Carey Business School Faculty Quoted by the Media on Various Topics

Carey Business School faculty members are often called upon by the media to lend their expertise on various topics and articles. Here are three recent articles from three separate outlets that feature quotes from Carey professors.

Carey Business School Lecturer Paul Leiman, an expert in the business law of the biotech industry,  was interviewed for a FiveThirtyEight article on the legal battle over the CRISPR gene-editing technology.

The patent fight over CRISPR is like a high-stakes poker game with a dose of caveat emptor for investors. “Investors in biotech darn well know that this is fraught with investment danger,” said Paul Leiman, who teaches the business law of biotechnology at Johns Hopkins University’s Carey Business School.

Carey Business School Associate Professor Ravi Aron is among the experts quoted in this report on the 2016 outlook for the Indian economy. Regarding the country’s Goods and Services Tax (GST) Aron says:

“Unification of indirect taxes — to the extent possible under GST — greatly adds to the ease of doing business. Octroi, interstate cess and discretionary indirect taxes on manufactured goods make doing business harder. The tax base should be wide and the rates low in an ideal tax regime. GST enables both broadening of the tax base and makes it simpler to administer indirect taxes. Any rationalization of indirect taxes and the removal of discretion in administering indirect taxes — keep in mind the GST is a destination tax — and granting exemptions also lower the potential for graft.”

Carey Business School Assistant Professor Yuval Bar-Or is quoted in a Baltimore Sun report on Legg Mason’s plans to buy stakes in three financial management companies. He believes that these acquisitions could be a risk.

Speaking generally, Bar-Or said companies that make a series of acquisitions at once sometimes stretch themselves too thin, not performing the due diligence necessary to determine whether the purchase is smart. If the corporate cultures clash, the key people at the purchased company could leave. And other hoped for cost reductions as a result of the acquisition may not be possible, he said.

“They’re venturing away from their comfort zone, something they’ve been doing for several decades,” Bar-Or said. “From a strategic perspective, there’s uncertainty.”

regions: Baltimore

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