John McVea

Associate Professor, Entrepreneurship

jfmcvea@stthomas.edu

(651) 962-4202

Minneapolis Campus
1000 LaSalle Ave
Terrence Murphy Hall 455
Minneapolis, MN 55403

Ph.D., , University of Virginia - Darden School of Business
M.B.A., Business Administration, University of Virginia - Darden School of Business
B.Com., Economics/Engineering, University of Birmingham
B.Sc., Economics/Engineering, University of Birmingham

See my articles and publications

John McVea researches and teaches in the areas of entrepreneurial strategy and social entrepreneurship. His work had been published in journals such as The Journal of Business Venturing and The Journal of Business Ethics. He has written more than a dozen business case studies focusing on issues such as market entry strategy, innovation field studies, cash flow forecasting, challenges of growth and the use of social media.

His teaching philosophy brings together three approach: students centered learning through case discussion, writing across the curriculum and place-based education. These approaches result in highly interactive discussion based classroom experiences.

Originally from the North of Ireland, he has undergraduate degrees in both engineering and economics from the University of Birmingham, England, an M.B.A. from the Darden School and a Ph.D. from The University of Virginia.

Before returning to academia, McVea spent a dozen years working in industry for Dupont, initially in product/market development in the U.S. and ultimately as manager of textile filament manufacturing operation in the U.K. After earning his M.B.A., he worked for Bain & Co. in Boston as a strategy consultant advising in fields ranging from paper manufacture to oil drilling to private equity acquisition assessment.

Fall 2014 Courses
Fall 2014 Courses
Crs - Sec Title Days Time Location
CATH 306 - 01 Christ Faith & Mgmt Profesn - T - R - - - 0800 - 0940 55S 207
Description of course Christ Faith & Mgmt Profesn : CRN: 41966 4 Credit Hours
What is a good manager and how does he or she contribute to the common good? This course pursues these questions within the Christian social tradition broadly understood through an exploration of the theological relationship between work as a vocation and leisure as contemplation. Within this theological context, the course examines the financial, organizational, technological, and cultural forces that managers and organizations encounter daily. Prerequisite: THEO 101 (or 102 and 103) and one 200-level THEO course

Schedule Details

Location Time Day(s)
ENTR 707 - 364 Innovation and Corp Entrp See Details * *
Description of course Innovation and Corp Entrp : CRN: 42707
Designed for entrepreneurs, managers, and consultants interested in creating and reinforcing entrepreneurial responses within established organizations. Course examines how managers affect the nature and rate of innovation through organizational culture, structure, communication, reward and control systems. Emphasis placed on how individuals initiate, launch and manage ventures within corporate settings. Course integrates theory and practice through the use of readings, discussions, cases, field work and projects. -- Prerequisite: Standard core courses

Schedule Details

Location Time Day(s)
TMH 4600800-170012 Sep '14
TMH 4600800-170010 Oct '14
TMH 4600800-170007 Nov '14
TMH 4600800-170005 Dec '14
THEO 422 - 02 Christ Faith & Mgmt Profesn - T - R - - - 0800 - 0940 55S 207
Description of course Christ Faith & Mgmt Profesn : CRN: 42951 4 Credit Hours
What is a good manager and how does he or she contribute to the common good? This course pursues these questions within the Christian social tradition broadly understood through an exploration of the theologcial relationship between work as a vocation and leisure as contemplation. Within this theological context, the course examines the financial, organizational, technological, and cultural forces that managers and organizations encounter daily. Prerequsite: THEO 101 (or 102 and 103) and one 200-level or 300-level THEO course, and PHIL 115

Schedule Details

Location Time Day(s)
J-Term 2015 Courses
J-Term 2015 Courses
Crs - Sec Title Days Time Location
Spring 2015 Courses
Spring 2015 Courses
Crs - Sec Title Days Time Location
ENTR 340 - 01 Social Entrepreneurship - T - - - - - 1730 - 2115 MCH 116
Description of course Social Entrepreneurship : CRN: 21953
This course introduces students to the field of social entrepreneurship, the practice of identifying, designing, starting and growing successful mission-driven for profit and nonprofit ventures. These include “non-profit” enterprises designed to respond to a specific social need, as well as more traditional ventures working to incorporate ‘socially-responsible’ practices into their business models. The course provides an overview of the processes, challenges, and demands associated with creating ventures that seek to integrate financial and social/environmental benchmarks of success. The course is designed to appeal to business majors who want to learn more about the social sector, and non-business majors with interests in social causes, who want to learn more about business. Prerequisite: junior standing

Schedule Details

Location Time Day(s)
ENTR 714 - 201 Social Entrepeneurship - T - - - - - 1730 - 2115 MCH 116
Description of course Social Entrepeneurship : CRN: 21965
These courses will address various issues in the study and practice of Entrepreneurship. The nature and focus of the topics will vary based on current developments in the field and offerings by the Entrepreneurship faculty. For specific course description please go to BLACKBOARD Student Services under Highlighted Courses. -- Prerequisite: Standard core courses

Schedule Details

Location Time Day(s)
MGMT 799 - 364 Strategic Management See Details * *
Description of course Strategic Management : CRN: 22051
An integrative approach to the formulation and implementation of organizational strategy and policy, this capstone course focuses on organizational performances as it relates to mission, goals and objectives. You will get practice defining multi-faceted problems and their causes; analyzing internal and external environments; reviewing key corporate and business strategies; formulating alternative strategic options; and addressing the challenges of implementation. Emphasis is on the ethical dimensions of problem solving at the general management level. The course will draw upon the analytical tools and managerial knowledge developed in all previous MBA courses, with application to both for profit and nonprofit organizations. -- Prerequisite: All core classes and two electives (Evening MBA capstone class)

Schedule Details

Location Time Day(s)
TMH 4600800-170010 Jan '15
TMH 4600800-170007 Feb '15
TMH 4600800-170007 Mar '15
TMH 4600800-170011 Apr '15
TMH 4600800-170009 May '15
Academic and Professional Positions
  • Program Director, Executive MBA, University of St. Thomas, Minneapolis (2013 - present)
  • Associate Professor, University of St. Thomas, St. Paul / Minneapolis (2010 - present)
  • Assistant Professor, University of St. Thomas, St. Paul / Minneapolis (2003 - 2010)
  • Instructor, University of Virginia - McIntire School of Commerce, Charlottesville (1999 - 2000)
  • Management Consultant, Bain & Company, Boston (1996 - 1998)
  • Production Manager, DuPont Fibres - Gloucester Plant, Gloucester (1992 - 1994)
  • Technical Sales Manager, I.C.I Americas, Greensboro (1989 - 1991)
  • Technical Officer, I.C.I. Europe, Doncaster England (1986 - 1989)

Professional Memberships
  • Academy of Management
  • Association for Applied and Professional Ethics
  • Society for Business Ethics

Professional Service
  • Friends' School of Minnesota,
  • European Management Journal, Reviewer
  • Journal of Business Venturing, Reviewer

Major Works
  • McVea, J. F. (2014). Doran Construction: The Sydney Hall solution. (written case with instructional material)
  • McVea, J. F. (2014). Doran Construction: The Sydney Hall dilemma. (written case with instructional material)
  • McVea, J. F. (2014). The Blackwell Encyclopedia of Management, Volume 2, Business Ethics, 3rd Edition. The philosophy of John Dewey. Wiley
  • McVea, J. F. (2013). Foundations of Business Ethics. Ethics and pragmatism: John Dewey's deliberative approach. Pearson Publishing
  • McVea, J. F. (2011). Doran construction: Fowler entrepreneurship series. (written case with instructional material)
  • McVea, J. F. (2011). Coughlan industries for Fowler entrepreneurship series. (written case with instructional material)
  • McVea, J. F., & Freeman, R. E. (2010). A names-and-faces approach to stakeholder management: How focusing on stakeholders as individuals can bring ethics and entrepreneurial strategy together. London London: Edward Elgar Publishing
  • McVea, J. F. (2009). A field study of moral imagination in entrepreneurial situations. Journal of Business Venturing: Int'l. Entrepreneurship, New Bus. Devel. and Tech, (24)(5), pp. 491-504
  • Dunham, L. C., McVea, J. F., & Freeman, R. E. (2008). Entrepreneurial wisdom: Incorporating the ethical and strategic dimensions of entrepreneurial decision-making. International Journal of Entrepreneurship and Small Business, (6)(1), pp. 8-19
  • Dunham, L. C., & McVea, J. F. (2007). The ethical dimensions of creative market action: A framework for identifying issues and implications of entrepreneurial ethics. Business and Professional Ethics Journal, (26)(1/4),
  • Freeman, R. E., Dunham, L. C., & McVea, J. F. (2007). Strategic Ethics. Strategy, wisdom and stakeholder Theory: A pragmatic and entrepreneurial view of stakeholder strategy Ch 8 (pp. 151-178).
  • McVea, J. F. (2007). Constructing good decisions in ethically charged situations: The role of dramatic rehearsal. Journal of Business Ethics, (70)(4), pp. 375-390
  • McVea, J. F. (2005). Dog days. (written case with instructional material)
  • McVea, J. F., & Freeman, R. E. (2005). A names and faces approach to stakeholder management- how focusing on stakeholders as individuals can bring ethics and entrepreneurial strategy together. Journal of Management Inquiry, (14)(1), pp. 57-70
  • McVea, J. F. (2002). Mark Goldberg case -The executive program in biotechnology and ethics. (written case with instructional material)

Research Interests
  • Entrepreneurship Strategy
  • Social Entrepreneurship

Presentations
  • "Can businesses be a better agent for social change?: Possible unintended consequences" UST Benefit Corporation Seminar, Minneapolis, Minnesota, April 01, 2014
  • "Entrepreneurial strategy as applied critical thinking" Aspen Institute Conference on Liberal Arts and Business Education,, Denver, Colorado, May 01, 2013
  • "A field study of moral imagination in entrepreneurial situations" Society for Business Ethics, Anaheim, California, August 01, 2009
  • "Is Dewey's notion of the public an early statement of stakeholder theory?" Business Ethics Conference, Santa Clara, California, March 01, 2008
  • "Practical wisdom as a framework for entrepreneurial strategy" Society for Business Ethics, Philadelphia, Pennsylvania, August 01, 2007
  • "A field study of moral imagination in entrepreneurial situations" Ethics and Entrepreneurship Conference, Minneapolis, Minnesota, April 01, 2006
  • "Entrepreneurial wisdom: Incorporating the ethical and strategic dimensions of entrepreneurial decision-making" Ethics and Entrepreneurship Conference, Minneapolis, Minnesota, April 01, 2006
  • "The ethical dimensions of creative market action: A framework for identifying issues and implications of entrepreneurial ethics" Ethics and Entrepreneurship Conference, Minneapolis, Minnesota, April 01, 2006
  • "Entrepreneurial Ethics: The Foundation of the Character of Business" Society for Business Ethics, New Orleans, Louisiana, August 01, 2004
  • "The Ethics of Entrepreneurship" Ethics and Entrepreneurship Conference, Chicago, Illinois, January 01, 2004
  • "A Stakeholder Approach to Management: The State of the Art" Flemish Network for Business Ethics, Louvain, Belgium, January 01, 2003
  • "Conflict of interest in biotechnology" Kennedy Institute of Ethics, DC, Virgin Islands, January 01, 2002
  • "Experimental Ethics- a pragmatist approach to maral deliberation" Society for Business Ethics, Denver, Colorado, January 01, 2002