There’s no silver lining to a disaster as shocking and immense as the oil spill in the Gulf of Mexico. But as with any major mistake by a corporation, says management professor Sydney Finkelstein, there are many lessons to be learned in its wake.
An environmentalist who had been working in land-conservation issues, Katherine Birnie T’07 wanted to attend business school to learn management skills and better understand the competing interests around land use. Tuck set her on a new career path. “It was incredibly valuable to explore how sustainability gets put into practice in the business world.”
In The Other Side of Innovation, Tuck faculty members Vijay Govindarajan and Chris Trimble offer organizations a model for making innovation happen.
As CEO of Gyrobike, makers of a Dartmouth-originated technology, Daniella Reichstetter T’07 is taking her passion for cycling to the next level.
Tuck's Allwin Initiative for Corporate Citizenship has expanded students' career horizons, collaborated with nonprofits, and helped bring issues at the nexus of business and society into the classroom.
Criticism of MBA programs is almost as old as graduate business education itself. But in the aftermath of the worst financial crisis since the Great Depression, it has also led to a more meaningful debate over what business schools need to teach.
Espen Eckbo finds that, contrary to assumptions and biases, putting bankrupt companies on the auction block is more efficient than Chapter 11.
Paul Argenti envisions a new role for corporate communications following an epic collapse of trust and the rise of social media.
Tuck's Investing in Excellence Campaign reached its successful conclusion on December 31st, 2009. Thank you to all our alumni and friends.
Punam Anand Keller uses social marketing research to devise a better—and less costly—way to persuade people to save for retirement.
Karl Diether has studied the uptick rule and finds that its effects on liquidity and volatility are small and best viewed as distortions caused by the rule itself.
Tuck’s Broehl/Hornsby Social Innovation Fund sponsored a First-Year Project in which a group of students traveled to Nicaragua to assist in an effort to improve food security for the farmers.
Brian Tomlin explores how companies can manage risks lurking in their supply chains and discovers that the nature of the risk matters.
Peter Golder’s study of brand persistence shows that a recession may be a top brand’s best friend.
Assistant Professor Y. Jackie Luan has developed an econometric model to help film studios find balance—and maximum revenue—as theaters and DVDs fight it out.
Investor behavior has long been at odds with investor wisdom. Most investors chase potential profits by actively buying and selling stocks—or by hiring someone else to do it for them—although trading costs and management fees significantly reduce their net returns. New research by Tuck Professor Kenneth R. French quantifies the costs of such active investing and provides strong evidence that a passive approach is better for most investors.
Ron Adner raises new issues regarding the design of business models in the collaborative partnerships known as innovation ecosystems.
Teaching students to take stock of their strengths and weaknesses helps them become strong leaders.