Institute Executive Director Greg Brown offered his analysis of the June 2 employment report and talked about why now may be a good time to tackle the country’s spending and revenue issues.
Our Stakeholder Capitalism Grand Challenge Final Report, written by Executive Director Greg Brown and Chief Economist Gerald Cohen, has been published in the Spring 2023 issue of the Journal of Applied Corporate Finance.
Join us for the Kenan Institute’s monthly virtual press briefing at 9 a.m. EDT this Friday, Aug. 4, as Executive Director Greg Brown discusses whether declining inflation has put an economic soft landing back on the table.
Have the chances of a recession arriving in the next year decreased? Institute Executive Director Greg Brown laid out the conflicting economic indicators around this question and offered his analysis of the Aug. 4 employment report, which showed 187,000 jobs added in July. He also answered questions on the yield curve’s performance and the potential effects of Fitch’s downgrade of the U.S. credit rating.
Join us for the Kenan Institute’s monthly virtual press briefing at 9 a.m. EDT this Friday, Dec. 8, as professor and former executive director Greg Brown shares his thoughts on where inflation may be headed from here.
During the institute's monthly press briefing Dec. 8, former institute Executive Director Greg Brown analyzed the “slower slowing” in employment growth and signs that the Federal Reserve should keep its guard up against inflation.
We investigate the stock market reactions to the announcements of Black CEO and top management team (TMT) appointments in light of two conflicting studies that advance competing and opposite theories.
European economies are now dominated by services, and virtually all companies view service as critical to retaining their customers today and in the future. This European edition provides students with a complete introduction to the unique marketing challenges that services present. Guiding students to recognize and understand these special characteristics, the text also explores frameworks for developing and implementing service strategies for competitive advantage across a wide array of industries.
As the pandemic forced shutdowns across the globe, U.S. government entities at the federal, state and local levels worked swiftly to secure known drivers of economic growth and job creation – including entrepreneurial ecosystems and small businesses. And while the programs implemented were widely lauded as successful, the story of who benefitted – and who did not – is more complex. This week’s Kenan Insight explores our experts’ key findings around the roles of policy and implementation in supporting equal access to opportunity.
For many companies, it’s clear the hybrid workplace is here to stay. Explore executive insights on best practices for managing remote and hybrid teams and the importance of adaptable leadership amid greater workday flexibility and evolving team structures.
This white paper develops a demographic profile of the elderly population in the Carolinas1 and presents the results of a literature search which identified both promising initiatives and programmatic gaps where new and innovative efforts are needed to foster and facilitate successful aging in place for seniors. As a launch pad for future discussion around defining The Duke Endowment’s (TDE) role in this space moving forward, a concluding section highlights strategies worthy of consideration for promoting successful aging in the Carolinas.
Learning from negative outcomes is of fundamental interest to scholars. Yet most research in this area explores learning from actual outcomes. By contrast, we add to the literature by setting forth a theoretical framework that highlights learning from the anticipation of negative outcomes rather than actual outcomes. Using an inductive, multiple case research design, we develop an emergent typology for how anticipatory learning occurs.
We all know that North Carolina is a migration magnet. But just who’s moving into – and out of – the state? And what’s the impact on North Carolina’s economy and infrastructure? Jim Johnson, director of education, aging and economic development initiatives for the Kenan Institute, and Allan Parnell, vice president of the Cedar Institute for Sustainable Communities in Mebane, NC, go in search of answers.
Monte-Carlo Integration is ubiquitous in science, engineering, finance and many other disciplines. It is well-known that quantum computing can achieve a quadratic advantage in Monte-Carlo Integration by using as a subroutine Quantum Amplitude Estimation (QAE), which is essentially a generalization of Grover Search — one of the oldest and most famous quantum algorithms. However, until recently this advantage was merely theoretical, in practice substantial overheads (associated with the need to perform arithmetic operations on the quantum computer) rendered Quantum Monte Carlo integration (QMCI) NISQ-infeasible.
Elizabeth City’s newest jobs creation partnership set sail literally and figuratively on Friday, Sept. 28, as two Coast Guard search-and-rescue boats took participants on a brief tour of the city’s harbor before dropping them off for a panel discussion and luncheon at The Center at Arts of the Albemarle.
Using a nested multiple-case study of participating ventures, directors, and mentors of eight of the original U.S. accelerators, we explore how accelerators’ program designs influence new ventures’ ability to access, interpret, and process the external information needed to survive and grow. Through our inductive process, we illuminate the bounded-rationality challenges that may plague all ventures and entrepreneurs—not just those in accelerators—and identify the particular organizational designs that accelerators use to help address these challenges, which left unabated can result in suboptimal performance or even venture failure.
We argue that behavioral strategy can learn a great deal from the Theory of Computational Complexity and Artificial Intelligence. Also, a concept of “organizational intractability” may be useful in determining what analytical decision technologies are actually intractable in real organizations with constraints on time and managerial attention.
In the U.S. automobile industry, manufacturers distribute products through dealers and rental agencies. To mediate direct competition between the two intermediaries, manufacturers adopted buyback programs to repurchase used rental cars from rental agencies and redistribute them through dealers.
We analyze two pricing mechanisms for information goods. These mechanisms are selling, where up-front payment allows unrestricted use, and pay-per-use, where payments are tailored to use. We analytically model a market where consumers differ in use frequency and where use on a pay-per-use basis invokes a psychological cost associated with the well known “ticking meter” effect. We demonstrate that pay-per-use yields higher profits in a monopoly provided the associated psychological cost is low.
This paper presents an analysis of data from a company that offers forwards in a sports ticket market. Multiple models that account for fan heterogeneity are presented to capture forward purchase and resale behaviors.