Why bankers like leverage—and what that could mean for the global financial system.
Negotiators gain more concessions with cool threats than with heated words.
Executives quickly report good news — but hold the bad for a flood of it.
Stanford GSB researchers find that how people respond to mistakes can be a "clue to who they are.”
Given the pervasiveness of social media, should the board of directors pay closer attention to the information exchanged on these sites? Can this information be used to improve oversight and risk management?
All conflict is not created equal. Some conflicts make you angry, energized, and ready to fight for your interests. In other cases conflict can leave you drained and exhausted — and yearning for chocolate.
In a Reuters oped, Professor Anat Admati argues that bank dividend payouts to shareholders expose "the economy to unnecessary risks without valid justification."
David F. Larcker and Brian Tayan at the Corporate Governance Research Program examine succession plans, what a board can do if the market reacts positively to the death of its CEO, and whether the board should revise its succession plan if its CEO engages in risky hobbies or lifestyle habits.
A letter by Anat R. Admati and Neil M. Barofsky published by the Financial Times, March 8, 2012
After analyzing repurchase agreements by money-market funds and security lenders, these researchers believe that banks off-balance-sheet collateralization of commercial paper is more likely to have prompted the run on short-term debt financing in the recent financial crisis.
