University of Oregon - The Charles H. Lundquist College of Business campus
University of Oregon - The Charles H. Lundquist College of Business campus
University of Oregon - The Charles H. Lundquist College of Business campus
University of Oregon - The Charles H. Lundquist College of Business campus
University of Oregon - The Charles H. Lundquist College of Business campus
University of Oregon - The Charles H. Lundquist College of Business campus
University of Oregon - The Charles H. Lundquist College of Business campus
University of Oregon - The Charles H. Lundquist College of Business campus
University of Oregon - The Charles H. Lundquist College of Business campus
University of Oregon - The Charles H. Lundquist College of Business campus

From the School

Graft a green thumb on finance, splice integrity into supply chains, reinvent the way sports run, and pioneer new business models. At the Oregon MBA, students learn by doing and join other pacesetters making business better.

The Oregon MBA at the University of Oregon’s Lundquist College of Business offers a distinctive approach to an MBA education. In one or two years, students build their professional foundations with practical hands-on experience in one of four focus areas: Finance and Securities Analysis, Innovation and Entrepreneurship, Sports Business, or Sustainable Business Practices.


From The School

An application to the Oregon MBA consist of two separate forms. One application is specific to the Oregon MBA, and the other is the University of Oregon's Graduate admissions form. Additional required materials include GMAT or GRE scores, transcripts, two professional recommendations, a resume, and a statement of purpose. International applicants have additional requirements, including a language proficiency test score.

Application deadlines are November 15 (early decision), February 15 (round 2), and April 15 (round 3). Rolling applications are accepted after the April 15 deadline if space is available.

Acceptance Rate
Average Undergrad GPA
Years Work Experience
Average Age

Test Scores

GMAT (25th and 75th percentiles)
590 - 650
3.17 - 3.59


Early Application Deadline
November 15

Regular Application Deadline
April 15

Round 1
November 15

Round 2
February 15

Round 3
April 15

Other Admission Factors


GMAT Score
Undergraduate GPA
Letters of Recommendation
Essay / Personal Statement


School Type


Selectivity Rating


From the School

Degrees Offered

The Oregon MBA offers three degree programs:
  • Two-Year MBA: A full-time program offering core business fundamentals as well as specialized curricular track offerings through the program’s four centers of excellence.
  • One-Year/Accelerated MBA: A nine- to 15-month program for those holding an undergraduate degree with a demonstrated emphasis on quantitative skills from an accredited institution, a strong overall academic record, and significant work experience.
  • Concurrent Degrees: The Oregon MBA offers concurrent enrollment with many other UO masters programs, such as a JD/MBA, MBA/Master of Architecture, and MBA/Master of Accounting, as well as others.
At the time of application, students choose one of four curricular tracks corresponding to the Lundquist College of Business’s four centers of excellence:
  • Cameron Center for Finance and Securities Analysis.
  • Center for Sustainable Business Practices.
  • Lundquist Center for Entrepreneurship.
  • Warsaw Sports Marketing Center
The centers facilitate projects that allow students to gain firsthand knowledge and solve current, real-world business challenges, preparing them for success in their careers. Through the centers, students maintain active engagement with industry networks.

Academic Programs

The Oregon MBA’s experiential-learning model provides a competitive advantage. With industry-relevant experience infused into their education from day one, Oregon MBA students are sought-after candidates for exciting, competitive positions around the world. From Bank of America to Intel and, students work directly with companies throughout their MBA education and go on to high-powered jobs at Columbia Sportswear, Electronic Arts, US Bank, and more.

Examples of the myriad experiential learning opportunities for students include:
  • Strategic Planning Projects in which students are matched with industry partners to tackle a real-life business issues.
  • Venture Launch Pathway for students to develop their own startup ideas, taking them from discovery to launch.
  • Portfolio Management in which students actively manage an investments worth more than $1.2 million.
  • Engaging Asia Study Tour giving every MBA student the opportunity to immerse themselves in the culture, social, and economic climate of China and other Asian countries while meeting with business leaders and alumni.
  • Trips to New York, San Francisco, Seattle, and more to network with leading companies and explore career options.







Faculty Information

Total Faculty


Students Say

The University of Oregon's Charles H. Lundquist College of Business is a relatively small, green-oriented school offering an "excellent program in sustainable business practices," a particularly "strong entrepreneurship tract," and a top-ranked sports marketing and business program that, according to many students, is the "premier" program of its kind in the nation. As one very satisfied student puts it, "I would not have even looked at Oregon as an option if it weren't for its renowned sports business program." The Warsaw Sports Marketing program also offers its students the "opportunity to combine studies in corporate finance with the sports industry." One student working toward an MBA in sustainable business praises the school's "interdisciplinary nature" and its "ability to work directly with companies to consult on real world issues." However, based on the feedback we have received, the administration and faculty don't do a lot of hand holding when it comes to the students. While students "benefit from personal attention from the teaching staff in terms of advice on courses, career paths, and general resources," MBA candidates are expected to take full ownership of their studies and be proactive in their job search.

The role sustainability plays in Oregon's MBA program cannot be overstated. The College of Business's MBA in sustainable business was established in 2008, and its popularity has only grown since then. Many students come to Oregon specifically to earn their MBA at the school's relatively new Center for Sustainable Business Practices housed in the Lillis Business Complex, a LEED silver certified facility and one of the most environmentally friendly buildings of its kind in the country. "Business schools are a dime a dozen," says one sports business student, "I knew I wanted a school that offered a top-flight entrepreneurship focus, and the University of Oregon was tops on my list, but, beyond that, there is substantial value in being surrounded by students who are also staunchly interested in entrepreneurship."

In addition to Oregon's lauded programs in sports management, sustainability, and entrepreneurship, a number of dual-degree programs are also available, including a JD/MBA and MS/MBA with varying concentrations, as well as individual programs in finance, supply chain management, accounting, and media/entertainment. An Executive MBA program, which is located in Portland, is also offered. There are almost 200 students in the graduate business programs, with approximately 100 of them pursuing an MBA.

The age range of students is mid twenties to early thirties, and many in the program tend to arrive with at least a couple years of work experience, with backgrounds ranging from large corporations to small non-profit firms. Most students feel this helps provide students with a "well-rounded view of issues" that isn't disconnected from "real-world experiences." During students' second year of study, full-time MBA students also participate in a strategic planning project over the course of two terms. Through this experiential learning program, small student groups work as consultants to major Northwest businesses, including Adidas, Amazon, Hewlett Packard, and Intel.


Courses in Sustainability

Sustainability course is

Sustainability at the University of Oregon is not a new concept--it is in our DNA and part of our heritage. The Oregon MBA program offers sophisticated, analytical approaches to green business. We connect our students to the regional stream of innovation and integrity taking place around sustainable business throughout the Pacific Northwest. Students also travel to learn about other best practices, with four major business trips per class group, and scheduled speakers. Our new program manager for the Center for Sustainable Business Practices, Izabel Loinaz, brings with her 18 years of both academic and private-sector experience in sustainability. We have the Avamere Professor of Practice (Dr. Michael Crooke, former CEO of Patagonia) who focuses on integrating sustainability into advanced business strategy. On top of the conventional MBA core coursework, students who affiliate with the Center for Sustainable Business Practices complete an additional five sustainability courses and two quarters of real-world strategic planning projects to qualify for the graduate specialization.. Last, but not least, the rich sustainability curriculum and activities of the whole University of Oregon are open to our MBA students

Research Opportunities in Sustainability

Within the overall Oregon MBA program, the Center for Sustainable Business Practices provides the platform for experiential learning on sustainability. The center complements and supports the Oregon MBA curriculum by linking students with industry via consulting projects and internships, seminars, speakers, and mentorships, leadership, and event management opportunities. Students are encouraged to tackle real-world, relevant challenges and issues in sustainability facing industry and government today and in the future. See In addition to research opportunities for MBA students, the Lundquist College of Business offers a PhD program to pursue extensive academic research along side our faculty. Across several departments (management, marketing, decision sciences, finance and accounting) our faculty publish regularly on sustainable business topics, including sustainable supply chain operations, organizational change for social and environmental stewardship. corporate social responsibility, and product life-cycle analysis. The following is a list of publications from past few years alone: Kahle, L. R., Minton, E. A., & Kim, C. (2016). Religious Values as a Predictor of Sustainable Consumption Behaviors: A Cross-Cultural Comparison. Let’s Get Engaged! Crossing the Threshold of Marketing’s Engagement Era Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 273-278. Minton, E. A., Kahle, L. R., & Kim, C. (2015). Religion and motives for sustainable behaviors: A cross-cultural comparison and contrast. Journal of Business Research, 68(9), 1937-1944. Owen, S., & Kahle, L. R. (2015). The Feed-In Tariff as a Pricing Mechanism for Residential Solar Panel Installations: Germany vs. The USA. Cultural Perspectives in a Global Marketplace Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 85-85. Kahle, L. R. (2014). Green Products: Perspectives on Innovation and Adoption, edited by JoãoNeiva de Figueiredo and Mauro F.Guillén. Boca Raton, FL, USA: CRC Press, 2012, 226 pp., ISBN 9781439854655, cloth, $55.95. Journal of Industrial Ecology, 18(5), 688-688. Xie F, Luckman P, Milne J, McDonald L, Young C, Tu CY, Di Pasquale T, Faveere R, Halley PJ. (2014). Thermoplastic starch: current development and future trends. Journal of Renewable Materials 2: 95-106 Minton, E. A., & Cornwell, T. B. (2015). The Cause Cue Effect: Cause-Related Marketing and Consumer Health Perceptions. J Consum Aff Journal of Consumer Affairs. Kwak, D.H., & Cornwell, T.B. (2013). Cause-related marketing/sponsorship in sport Routledge Handbook of Sport and Corporate Social Responsibility, 285-297 Lee, S. P., Cornwell, T. B. & Babiak, K. (2013). Developing an Instrument to Measure the Social Impact of Sport: Social Capital, Collective Identities, Health Literacy, Well-being and Human Capital. Journal of Sport Management, 27, 24–42 Labarge, M., Chen, J., & Madrigal, R. (2014). Consumers’ Responses to Advocacy Advertising: Sympathy, Empathy, and Attitudes. Proceedings of the 2008 Academy of Marketing Science (AMS) Annual Conference Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 116-116. Del Guercio, Diane & Woidtke, Tracie. (2016). The Mitigating Effect of the Market for Directors on ‘Special Interest’ Shareholder Activism. Available at SSRN: or Davis, A. K., Guenther, D. A., Krull, L. K., & Williams, B. M. (2016). Do Socially Responsible Firms Pay More Taxes? The Accounting Review, 91(1), 47-68. Davis, A. K., Guenther, D. A., Krull, L. K., & Williams, B. M. (n.d.). Taxes and Corporate Sustainability Reporting: Is Paying Taxes Viewed as Socially Responsible? Working Paper, University of Oregon. Earle, A., & Nelson, A. (2015). Networks and Organizational Ambidexterity: From the Lab to the Market in Green Chemistry. Academy of Management Proceedings, 2015(1), 15777-15777. 2012 and Before Aydinliyim, Tolga, and M. Pangburn, 2012. Reducing Packaging Waste and Cost via Consumer Price Discounts, Decision Sciences, 43:6, p1063. Aydinliyim, Tolga and Nagesh. N Murthy. 2012. Managing Engineering Design for Competitive Sourcing in Closed-Loop Supply Chains Proceedings of the 17th MSOM Conference. Columbia University, June 2012. Under review by Management Science. Del Guercio, Diane and Hai Tran, 2012. Socially Responsible Institutional Investor Activism, chapter in H.K. Baker and J. Nofsinger, eds, Socially Responsible Finance and Investing, John Wiley & Sons, Inc. Paquin, R. & Howard-Grenville, J. 2013. Blind dates and arranged marriages: Longitudinal processes of network orchestration. Organization Studies. In press. Paquin, R. & Howard-Grenville, J. 2012. The evolution of facilitated industrial symbiosis. Journal of Industrial Ecology, 16: 83-93. Howard-Grenville, J., Bertels, S., & Lahneman, B. forthcoming. Sustainability: How it shapes and is shaped by organizational culture and climate. In B. Schneider & K. Barbera (Eds.) The Oxford Handbook of Organizational Climate and Culture. Oxford, UK: Oxford University Press. Howard-Grenville, J. & Bertels, S. 2012. Organizational culture and environmental action. In T. Bansal and A. Hoffman (Eds.) Oxford Handbook on Business and the Environment. Oxford, UK: Oxford University Press. Howard-Grenville, J. 2012. Positive social change and the environment: New paths and processes. In J. Dutton and K. Golden-Biddle (Eds.) Exploring positive social change and organizations: Building a theoretical and research foundation. Routledge.Paquin, R., Tilleman, S., & Howard-Grenville, J. 2013. Is there cash in that trash? Factors influencing industrial symbiosis exchange initiation and completion. Under second review at Journal of Industrial Ecology. Howard-Grenville, J., Nelson, A., Earle, A., Haack, J., & Young, D. 2013. The Renaissance chemist or the schizophrenic scientist?: Ambiguity, identity, and insider-driven change. Under review at Academy of Management Journal. Howard-Grenville, J., Metzger, M., & Meyer, A. 2013. Rekindling the flame: Processes of identity resurrection. Academy of Management Journal, 56: 113-136. Kahle, Lynn R., and Eda Gurel-Atay, Eds. (in preparation). Communicating Sustainability for the Green Economy. Armonk, NY: M. E. Sharpe, expected 2013. Including: Chapter 1: Introduction to the Psychology of Communicating Sustainability, Lynn R. Kahle and Eda Gurel-Atay; Chapter 12. Legislating Packaging Behavior: Germany’s Green Dot Program, Lukas Jones, Scott Owen, and Lynn R. Kahle; & Chapter 15. Oregon’s Iconic Bottle Bill, Ethan Moskowitz and Lynn R. Kahle Nelson, A., Earle, A., & Howard-Grenville, J. 2012. Obliteration, symbolic adoption, and other finicky challenges in tracking innovation diffusion. Proceedings of the Seventy-first Annual Meeting of the Academy of Management. (peer-reviewed). Pangburn, M., and E. Stavrulaki, 2013. Take Back Costs and Product Durability. Under review at the European Journal of Operational Research. Parmigiani, A. and Rivera-Santos, M. 2013. Sourcing for the Base of the Pyramid: Creating Supply Chains for Subsistence Markets, revise and resubmit, Journal of Operations Management, April. Husted, Bryan, Russo, Michael V., Basurto-Meza, Carlos and Tilleman, Suzanne G. An Exploratory Study of Environmental Attitudes and the Willingness to Pay for Environmental Certification in Mexico, Journal of Business Research, forthcoming, 2013. Russo, Michael V. and Minto, Amy. Competitive Strategy and the Environment: A Field of Inquiry Emerges, in Bansal, T. and Hoffman, A. (eds), The Oxford Handbook of Business and the Environment, Oxford, UK: Oxford University Press, 2012.

School's environmental commitment 1:
. With a "silver" LEED designation, the Lillis Business Complex at the University of Oregon's Lundquist College of Business opened in 2003 and is recognized as the first certified environmentally friendly business school facility in the country. The Lillis Business Complex was the first LEED Certified government building in Oregon, and at the time it opened housed the largest solar installation in the Pacific Northwest.

School's environmental commitment 2:
The Center for Sustainable Business Practices was established in 2008 as part of a new MBA curriculum offering students the ability to focus their education in one of four curricular tracks. The sustainable business track in the Oregon MBA codified the University of Oregon’s commitment to sustainable business practices that has been part of the program and the state of Oregon’s heritage. We've been teaching and practicing it for almost two decades. For us sustainability is not just about protection and remediation, but also about innovation and a new paradigm of value creation. Sustainability matters to customers, financial markets, employees, and stakeholders. Future business leaders need to excel at building a competitive advantage while reconciling these diverse--and sometimes contradictory--demands.

School's environmental commitment 3:
The Oregon MBA program and the Center for Sustainable Business Practices actively support student groups advancing the cause for sustainable business. They support both the MBA and Undergraduate Net Impact chapters at the University of Oregon. These Net Impact chapters see business students partner with law and other student on campus to regularly organize, manage, and host sustainability conferences. These conferences and events occur in Eugene in Portland and have included exceptionally prominent speakers and guest driving the regions sustainable business economy. See and

Career overview

Average Starting Salary
Accepted employment by 3 months after graduation

Finding Jobs & Internships

Source Of Full-Time Job Acceptances
Graduate Facilitated
School Facilitiated

Graduates Employed by Area of Practice


Graduates Employed by Region


Students Say

The Lundquist College of Business boasts four different centers of excellence, dedicated to sports marketing, finance and security analysis, entrepreneurship and innovation, and sustainable business practices. Each of these centers aims to foster experiential learning to "provide [students with] opportunities to interface with the business community." Regarding the college's career services, they rely on a relationship development model to serve the niche industries within their centers. Some students have told us that, while the "center is always willing to proofread a resume or cover letter," many would like to see "increased on-campus recruiting" from businesses, both local and national, and overall improvements in "career service offerings." "MBA recruiting is essentially non-existent," one advertising and marketing student tells us. The school does arrange for "periodic visits to regional business centers" in San Francisco, Portland, and Seattle, New York and an annual global business trip to Asia to meet with key business leaders and alum- ni. With hundreds of key industry partnerships, Oregon MBA garner an average base salary of $71,831 for recently graduated MBAs, and 81 percent of students having either received or accepted a job offer by three months after graduation. Oregon MBA students appear to be pretty self-sufficient.

Job Function

Job Function % of Grads Seeking Employment Who Accept
Jobs w/in 3 Months
Median Salary Mean Salary Low Base Salary High Base Salary
Other 100% $65,000 $63,300 $44,000 $90,000


Industries % of Grads Seeking Employment Who Accept
Jobs w/in 3 Months
Median Salary Mean Salary Low Base Salary High Base Salary
Other 100% $65,000 $63,300 $44,000 $90,000

Prominent Alumni

W. Paul Jones
CEO Payless Shoesource

Mike Covey
CEO of Potlatch Corporation

Renee James
President of Intel

Jack Berka
Senior Managing Director for Houlihan Lokey

John Wood
CEO & Board Practice for Heidrick & Struggles


From The School

Like most publicly funded institutions, the University of Oregon MBA program offers reduced tuition for Oregon residents. Both in-state and out-of-state residents pay the same supplemental fees beyond tuition. Bus service throughout the Eugene metropolitan area is free to students, and Oregon has no sales tax.

The Oregon MBA program offers financial assistance in the form of scholarships, loans, federal work-study, and university fellowships. Both needand merit-based scholarships are available to U.S. and non-U.S. students. Graduate teaching fellowships (GTFs) involve teaching or administrative tasks and are offered by departments across campus. GTFs carry a tuition waiver and a stipend for 8-20 hours of work per week. Anyone qualified may apply regardless of citizenship.


Application Deadlines
Mar 1

Financial Aid Statistics

Average Aid Package

Average Scholarship / Grant Aid Package

Students Receiving Some Form Of Aid

All Students Receiving Scholarships / Grants

New Students Receiving Some Form Of Aid

New Students Receiving Scholarships / Grants

New Students Receiving Loans

Tuition Full-Time (per year)

Tuition (In-State)
Tuition (Out-State)
Fees (In-State)
Fees (Out-State)

Expenses per Academic Year

Estimated Room And Board On-Campus
Estimated Room And Board Off-Campus
Academic Expenses

Student Body Profile

Total Enrollment
Part Time

In State
Out of State
Foreign Countries Represented



33% female
67% male

Campus Life

From The School

Oregon MBA students join a community of helpful and collaborative colleagues, faculty, and staff. Whether it’s a pickup game of Ultimate Frisbee, a river rafting trip as part of orientation, or the Oregon MBA’s annual day of community service, students enjoy of sense of camaraderie outside of class as well as with the broader Eugene community. The Oregon MBA also has an active student association and an alumni group with student representatives.

Students Say

"I work hard and play hard. I've never been so busy," says one first-year student. Situated in bucolic Eugene, Oregon, "a small and quirky town" just "two hours down the road from Portland," students assure us that while this is no "thriving city," "we all appreciate the surrounding natural beauty . . . and there are endless opportunities to stay fit and well." Despite Eugene's "laid-back culture," a microenterprise development student informs us, "When you're in the program you are BUSY, but it's a good kind of busy. You spend a lot of time working on group projects and participating in clubs." Many industry professionals and guest speakers are invited to speak at on-campus events "almost every night."

Eugene is also "an environmentally conscious town," which helps explain the draw and reputation of U of O's sustainability program. In short, few students have anything remotely negative to say about the area. The abundance of outdoor "recreational activi- ties" and "local breweries" fills up much of the students' leisure time, although a good portion of MBA students have conveyed that many "don't have any downtime."

More Information

% of Classrooms with Internet Access

Campus-wide Internet Network

Internet Access for All Students

Admissions Office Contact

From The School

Campus and Location

The University of Oregon is the state’s flagship institution with an undergraduate and graduate student population of more than 25,000. Located in Eugene, Oregon—an energetic college town—the university offers academic excellence and hands-on learning opportunities in a welcoming atmosphere. The UO Lundquist College of Business, home of the Oregon MBA, is in the elite 1.4 percent of the world’s business schools accredited in both business and accounting.


The Oregon MBA is located in the Lillis Business Complex, a LEED-silver building for environmentally friendly design. The Lillis Complex is the first LEED-certified business school facility in the United States and has six solar arrays, including the largest installation of architectural solar glass in the United States. In addition, the building houses numerous computer labs, as well as the Business Research Institute, a state-of-the-art marketing research lab and distance collaboration space.

Paul Allen
Assoc. Dir., MBA Admissions and Recruiting

1208 University of Oregon
302 Peterson Hall
Eugene, OR 97403-1208
United States




Rankings & Lists

Social Feed