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?
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.
Finance professor Darrell Duffie of the Stanford Graduate School of Business proposes alternative capital requirements for banks to eliminate potential unintended consequences of financial reform.
Nice guys may not finish first, according to research coauthored by Nir Halevy of the Stanford Graduate School of Business. In fact, taking care of others in your group and even taking care of outsiders may reduce a nice guy's chance of becoming a leader.
Elections sometimes give policy makers incentives to pander to implement policies that voters think are in their best interest even though the policy maker knows they are not, says Professor Kenneth Shotts. In general, an effective media reduces this tendency to pander, "but there are some exceptions to this general rule."
The academic reward system, and indeed the very way experts become trained in their academic disciplines, make it difficult for researchers to learn to talk to peers from other areas of academia, says Professor Myra Strober in a new book.
How do you tell if CEOs are not being truthful during quarterly earnings conference calls? Stanford Graduate School of Business researchers have developed a model to analyze the words and phrases used during these calls and found some specific speech patterns that give clues.
