007; de Brito & Berardi, 2010). What is disconcerting is that with the exception of citing Orlitzky et al. (2003), the first meta-analysis on this topic, the more recently published meta-analyses have not cited other meta-analyses published in the earlier years. The results reported by these studies are not readily comparable either. Therefore, there remains critical a need for a comprehensive meta-analysis on the CEP-CFP relationship; such a meta-analysis would not only incorporate the strengths and overcome the weaknesses of prior meta-analytic efforts, but also reconcile the seemingly different results of the three extant meta-analyses on CEP-CFP relationship.


  • Academy of Management (member)


  • LFC - Tenure and Promotion [Committee Member]
    Desc: Reviewed and deliberated on six tenure and/or promotion applications
    Committee's Key Accomplishments: The Committee Chair submitted the Committee's report to the Dean and the CDFPT
  • LFC - Curriculum - Graduate [Committee Member]
  • LFC - Doctoral Education [Committee Member]
  • LFC - Tenure and Promotion [Committee Chair]
    Desc: Convened and presided over the TAP meeting. Reviewed and deliberated on three e-dossiers. Drafted and submitted TAP Committee recommendations to the Dean.
    Committee's Key Accomplishments: Successfully reviewed and deliberated on three e-dossiers. Results are confidential.
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