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On Goizueta Business School’s courtyard, a policy shift is underway: a significant overhaul of the current Bachelor of Business Administration (BBA) club policy. The days of eager, terrified first-years marching in suits to harsh interviews are now behind us due to the BBA Council. The business school has barred Emory College of Arts and Sciences first-years from being a part of its clubs — which have traditionally required students to go through two to four application rounds — and has prevented clubs from requiring competitive application processes. Despite being initially aimed at enhancing the student experience, it is clear that this school policy is inadvertently fostering rivalry among all general body members as they are now competing against a larger pool of students for internal projects and team placements. This policy weakens the level of impact any one student can have. By creating a more competitive yet lackluster learning environment, this BBA Council policy desperately needs to be overturned in the 2024-25 school year.
This change in club policy is akin to applying a band-aid to a much more pressing wound: the cutthroat, exclusive culture surrounding Emory University’s business school. Rather than diluting the value students garner from joining business clubs, of which there are very few on campus, Emory should respond to business students’ high demand for experience in the industry by expanding the scope of its opportunities.
Our academic community now faces a crucial moment of reflection. This policy of supposed inclusion that was intended to refine the student experience is now under scrutiny for its exacerbation of the competitive business atmosphere. Clubs like Emory Impact Investing Group have gone from accepting five to seven students per semester to having over 100 students accepted as junior members, according to the Hub, raising the issue of whether it is fair to reduce the competitive nature of campus clubs in an effort to increase student involvement and provide resume-building opportunities. BBA clubs give general body members busywork and assignments to try to scare them off. This ultimately does these students a disservice and takes away a large degree of the sense of connection in the clubs, which is typically one of the top benefits.
BBA Council President Michael Chan (22Ox, 24B) and Vice President of Clubs Ethan Parker (25B) wrote in an email to the Wheel that there are multiple new policies being implemented to provide access and opportunities to all students, which they hope will “[bridge] gaps in access and information.” However, they acknowledged that there have been issues with implementation, as highly selective clubs have continued to introduce competitive selection processes for internal club positions, which undermines the intent of the new policy to reduce intra-club competition.
Yes, Goizueta’s current club culture cultivates a sense of unhealthy competition among students, inevitably turning peers into rivals rather than collaborators. It is obvious that this phenomenon mirrors many of the cutthroat tendencies the business world already exhibits. However, rather than replicating this detrimental culture under the guise of a more accepting community, the business school should aim to create a new, more inclusive and supportive environment for all Emory students.
This current policy is not the way to achieve this vision. We advocate for a fundamental shift in the culture of existing clubs and the creation of new ones that prioritize collaboration over resume-fodder activities. This would involve incorporating the traditionally exclusive club opportunities of working with external companies and nonprofits into class materials that all interested students have an equal chance of joining.
In confronting the current trajectory of Goizueta’s business clubs, it is clear that students cannot just rely on the BBA Council to resolve these issues of cutthroat competition and should act to proactively shape a future where collaboration, diversity and collective growth define success. A critical starting point lies in revisiting Emory’s first-year curriculum, particularly the Emory Edge class (ECS 101), in which students are encouraged to develop friendships as well as think critically about their four years at Emory. Students who value a more open-minded business environment should not only scrutinize the content of such classes meant to help students develop relationships but also instill a cultural shift — one that places collaboration above competition. By fostering an environment where students are encouraged to work together toward common goals outside of competitive clubs that are not equitable for all Emory students, the business school needs to lay the foundation for a business education that reflects the values they aspire to embody by introducing their own version of Emory Edge for prospective BBA students to develop connections before having to compete with each other for networking opportunities, club positions and job interviews.
Furthermore, the first-year policy is tied to how tuition is dispersed, according to Senior Associate Dean and Director of the BBA Program Andrea Hershatter. First-year students do not pay for the BBA program, Hershatter said, and their student activities fee split stays with the College Council and the Student Government Association. First-year students can still join open-access BBA organizations, such as Goizueta Pride or the Pre-BBA Association, Chan and Parker wrote.
However, the exclusivity imposed by the current freshman ban policy hinders the exploration of a variety of fields. Advocacy for its reversal is not merely a call for inclusivity but a commitment to preventing business from evolving into an exclusive domain: It is clear that in efforts to develop a more accepting atmosphere for upperclassmen, underclassmen have been ignored and we will surely see the ripple effects of limited academic and professional exploration in the future. Though freshmen may not currently be contributing to Goizueta’s endowment, if they choose to join the business school, they will do so in the coming years. Because of this intentional disservice to pre-BBA students, Goizueta will be receiving a less motivated and knowledgeable student body. Allowing freshmen to navigate various realms of interest and encouraging exploration broadens students’ potential to find their true passion.
As we consider these changes, it is worth noting that the BBA Council is actively collecting feedback from BBA Club Leaders. Chan and Parker voiced student concerns about the practical challenges of managing many promotional applicants, which could inevitably dilute the club’s ability to collaborate while maintaining a sense of belonging. Furthermore, students also worry about how the policy could disadvantage careers, such as finance and consulting, in which early experience is crucial for applicants to stand out in a competitive job market.
In challenging the prevailing culture at the business school, our aim is not to undermine students’ ambition to be a part of as many clubs as possible but to redefine what experiences students will take away from their time at the business school. It is about creating a business environment that thrives on collaboration, diversity and collective growth. It is a call for the BBA Council to lead not only in business education but to be a trailblazer in shaping the future of business itself. While we understand that Emory cannot instantly change the culture of the field, we must introduce aspiring leaders to the changes we want to see. The challenge lies not just in recognizing the need for change but in taking active steps to bring about a transformative and inclusive business education experience.
The Editorial Board calls on the BBA Council to reverse its decision to end competitive club applications. Merely passing the responsibility of educational equity to others only evades the core issue. It is imperative for the Council to take charge and implement a comprehensive curriculum — alongside the Goizueta administration — that effectively equips students in their initial years. If the BBA Council truly wants to create a more level playing field for students at Goizueta, they will need to do more than just enact surface-level policies of false inclusion.
Editorial Board Editor Shruti Nemala (26B) recused herself due to her involvement in Goizueta Business School clubs and was not involved in writing this editorial.
The above editorial represents the majority opinion of the Wheel’s Editorial Board. The Editorial Board is composed of Marc Goedemans, Sophia Hoar, Carson Kindred, Justin Leach, Eliana Liporace, Lola McGuire, Shruti Nemala, Sara Perez, Maddy Prucha, Jaanaki Radhakrishnan and Ilka Tona.
The Editorial Board is the official voice of the Emory Wheel and is editorially separate from the Wheel's board of editors.
