February 2003

Beyond Charity: Center for Social  Innovation
 A recently formed umbrella organization at the Business School allows Stanford faculty, students, and alumni/ae to address some of society's pressing needs by mixing wisdom gathered from profit-making and nonprofit organizations. [Details]

Executive Accountability
Business School alums who head corporations discuss the role of top management in rebuilding confidence in corporate America. [Details]

Unexpected Lessons in Self Confidence
An offer to lend a hand leads alumna into an international effort. [Details]

Détente in the Interview Room
Students and staff of the Career Management Center are working to change the prospective employers' experience with the recruiting process. [Details]

Get Tuned Up with Lifelong Learning
Alumni Association offers programs designed to help alumni remain involved in the intellectual community of the School, long after graduation. [Details]

Lessons for Business  from Olympics Judging
Forcing decision-makers to boil their opinions into a single vote can encourage bias and vote trading, as demonstrated in the 2002 Olympics. [Details]

February issue cover

Photo from the book "A Day in the Life of Africa" [Details]

		In Our Next Issue Collaborating in the Ether Business School Professor Margaret Neale and colleagues provide advice for managers in global companies on how to manage teams that work across time zones and mostly meet via communications technology. A New Business Model for Academic Publishing? Economics teachers at dozens of higher education institutions are using Internet materials developed by economist Paul Romer to satisfy his Stanford Business School students.

A Season of Scandal
It has happened before; it probably will happen again. But this time, corporate America has lost the trust of millions of investors who have watched their nest eggs shrink. Seven faculty discuss what precipitated the storm and what lies ahead. [Details]

Who’s in Control Here?
The advance of technology is like a runaway locomotive, argues Professor Emeritus Harold Leavitt. He asks: Who controls the on/off switch? Are we headed for a train wreck, or can we pause long enough to consider our future? [Details]