Cornell Introduces Grade Non-Disclosure – New York News
Let’s explore some of the most interesting stories that have emerged from New York business schools this week.
Johnson Students Vote to Enact Grade Non-Disclosure – Johnson Business Feed
After a year-long study initiated by Johnson’s Student Council to “evaluate the alignment of academics and recruiting,” Cornell Johnson students have “voted to enact a policy of grade non-disclosure” in which Two-Year, One-Year, and Johnson Cornell Tech MBA students need not “disclose their grades to recruiters until after a full-time, post-graduation job offer has been extended.”
Associate Dean for MBA Programs Vishal Gaur writes “We hope that grade non-disclosure will encourage students to take more academic risks and think holistically about their education, personal development, leadership, and the impact they want to have in the future.”
Victoria Wilmarth (MBA ’18), who is now Brigham and Women’s Hospital’s Deland Fellow in Hospital Administration believes “the vote will strengthen the school’s collaborative community.”
“This vote helps bring Johnson’s academic experiences into alignment with the school’s values. I think this will deepen students’ commitment to collaborative learning and support academic risk taking for professional and personal development.”
You can read the entire Johnson Business Feed article here.
Five New Faculty Bring Mix of Research Insight, Corporate Experience to Business School – Stevens Institute of Technology School of Business News
For the 2018-19 school year, the Stevens Institute of Technology School of Business welcomed five new professors, all of whom are well equipped to help students “think critically about technology’s role in solving business problems.”
- Assistant Professor Apostolos Filippas: “Research interests include business analytics, natural language processing, data science, online platforms and market design.”
- Assistant Professor Pranav Garg: “Studies human capital, organizational design and learning, and strategy.”
- Associate Professor Anand Goel: Formerly a Director with Navigant Consulting whose “corporate experience is enhanced by research work that has been featured in many top journals, including the Journal of Financial Economics, Review of Financial Studies, and Journal of Finance.”
- Assistant Professor Majeed Simaan: Research interests include “banking and risk management, financial networks and interconnectedness, and portfolio theory and asset allocation.”
- Assistant Professor Jordan Suchow: Formerly a “research scientist with the Berkeley Artificial Intelligence Research Lab at the University of California–Berkeley.”
You can find out more about the new hires here.
New York Times‘ David Gelles: ‘When CEOs Speak Out, the World Listens’ – Lehigh College of Business Blog
New York Times business reporter David Gelles used his keynote speech at the recent Lehigh University College of Business and Economics 2018 Impact Symposium to posit “companies can no longer afford to sit on the sidelines when it comes to the hot button issues of the day.”
“On topics ranging from climate change to health care, gun laws to birth control, the biggest brands in the country are being forced to take a stand. It’s hard to state what an abrupt change this is,” he explains.
Gelles at the recent Lehigh University College of Business and Economics 2018 Impact Symposium / Photo via Christa Neu
He adds, “Until recently, companies avoided controversy at all costs. But these days, they are confronting it head on, sometimes even embracing it when it arrives unexpectedly, and in rare instances, seeking it out.”
Gelles points to Salesforce founder and CEO Marc Benioff’s threat to relocate its Indiana office in response to a 2015 law that would have “made it easier for religious conservatives to refuse service to gay people.”
Gelles explains, “Being a chief executive no longer means just running a profit and loss statement. It means being prepared to articulate your values—and your company’s values—when you least expect it. When CEOs speak out, the world listens. Sometimes, policies even change.”
You can read more about Gelles’ speech at Lehigh here.
MIT on the Problems with Twitter, and More – Boston News
Let’s explore some of the most interesting stories that have emerged from Boston business schools this week.
Marketers Take Note: When Too Many Choices are a Burden, Not a Benefit – Questrom School of Business News
BU Questrom School of Business Ph.D. alum Sarah Whitley recently co-authored a new Journal of Consumer Research paper with Associate Professor Remi Turdel and fellow Assistant Professor Didem Kurt, in which they discovered “that people typically want more choices when they’re buying for pleasure [and they want] fewer choices when they make a purchase for strictly utilitarian or functional reasons.”
The research dives into what is more commonly known as the Paradox of Choice. The idea crept into the market lexicon shortly after the release of the 2004 book The Paradox of Choice – Why More Is Less from psychologist Barry Schwartz, NYU alum and U. Penn Ph.D. The general idea Schwartz derived was that consumer anxiety could be caused by too many options. However, research from Whitley, Turdel, and Kurt reveal that it may only pertain to specific kinds of purchases, not simply overall.
Whitley says the major takeaway is that businesses can be more strategic if they know “what motivates the buying decisions of their customers.”
“For product categories where people feel that they have unique preferences, it may be worth it to have more variety. It may be fine to reduce the number of offered products where this is not the case.”
You can read the full article here.
Solving Twitter’s ‘Follow-Back’ Problem – MIT Sloan Newsroom
About four years ago, MIT Sloan Associate Professor of Operations Tauhid Zaman put together a social media experiment in which he used Taylor Swift’s friends on Twitter to “open the gates to her inner circle.”
Dubbed the “follow-back problem,” Zaman sought to understand “the underlying dynamics of follows on Twitter, [such as] what kinds of Twitter interactions matter the most when trying to get followers? And do overlapping social networks actually help build connections? If they do, then to what degree do they help?”
Zaman found that Twitters “who don’t follow many other people are unlikely to follow you back, while those who follow a lot of people are likely to follow you if you follow and retweet them.” He also found that if, for instance, “Swift follows somebody who, in turn, follows Zaman, then Zaman has a greater chance that Swift will follow him.”
The article notes that social media tools can “have a tremendous blast radius” in terms of their ability to powerfully influence the opinions of a whole country.
“In my opinion, this can be far more dangerous than conventional weapons which have a fixed blast radius. These are weapons, and I’m building efficient ways to use the weapons, so this has to be handled with care,” Zaman said.
Read the full article, the first in a three-part series examining new work about Twitter, influence, and bots, here.
How CEOs Manage Time – Harvard Business Review
Harvard Business School Professors Michael E. Porter and Nitin Nohria recently published a piece in the Harvard Business Review that examines how CEOs allocate their time.
According to the article, face-to-face interactions take up “61 percent of the work time of the CEOs we studied. Another 15 percent was spent on the phone or reading and replying to written correspondence. The final 24 percent was spent on electronic communications.”
The authors describe the CEO’s job as “relentless.” They write, “Given that work could consume every hour of their lives, CEOs have to set limits so that they can preserve their health and their relationships with family and friends. To sustain the intensity of the job, CEOs need to train—just as elite athletes do. That means allocating time for health, fitness, and rest.”
You can read the full article here.
Alumni Spotlight: John Legere, T-Mobile CEO – MIT Sloan
In the early 1970s, Richard Branson was one of the first iconoclasts who crafted the idea of a “CEO as company mascot.” His presence and leadership helped launched the Virgin empire. Like so many entrepreneurs who followed, like T-Mobile CEO John Legere, that influence is hard to miss.
Sloan Hosts Leadership Talk from Red Hat CEO
MIT Sloan recently published an article on a leadership strategies seminar that Jim Whitehurst, CEO of open source software company Red Hat and author of The Open Organization: Igniting Passion and Performance presented last week as part of the Innovative Leadership Series.
Executives with an MBA: 5 Success Stories
A Look at the Numbers
Recently, MBA programs have received a lot of criticism. Many business leaders and experts have claimed that the necessity of an MBA to achieve success is a myth. However, while there are examples of successful people like Bill Gates, Steve Jobs, and Mark Zuckerberg, who didn’t complete university, there are also many examples of compelling executives with an MBA. Continue reading…
