We investigate whether firms and their top executives bear reputational costs from engaging in aggressive tax avoidance activities. Prior literature has posited that reputational costs partially explain why so many firms apparently forgo the benefits of tax avoidance, the so-called “under-sheltering puzzle.” We employ a database of 118 firms that were subject to public scrutiny for having engaged in tax shelters, representing the largest sample of publicly identified corporate tax shelters analyzed to date.
On Feb. 8, 2019, the Kenan Scholars traveled to Raleigh to meet with government leaders and administrators for their annual North Carolina Capital Trek.
While economists have long theorized that wealthier individuals may purchase less life and property insurance because they can rely on their savings if something unexpected happens, a new study of more than 63,000 people shows that, in practice, quite the opposite is true. This week’s Kenan Insight offers a chance for our experts to explore the findings of their new study, which suggest disparities in insurance coverage could help explain and exacerbate existing financial inequalities.
Environmental, social and governance (ESG) issues continue to grow in importance, and companies are facing unprecedented internal and external criticism and pressures to address them.
CEO pay is the latest point of contention in the political fight over ESG, but the arguments have become oversimplified. When we think about good corporate governance, what does the evidence say about CEO pay? The results may surprise you.
Financial hardships caused by the COVID-19 pandemic are hitting low-income families in North Carolina especially hard, according to a new report released by the North Carolina Community Action Association (NCCAA). The study was commissioned by NCCAA to gauge how the pandemic was affecting its efforts to combat poverty and facilitate self-sufficiency in low-income communities.
As organizations face constant pressures to respond to changing situations and emergent demands, team members are frequently called upon to change their processes and routines and adapt to new ways of working together.
Researchers take a closer look at the impact of entrepreneurs, policymakers, scientists and others during the pre-commercial stage of industry formation
UNC Professor Mohammad Jarrahi and IBM’s Phaedra Boinodiris address concerns about organizational adoption of artificial intelligence and how to include employees in important discussions, such as ethical considerations and potential job-related changes.
The Frontiers of Business: Building Business Resilience conference capped our 2024 Grand Challenge with stimulating discussions on what business resilience looks like in a world of rapid change. Here are three lessons we heard.
Heuristics play an important role in organizational decision-making. Although management and organizational scholars have contributed significantly to our understanding of heuristics in organizations over the past seven decades, the literature has become fragmented over time. We review and synthesize the literature and put forward an integrative process model of heuristics in organizations.
My inductive analysis using case studies helps identify and understand the processes whereby B-Corp certification can bring about a change in perception and practices at different levels.
Longxiu Tian, UNC Kenan-Flagler assistant professor of marketing, shares his expertise in resilient business strategies and his perspective on firms' attempts to build trust and profitability with innovative consumer data management strategies.
Abstract In this study, we address an important issue largely ignored in existing diffusion research—the simultaneous diffusion of related (here, complementary) products across multiple interacting countries. In doing so, we...
...forum discussions. The researchers then use the framework to analyze how this information might be used to help explain and predict the performance and valuation of startups. Joining Fin with...
The arrival of two approved COVID-19 vaccines provides a clear path to the end of the pandemic that held most of 2020 hostage. But a recent resurgence of the virus and skyrocketing rates of infection indicate that a full return to normalcy—including the pre-pandemic work environment— is still months in the future. In this Kenan Insight, we examine the relevant factors that will determine when and how we go back to the office.
Negotiations are inherently dyadic. Negotiators’ individual-level characteristics may not only make them perform better or worse in general, but also may make them particularly well- or poorly-suited to negotiate with a particular counterpart.
Traditional models of operations management involve dynamic decision-making assuming optimal (Bayesian) updating. However, behavioral theory suggests that individuals exhibit bias in their beliefs and decisions. We conduct both a field study and two laboratory studies to examine the phenomena in the context of health. In particular, we examine how an individual’s prior experiences and the experiences of those around them alter the operational decisions that the individual makes.
Could new legislation help drive the development of local tech clusters – and the growth of corresponding economic power and development – beyond Silicon Valley? In this week’s Kenan Insight, our experts explore the gravitational pull of Big Tech along with what it could mean if startups across the U.S. were better able to remain and grow in the communities where they launch.
Determining how best to route work is a key element of service system design. Not surprisingly then, many analytical models have identified various optimal routing algorithms for service operations management. However, in many settings, humans make routing decisions dynamically, either because algorithms don't exist, decision support tools have not been implemented, or existing rules are not enforced.