Assistant Professor of Strategy and Entrepreneurship, UNC Kenan-Flagler Business School
Plants become more efficient, decision-making is centralized, but access to real-time data may “Uberize” workforce according to new research from UNC Tax Center Research Scholar Eva Labro and her colleagues.
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.
Research from UNC Kenan-Flagler Finance Professor Eric Ghysels attaches explicit costs to a model’s classification errors, in this case concerning pretrial detention decisions, avoiding the one-size-fits-all symmetrical cost function of traditional machine learning.
There is no doubt that the COVID-19 crisis has devastated the U.S. economy. But the particulars of this devastation are difficult to gauge, because unique aspects of the of the pandemic distort the data commonly used to assess such situations. In this Kenan Insight, we take a deep dive into the data to learn what it actually tells us about the economic impact of COVID-19, and suggest possibilities for a restart and recovery of the U.S. economy.
Can decision-maker roles—roles with responsibility for allocating resources toward ideas—shape which ideas people in those roles view as creative? Prior theory suggests that expertise should influence creativity assessments, yet examples abound of experts in different roles disagreeing about whether the same idea is creative. We build and test a social context model of creative idea recognition to show how decision-maker roles can shift creativity assessments. In an experimental study, we show that relative to non-decision-making roles, decision-making roles inculcate an economic mindset and so lead to downgrading otherwise creative ideas with cues of low social approval.
Most organizational leaders have come to recognize that hiring and retaining a diverse workforce is a business imperative. But many struggle to achieve their diversity goals. In this Kenan Insight, we explore how organizations can measure their “organizational equity” — that is, their internal distribution of power and resources — and build a diverse workforce that leads to greater organizational success.
Plastic is used in products across nearly every consumer goods sector, but plastic goods carry large negative external costs. Individuals may ask what power they have to create change, but history shows they can use their power as consumers.
Attributing greater value to missing earnings estimates than to beating them signals a trend toward short-term demands and rewards. But what if a firm wishes to make costly investments that could yield long-term business resilience?
2024 Distinguished Fellow Jayashankar M. Swaminathan explores how firms can build operational resilience, focusing on governance, risk management, supply chains, technology and regulatory compliance.
A new research paper provides a framework for companies to respond to pressures on issues from global warming and sustainability to child labor and discrimination.
Battered by the COVID-19 pandemic, the precipitous drop in the economy and continuing racial justice protests, American colleges and universities are facing their most challenging period ever as they head into the fall semester. In this Kenan Insight, we explore what the long-term impact of such forces will be on higher education, and what policy and strategic actions might help mitigate the damage.
Cross-training of nursing staff has been used in hospitals to reduce labor cost, provide scheduling flexibility, and meet patient demand effectively. However, cross-trained nurses may not be as productive as regular nurses in carrying out their tasks because of a new work environment and unfamiliar protocols in the new unit.