This study examines the role of corporate influence in shaping an American business school's commitment to racial and ethnic diversity. Themes emerging from an intensive case study include: (a) the centrality of corporate interest and support; (b) co-investment in ‘pipeline development’ strategies that encourage more minorities to pursue business education; (c) the role of external mandate in stimulating activity and accountability; (d) the recognition of diversity as a source of competitive advantage; and (e) evidence of partners mutually challenging each other to move the needle of progress on the diversity front. Overall, the study's findings lend support to the notion that the particular shape and scope of diversity-related activity in higher education is significantly conditioned by external desire, expectation, and involvement.
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