Research in Sierra Leone offers insights into how to help voters elect better leaders, dampen ethnic rivalries, and strengthen democracy.
A game-changing idea can win or lose depending on how quickly the consumer “gets” it.
Research suggests Twitter helps market liquidity of little-known companies.
A Stanford scholar says going public often slows innovation.
Research says political candidates might be better off paying for web ads than investing too heavily in TV.
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?
To increase revenue, social networking sites need to give their most active users reason to post more information and make more friends, according to Harikesh Nair of the Graduate School of Business and his co-researchers.
Observers of Silicon Valley have always assumed that the most successful companies get their competitive edge by paying their star employees more than the competition to fuel innovation. Now research, co-authored by Professor Kathryn Shaw, and using the academic field of insider econometrics, has been able to prove that this assumption is indeed true.
In the 1990s IBM appeared headed for extinction. Today it is again a leading technology competitor. In an award-winning paper, Charles O'Reilly of the Stanford Graduate School of Business and his coauthors tracked how, by being ambidextrous, Big Blue avoided going the way of the dodo bird.