A panel of experts convened by UNC Kenan-Flagler Business School and its affiliated Kenan Institute of Private Enterprise will be offering a press briefing via webinar examining the technological, operational and financial challenges colleges and universities face amidst the COVID-19 crisis. Join Tuesday, April 21, at 11 a.m. EDT.
Join part one of our two-part discussion on data privacy as we examine the integration and privacy concerns presented by contact tracing. The conversation will explore how current data protections laws address the issue, and will cover potential regulatory changes we might see in response to the current crisis.
Join experts from Wells Fargo, First Citizens Bank, UNC Kenan-Flagler Business School and the Kenan Institute of Private Enterprise for a discussion on the North Carolina CEO Forum’s launch of a new framework to aggregate non-standard, real-time data to guide policy and business next steps. Join Tuesday, July 7, at 11 a.m. EDT.
Join the Kenan Institute of Private Enterprise and the North Carolina CEO Leadership Forum September 22 for the launch of a new report examining the state of our national economy – and exploring its future.
Consumers will long associate the early months of the COVID-19 pandemic with seemingly apocalyptic searches for toilet paper, hand sanitizer and PPE. But even now, amid continued surges of the Delta variant, many global supply chains continue to experience disruptions at record rates. This week’s Kenan Insight invites our experts to weigh in on the immediate impact of these disruptions for business and society, the longer term effects across industries and the roles government and emerging tech should be playing to drive solutions.
The hits just keep coming for the cryptocurrency market following last week’s collapse of TerraUSD. The stablecoin, created to maintain its value equal to the U.S. dollar, today is worth an estimated 11 cents – a drop in market value from nearly $19 billion to roughly $1.3 billion. How could this have happened, and what could it – along with the wider market selloff – mean for the future of crypto? We invite you to join us at 11 a.m. ET this Friday, May 20, for a discussion with key experts.
Using unique data on employee ownership plans sponsored by U.S. public companies, we find that large negative market shocks lead to active changes in portfolio choices among inexperienced and previously inattentive investors. We use employee ownership plans to identify a set of inexperienced investors who did not actively select to participate in the market and who are confronted with a difficult financial decision.
Based on earlier taxonomies of group composition models, aggregating data from individual-level responses to operationalize group-level constructs is a common aspect of management research.
Since 2001, the number of one-quarter-ahead financial items forecasted by analysts and disseminated via FactSet and I/B/E/S data feeds has risen from 5 to 170+. We show that the income statement, cash flow statement, balance sheet, ratio/other, and KPI forecast surprises related to this dissemination are strongly associated with increases in the information content of earnings announcements.
We examine the period over which banking authorities discussed, adopted, and implemented Basel III to understand whether, when, and how firms respond to proposed regulation. We find evidence to suggest that the affected banks not only lobbied rule makers against it, but these banks also made strategic financial reporting changes and altered their business models prior to rule makers finalizing the regulation.
We discuss seven methodological improvements that would stimulate important advancements in management research. We refer to these improvements as ‘wishes’ that we hope will materialize within the next decade.
Purpose ‐ The purpose of this paper is to propose a conceptual framework ‐ the 4V model ‐ for better understanding how global brands create firm value. Organized around the global brand value chain, the 4V model includes four sets of value-creating activities: first, valued brands; second, value sources; third, value delivery; and fourth, valued outcomes. Design/methodology/approach ‐ The approach is conceptual with illustrative examples.
This paper documents macroeconomic forecasting during the global financial crisis by two key central banks: the European Central Bank and the Federal Reserve Bank of New York.
We measure the effects of pre- and postrelease blog volume, blog valence, and advertising on the performance of 75 movies in 208 geographic markets in the United States. We attribute the variation in blog effects across markets to differences in demographic characteristics of markets combined with differences across demographic groups in their access and exposure to blogs as well as their responsiveness conditional on access.
Many organizations employ interpersonal feedback processes as a structured means of informing and motivating employee improvement. Ample evidence suggests that these feedback processes are largely ineffective, and despite a wealth of prescriptive literature, these processes often fail to lead to employee motivation or improvement.
Sharing economy has risen rapidly in recent years, and it imposes several challenges for policy makers. This paper examines how a pioneer of sharing economy — Airbnb — affects local economy. Using venture capital infusions as plausibly exogenous shocks to Airbnb’s expansion into a new county, we find that Airbnb expansion leads to poorer hotel performance in the local county.
Consumer boycotts of products offer a unique context to understand the nature of consumer preferences and market dynamics. We focus on the 2012 nationwide boycott of Japanese products in China triggered by a territorial dispute and heavily influenced by historical animosity between citizens of the two countries.
The multigenerational survival rate for family-owned businesses is not good. Lack of a shared vision for the family enterprise and weak next-generation leadership are often cited as two of the leading reasons for the failure of family firms to successfully transition from one generation of family ownership to the next. The climate of the business-owning family has also been suggested as important to the performance of the family enterprise. Despite these commonly held tenets, there is a lack of rigorous quantitative research that explores the relationships among these three factors.
Our findings debunk the myth that a ‘continuous improvement culture’ will emerge amongst workers and staff that sustains improvement efforts. The root cause behind backsliding is that sustaining process improvement initiatives involves all levels of the organisation, and that leaders play a pivotal role herein they often neglect. We identify four common failure modes.