NYU Stern
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  • new yorker logo feature
    Excerpt from The New Yorker -- "Indeed, a major study by the economists Xavier Gabaix and Augustin Landier, who happen to believe that current compensation levels are economically efficient, found that if the company with the two-hundred-and-fiftieth-most-talented C.E.O. suddenly managed to hire the most talented C.E.O. its value would increase by a mere 0.016 per cent."
  • chronicle of higher education logo feature
    Excerpt from The Chronicle of Higher Education -- "Efforts to increase diversity among the faculty will be stymied if female and minority students aren’t given the same encouragement and support to enter doctoral programs, the researchers note."
  • bloomberg logo new
    Excerpt from Bloomberg -- "I still have the view that, probably, the probability of a Greek exit from the Eurozone is very limited. Of course, both sides are playing hardball... There's not going to be any debt value reduction for the time being. Maybe maturity extension. So I'm still of the view that, step by step, they're going to reach a deal... This saga is going to continue, but short of a Greek exit."
  • OZY logo
    Excerpt from OZY -- "Names induce certain sentiments in the same way. 'What does a name remind us of, and is it appealing — does it glide off the tongue? Those are the biggest drivers in name choice,' says Adam Alter, a marketing professor at NYU’s Stern School of Business who has studied the perception of names."
  • financial times logo feature
    Excerpt from Financial Times -- "The most recent US downturn was so painful because US households’ borrowing binge in the first half of the 2000s left them stuck repaying large debts (often against assets that had plunged in value) and unable to spend money on new goods and services that they actually wanted... A fascinating new paper by Xavier Giroud and Holger Mueller argues that many US companies went through a similar experience, and that this made the downturn about twice as worse as it otherwise would have been."
  • economist logo feature
    Excerpt from The Economist -- "Holger Mueller and Thomas Philippon, of New York University’s Stern Business School, suggest that family companies tend to have better labour relations than other firms. They keep their workers for longer and can call on deeper reserves of loyalty."
  • economist logo feature
    Excerpt from The Economist -- "Financial assets indicate how society values time. However, not many assets exist for very long but finite time periods... This is a problem when thinking of things far into the future—such as the long-term economic impacts of climate change... New research by Stefano Giglio, Matteo Maggiori and Johannes Stroebel of Chicago, Harvard and New York Universities tries to get around this problem. They exploit a quirk in the British and Singaporean real-estate markets... With this, the three economists can estimate the discount rate used to value very long-term assets."
  • time magazine logo feature
    Excerpt from TIME -- "Putin’s place on this year’s list comes thanks to his gravity-defying ability to confront the West in ways that boost his popularity in a country suffering through an economic meltdown for which his own policies are largely responsible. No leader arouses more fascination around the world, because his actions speak a language of defiance that so many of his people want to hear, lifting him to levels of popularity that other leaders can only envy."
  • The Week_Logo
    Excerpt from The Week -- "The second is charter cities, the brilliant idea by the development economist Paul Romer to create new 'Hong Kongs' in the world's poorest areas. Just as British governance in Hong Kong enabled millions of Chinese to escape Communist poverty — and eventually helped lead the Chinese Communist regime to reform, lifting hundreds of millions more out of poverty — this could be repeated across the world's poorest areas."
  • nightly business report logo feature
    Excerpt from Nightly Business Report -- "In general, I would say that most of the activism that’s out there that goes beyond the monitoring of the CEO to make sure that they’re not engaging in kind of self-interested behavior tends to be value-destroying, because for the most part, there’s no way that those activist investors have got better information about how to run the company than the CEO does. If they really have better information, then the board should be firing the CEO and bringing in somebody new."
  • bbc news logo feature
    Excerpt from BBC -- "The law is stricter in the European Union... It's significantly stricter as to what defines... dominance. In the United States, people would say dominance requires 65% or more market share. Well, in the European Union, it may be 50, it may be even 40. So, that's a big difference. In the particular case we have in mind here, that doesn't really matter that much because Google has 90% market share in search in Europe. Therefore, the issue is not so much whether it's a dominant firm or not. It's more of the issue whether the particular allegations are seen by the Europeans as much more anti-competitive than by the Americans."
  • bloomberg logo new
    Excerpt from Bloomberg -- "When faced with plunging household demand, leveraged firms 'do not (or cannot) raise additional external finance' they write in the paper. 'Instead, high-leverage firms reduce employment, close down establishments, and cut back on investment.'"
  • time magazine logo feature
    Excerpt from TIME -- "In the next few days, the Senate will begin debate on one of the most important questions it will answer this decade—whether to grant the President 'trade promotion authority' (TPA), also known as “fast track.” This move would give President Obama and his successors the authority to place trade agreements before Congress for a simple up-or-down vote, denying lawmakers the chance to filibuster or add amendments to the deal which change its rules."
  • quartz logo
    Excerpt from Quartz -- "Many world-class brands, such as Hermès and Christolfe, are constantly introducing ever-more exclusive clubs to ensure that their customers feel a consistent, heightened sense of 'specialness.' 'The irony but also allure about [these] clubs is that no one knows the exact list of clients (other than the corporate staff), but also no one can ask to be allowed into the club,' writes Thomaï Serdari, a professor of marketing at New York University’s Stern School of Business in an email to Quartz. Serdari is the editor of Luxury: History, Culture, Consumption.. 'In other words, one may be a member without knowing it.'"
  • wall street journal logo feature
    Excerpt from The Wall Street Journal -- "Managers are giving employees more information about their performance, and some are sharing information about how different workers stack up. But sometimes, a bit of data can be a dangerous thing. That is the finding of a new working paper from researchers at Columbia University and New York University, who studied a friendly competition among truckers at a large North American logistics firm and found that, in certain work environments, revealing performance data can backfire."
  • strategy business logo
    Excerpt from Strategy + Business -- "The company’s prowess is closely tied to the capabilities that it has built over time: industry-leading operational effectiveness, sophisticated sharing of knowledge throughout the enterprise, long-term customer and community relationship development, construction-oriented innovation, and the development of sustainability initiatives."
  • bloomberg view logo
    Excerpt from Bloomberg View -- "Haidt’s basic finding is simple. Throughout history, human beings have operated under five sets of moral commitments: avoidance of harm, fairness, loyalty, authority and sanctity. Conservatives recognize all five, but liberals recognize only the first two."
  • Manila Times
    Excerpt from The Manila Times -- "There are so many dimensions we can learn from 'coopetition,' a buzzword coined by Adam Brandenburger and Barry Nalebuff to harness the positive energy from the symmetry between competition and cooperation."
  • wall street journal logo feature
    Excerpt from The Wall Street Journal -- "We really inherited a world where the United States’ standing was seriously diminished. To me, the thing that she did most effectively was to lead the administration’s efforts to restore U.S. leadership. And that continues to be an important part of her legacy."
  • The New York Times
    Excerpt from The New York Times -- "'A lot of commerce begins with Google and has for the last decade,' said Arun Sundararajan, a professor at the New York University Stern School of Business. 'They have converted this into an incredibly profitable advertising business. But I’ve seen them make steps to get closer to the actual retail process.'"
  • time magazine logo feature
    Excerpt from TIME -- "The fight against al-Shabab in East Africa is a regional effort. With 3,664 people deployed, Kenya provides fewer personnel to the UN-backed African Union Mission in Somalia than Uganda, Ethiopia or Burundi do. Yet it is Kenya that has borne the brunt of al-Shabab’s attacks outside Somalia. Since 2012, the group has killed over 600 people in Kenya."
  • bloomberg logo new
    Excerpt from Bloomberg -- "The expert group on infrastructure is comprised of Stijn Van Nieuwerburgh, a professor of finance at New York University’s Leonard N. Stern School of Business, Richard Stanton, a professor of finance and real estate at the Haas School of Business, University of California, Berkeley and Leo de Bever, a former Bank of Canada official and pension fund executive."
  • reuters logo feature
    Excerpt from Reuters -- "Of the world’s 12 largest banks, only Wells Fargo and Goldman Sachs generated returns above their cost of capital last year, according to an analysis in Financial News by Roy Smith and Brad Hintz, professors at NYU Stern School of Business."
  • forbes logo feature
    Excerpt from Forbes -- "[Galloway] and his team at NYU Stern have developed an algorithm that looks at more than 800 data points across four dimensions—site, digital marketing, social and mobile—and across 11 geographies. They applied this algorithm against 1,300 brands, thus providing the basis for predicting winners and losers."
  • the guardian nigeria
    Excerpt from The Guardian Nigeria -- "By analyzing the product characteristics (short versus long life), customer population (degree of heterogeneity or diverse makeup), and the size of the donor’s budget, Taylor and Xiao found that for long shelf life products, such as ACTs (with a 24 to 36-month life from the factory to expiration), donors should only offer a purchase subsidy. In contrast, if a product has a short shelf life, a sufficiently large donor budget and a diverse customer population, it is optimal to offer a sales subsidy in addition to a purchase subsidy."


Contact NYU Stern Public Affairs

If you're a member of the press, please contact Stern’s Office of Public Affairs at:

Phone: 212-998-0670
Fax: 212-995-4950
Email: paffairs@stern.nyu.edu

Or contact us directly:

Joanne Hvala, Associate Dean
(212) 998-0995; jhvala@stern.nyu.edu

Jessica Neville, Executive Director
(416) 516-7677; jneville@stern.nyu.edu

Rika Nazem, Director
(212) 998-0678; rnazem@stern.nyu.edu

Carolyn Ritter, Senior Associate Director
(212) 998-0624; critter@stern.nyu.edu

Anna Christensen, Associate Director
(212) 998-0561; achriste@stern.nyu.edu

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