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The Appeal of Direct Exposure Most programs in the FT's rankings offer "direct" global exposures. The study classified direct expo- sures as short global tours, study abroad offerings, exchange pro- grams, overseas consulting projects, and internships. Schools promote their global tour and study abroad opportuni- ties the most prominently—espe- cially short programs that last one to two weeks and offer academic credit—because they inspire the greatest student interest. The survey found that a little more than 85 percent offer exchange programs with partner schools, and 79 per- cent offer short-term MBA study tours to various countries. Intern- ships and consulting practicums were options in the programs of slightly more than 67 percent and 58 percent, respectively. Even so, only just over 14 percent of respondent schools make study abroad mandatory for all MBA students. Schools where these opportunities are elective see the highest participation rates for short-term global study offer- ings: Just over 43 percent reported that 20 percent to 40 percent of their MBA students participated in at least one study tour, while 26 percent of schools reported that 40 percent to 60 percent of students participated. However, participation rates in longer term formats are much lower. More than 70 percent of respondents noted that participa- tion rates in their study abroad and exchange programs, international internships, and research/consulting projects were 20 percent or less of their MBA student body. Even so, schools are making those oppor- 48 May/June 2011 BizEd tunities available. Students at the Wharton School at the University of Pennsylvania in Philadelphia can choose to spend a semester at school in one of more than 153 countries, and at the London Busi- ness School, 35 percent of second- year MBAs spend a term abroad. Students in the International MBA program at the University of Chicago in Illinois must spend one term studying abroad. More Emphasis on Indirect Exposure More schools reported that they're paying greater attention to "indi- rect" global exposures, which rep- resent tools at the core of a global MBA program. These tools fall into three categories: n Curriculum—the integration of theory and application of global and cross-cultural topics in core courses, cases, and modules. n Faculty—the hiring of scholars with experience in and knowledge of multiple cultures and business environments. n Students—the recruitment and enrollment of a heterogeneous, multicultural, multinational stu- dent body. The study found that 90 percent or more of FT-recognized MBA programs report placing empha- sis on these areas. For example, Hong Kong University of Science and Technology achieves its global focus, in part, through the interna- tional makeup of its students and faculty: 80 percent of its MBAs come from outside Hong Kong, and its 120 faculty include scholars from 16 countries. The Tuck College of Business at Dartmouth in Hanover, New Hampshire, conducts outreach to increase awareness of its programs in areas such as Europe, India, and Mexico to attract an international student body and faculty. Tuck also hosts regular series and forums that convene visiting executives and scholars, students, and faculty to discuss issues affecting internation- al business and public policy. Many schools also report that they support student organizations with international perspectives and