Search

In these politically divided times, everyone seems to have an opinion. Is it a good idea for CEOs to express theirs? What happens to an organization when its CEO takes a public stance on a controversial issue? New research examines the net effect of CEO activism, how the effects differ for liberals and conservatives, and the effects’ duration.

Young Hou is a professor in the Strategy, Ethics and Entrepreneurship area at Darden, where he teaches core Strategy and Corporate Strategy in the full-time MBA program.

Just as a successful organization has its own brand, so can a person, and it’s intertwined with reputation. That means on and off the field in the case of student-athletes, and now that they can make name, image and likeness (NIL) deals, they need guidance on how to build and manage that brand wisely. Here are the four major steps in the process.

In an examination of the role of character in leadership and decision-making, Darden Professor Jared Harris offers guidance on creating a personal vision, defining one’s values, preparing for the defining moments of a professional career, and how to actively pursue one’s best self.

Phishing scams: The same instincts and signals people use consciously or unconsciously to establish trust in the “real” world are the very same that get us into trouble online. Such vulnerability is due to the very nature of how human beings make judgment calls when it comes to trust. Understanding why we’re at risk is the first step.

Early in 2019, who knew that a novel coronavirus would shut down businesses, communities, industries and economies in just weeks? A good business strategist understands that the future unfolds in ways that are unforeseeable as frequently as they’re predictable. But there are analytical frameworks you can use to yield insights for your organization.

Getting diversity, equity and inclusion right in any organization is a function of change, which is hard. Here Darden experts provide practical insights on leveraging deviance in ways that empower individuals, the benefits of unconscious-bias training, mentorship and sponsorship, and how to have constructive (if potentially tense) conversations.

Getting diversity and inclusion right in any organization is a function of change. It’s about overcoming barriers, getting people out of dominant paradigms about diversity, and empowering people to understand diversity and inclusion as part of the overall livelihood of their organizations. That means providing models and templates that get results.

Since the pandemic hit, there is more of an imperative than ever to build real organizational and personal resilience. The tools that prove most useful in doing so include purpose, engagement and leadership behaviors — like modeling interpersonal human relatedness and personal growth after adversity.

Saffie’s research focuses on the intersection of international finance, firm dynamics and economic growth. Methodologically, he combines empirical work with quantitative theory, using granular data to understand aggregate phenomena.