Five Stanford Graduate School of Business professors recently shared their insights on the the topic of reward.
How we decide to reward and punish people is often rooted in our religious beliefs, and whether our faith teaches us to focus on a person’s intentions or behaviors.
— Kristin Laurin, assistant professor of organizational behavior
Consumers value more highly those products they perceive as being genuine as opposed to mass-produced. Such perceived authenticity can also “buffer businesses against negatives” such as questionable cleanliness.
— Glenn Carroll, the Laurence W. Lane Professor of Organizations and Senior Associate Dean for Academic Affairs
Hedging has indirect benefits that can increase a firm’s overall value. A company that hedges against bad weather, for example, becomes more financially aggressive, apparently because it doesn’t have to reserve as much money for unpredictable weather events.
— Francisco Pérez-González, assistant professor of finance
Framing your support for a person, a restaurant, or a cause in terms of potential as opposed to achievement could make your case more persuasive.
— Zakary Tormala, associate professor of marketing
Picketers can hurt a company’s stock price. But less public yet persistent shareholder activism influences companies on social issues, as well.
— Sarah Soule, the Morgridge Professor of Organizational Behavior