Center Spotlight: Federica Pinelli, Professor of Management and Organization at Penn State University

In this interview with Dr. Federica Pinelli, professor of management and organization at Penn State University, Federica reflected on her career experiences, how she became interested in sustainability, and how she has integrated sustainability into her teachings.

How did you become interested in sustainability, and how have you explored that at Penn State and/or in your career?

I actually stumbled into sustainability through an unconventional path! Before academia, I spent over a decade at Goldman Sachs, where my focus was on process automation and workflow efficiency, both internally and for our platform users. In that environment, "sustainable" typically meant "can we scale this without breaking things?"

My perspective shifted dramatically through work-related travel around the globe. Seeing firsthand how large-scale business decisions affected local communities, from changing employment patterns to resource allocation, made me question our traditional metrics of success. I became particularly interested in how operational decisions that looked efficient on paper often created unexpected social and environmental consequences downstream.

At Penn [State] I've tried to bring these real-world complexities into my classroom. I challenge students to question what responsible management looks like when short-term incentives push in the opposite direction of long-term sustainability. We explore how sustainability embraces crucial environmental considerations while also integrating ethical frameworks for decision-making that account for social impact, resource limitations, and intergenerational equity. For me, true sustainability emerges when we honestly examine whose voices get heard and whose get silenced when defining what "successful impact" means.

How have you integrated sustainability and ethics into the courses you teach?

I approach sustainability as an integral part of business strategy rather than an isolated topic. Many of my students come to class with strong theoretical foundations, so I focus on providing them with practical frameworks they can apply to real-world sustainability challenges.

I deliberately choose diverse case studies from companies across different industries and sizes to examine the complex reality of business decisions: who benefits, who loses, and who's entirely left out of the equation. By analyzing these cases, students develop a more nuanced understanding of sustainability trade-offs beyond simple solutions.

I also emphasize the role of power dynamics in ethical decision-making—showing that sustainability leadership isn't just about good intentions, it's about making difficult decisions, navigating competing priorities, and owning the consequences of those choices, even when the outcomes are imperfect.

What has your experience been teaching at Smeal?

Honestly? It’s been fast, intense, and great. Coming from Columbia where the classroom culture was more debate-oriented and sometimes performative, I've found Smeal students refreshingly direct. They cut through abstract concepts with "That's interesting, but what do I actually DO with this information?" That practical mindset keeps my teaching grounded and relevant.

I've also appreciated how welcoming Smeal has been to faculty with non-traditional backgrounds. Having both psychology credentials and corporate executive experience doesn't fit neatly into academic categories, but that interdisciplinary perspective has been valued here rather than viewed as a liability.

What companies and/or organizations are, in your opinion, succeeding in sustainability or ethical behavior, and why?

I'm drawn to companies that acknowledge the contradictions they face rather than pretending they've solved everything. Seventh Generation has navigated the balance between product integrity and growth relatively well. Interface—a floor company that nobody expects to be revolutionary—has pioneered circular design principles out of the spotlight.

Some smaller B Corps are doing remarkable work precisely because their margins are tight, forcing genuine innovation rather than just marketing. I'm generally skeptical of corporations that lead with glossy sustainability reports while avoiding hard conversations about how their core business model might be fundamentally problematic.

What advice do you have for current Smeal students interested in sustainability and/or ethics?

Don't relegate ethics to a side project! Sustainability and ethics aren't just add-ons to your "real job"—they should be woven through everything you do. And please don't wait until you've climbed to a leadership position to start thinking this way—how you run your first team meeting, how you manage conflict, how you respond when something feels ethically questionable—these early decisions establish patterns that will follow you.

My practical advice: develop dual fluency in financial analysis AND people skills. You'll need both to drive meaningful change that actually sticks. The most effective sustainability advocates I know can translate their vision into both spreadsheet projections and compelling stories.

What recent discoveries, research, or new-to-you information about sustainability has inspired or encouraged you?

I've been reading The New Nature of Business by André Hoffmann and Peter Vanham that came out last year. What I appreciate about it is the practical perspective it offers—moving beyond theoretical frameworks to show how sustainability can be integrated into core business operations.

The book walks through several case studies that have been useful for my teaching. Hoffmann shares Roche's experience investing in Rhine River remediation near their Basel headquarters, which illustrates how companies can take responsibility for environmental impacts. The Holcim example demonstrates how even traditional industries like cement production can make meaningful sustainability progress despite significant challenges.

What connects most with my teaching approach is the book's emphasis on what the authors call the "four capitals"—financial, natural, social, and human. Rather than presenting sustainability as a trade-off against profitability, the book offers a more nuanced view where ecological stewardship becomes a driver of innovation and long-term resilience. I've found this framing particularly useful for engaging business students who might initially be skeptical about sustainability's relevance to their careers.

Thank you to Federica Pinelli for sharing your experiences with us.