Experience Stern | News & Events

The NYU Stern Center for Business & Human Rights and The Business & Human Rights Resource Centre welcome Christine Bader, author of The Evolution of a Corporate Idealist: When Girl Meets Oil, for a book talk and signing.

Excerpt from CNBC -- "'Last time around it took them two years to normalize from 5 to 5.25, too little too late … they created the biggest housing, real estate credit and equity bubble,' Roubini said Tuesday on CNBC's 'Closing Bell.'"

Excerpt from MarketWatch -- "The study — entitled Buffett’s Alpha — was published last November by the National Bureau of Economic Research. Its authors, all of whom boast strong academic credentials, work for AQR Capital Management, a money management firm: Andrea Frazzini and Lasse Pedersen, both finance professors at New York University, and David Kabiller, one of AQR’s founders."

Excerpt from The Daily Beast -- “'We commissioned the study to assess and evaluate the content of the textbooks with the intention of sharing our findings with the Saudi government and with the option, depending on the findings, of making it public if the problems persisted,' Posner told the Daily Beast."

Excerpt from The Huffington Post -- "Should leaders who want to create high-performing companies try to foster feelings of wonder in their employees? The evidence suggests that the answer is yes. Not only is wonder a component of The Third Metric, but it has been shown to move the meter on the other three components: well-being, wisdom, and giving."

Christopher Howard, president of Hampden-Sydney College, joined Dean Peter Henry and MBA students for NYU Stern’s Block Lunch event series.

Excerpt from The New York Times -- "In our negotiation course, we talk about preparation being 70% of negotiation. That's the opposite intuition that most of us have. We picture negotiation success happens at the table. What we teach in our course is it's exactly the opposite. It happens before you get to the table. That's part of preparation, having those kinds of conversations with people inside the organization, people outside the organization, people who know you well, people who know the industry well, people who know the labor market for your particular set of skills well. All of these are data points that give you a sense of what's appropriate."

Excerpt from The New Republic -- “'If it escalates along the lines you suggest, it will lead to a global recession with a particularly strong negative effect on Europe at the wrong time,' said Michael Spence, a fellow at the Council on Foreign Relations."

Excerpt from The Wall Street Journal -- "'When they meet a long distance away, they really don’t want a lot of attention — they want to keep people from attending,' says co-author David Yermack, a New York University finance professor who studies corporate boards and related issues. Poor performance is worse when companies suddenly switch to an out-of-town meeting after years of meeting close to home."

Excerpt from Harvard Business Review -- "And in CareerBuilder CEO Matt Ferguson’s new book, The Talent Equation, written with Lorin Hitt of the Wharton School and Prasanna Tambe of NYU’s Stern School, additional research shows that these more educated employees are delivering results, as measured by costs subtracted from total sales, and divided by number of employees."

Excerpt from The Wall Street Journal -- “'We’re seeing rapid depreciation for IT skills,' said Sonny Tambe, professor at New York University’s Stern School of Business and an expert on the high-tech workforce. 'So what happens to engineers over 40? You go to Silicon Valley [and ask that question] and you can see the panic in some people’s eyes.'”

Excerpt from The New York Times -- "Sonia Marciano, a professor at the Stern School of Business at New York University, said her students expected more than big bonuses these days. 'My students, men and women, talk much more openly about an expectation of work-life balance,' said Ms. Marciano, who has been teaching for 20 years. 'It’s a shift that seems pretty real and substantial.'”

Excerpt from the Financial Times -- "Universities face a difficult choice. What they offer, a branded degree and the social experience of maturing in one’s thinking in a 'high-touch' environment are still in demand and will continue to be for the foreseeable future. Moreover, as a society, there are also compelling reasons for us to preserve the traditional role of universities as a public good and the larger role they fulfil in society, including research and knowledge creation. But it is inevitable that profit motives will drive the upstarts up the value chain to eventually target the 'core customers', as in other industries. It would be unwise for any university to assume it will be able to function with its current business model in the increasingly unbundled world that lies ahead."

Excerpt from NPR -- "The Greek government is starting to fix some of its fundamental problems, says Nicholas Economides, a professor at NYU. To crack down on tax evasion, the government now puts property tax on power bills. So if people don't pay the tax, the power gets cut off."

Excerpt from Bloomberg Businessweek -- "So what have I learned? Be professional, but show your personality. Practice, but not so much that you become an automaton. Show up with detailed knowledge of the school—and of your résumé. Mostly: Take confidence from having been invited."

Excerpt from Entrepreneur -- "Author Jonathan Haidt shares 10 theories of happiness discovered by the big thinkers of human history, such as Plato, Jesus and Buddha. This psychology professor weaves together a strong case for the similarity of all cultures' desires and pursuit of happiness."

Excerpt from Forbes -- "The TXU bonds in the BofA Merrill Lynch U.S. High Yield Index currently trade at an average price of $56. By comparison, last year’s defaulting bonds were quoted at an average price of $54 shortly after default, according to Edward Altman of New York University."

Excerpt from CNBC -- "I'm just amazed that people can value the company with the information they have right now, which is nothing. All we know is it made about 8 to 9 billion dollars in revenues. It's a very profitable company. We know how it makes money. It's an advertising company. It's not a retail company. but beyond that, we know nothing. So, this morning, I pulled up about 100 articles on Alibaba's valuation, and every one of them was constructed around one word: China. That's all they said. The company's worth a lot because it's in China. There's nothing more to the story right now than that big country out there with a billion people."

Excerpt from The New York Times -- "Mr. Cooley, of N.Y.U., said rising interest rates were equally as concerning as the hypotheticals that the Fed has tested for years, which include job losses and declines in house prices. 'You tend to think about stresses to real-world economy, but you have to think about the stresses of a change in monetary policy also,' he said."

Excerpt from Minyanville -- "In December of 2012, New York University Stern School of Business professor Masakazu Ishihara and University of Toronto Rotman School of Management professor Andrew Ching published a study asking that exact question. The study, 'Dynamic Demand for New and Used Durable Goods Without Physical Depreciation: The Case of Japanese Video Games,' found that if used games were to be eliminated from the market, the profit to game publishers would drop by 10% per game. However, if publishers were to adjust prices to optimal levels, they would see per-game profit increase by 19% over current levels."

Excerpt from Business 2 Community -- "A lot of consumers – particularly Gen Y, Gen Z and to a certain extent Gen X – are quite open to marketing. They know that in order to use a free app, or to use a particular service, they’ll be exposed to ads. They accept this as a fact of life. But they want those ads to be relevant to them, and they’re willing to disclose information about themselves to ensure that happens."

Excerpt from Forbes -- "The primary external activities to make organizations more innovative include: 1) Communicating idea sourcing needs/challenges to external communities 2) Creating internal teams, often as part of Open Innovation departments, to scour the world collecting inspiring stimuli, benchmarking relevant firms, and looking for potential partners and acquisition candidates 3) Organizing the collected stimuli so it can be easily searched for and found by those who would benefit from it inside the firm."

Excerpt from Reuters TV -- "The closer they come to midterm elections, the more likely it is that some members of the inquiry committee will see an opportunity to project themselves for their constituencies in their re-election campaign to hammer perhaps on the poor judgment behind the Obama administration trying to bail out General Motors."

Excerpt from Crain's New York -- "Other students, such as Yaopeng Zhou, a second-year M.B.A. student at Stern, enroll specifically so they can work on their own entrepreneurial ventures. He teamed up with a former colleague and alumnus to develop a portable device for conducting reliable, affordable eye exams, aimed particularly at emerging markets. They won the top prize of $75,000 in Stern's Social Venture Competition last May."

Excerpt from The Wall Street Journal -- "Institutions should not be allowed to issue uncovered contracts—those not backed by an offsetting position to reduce risk—that are prone to runs. Banks could collateralize short-term assets with cash reserves or Treasurys and draw upon these in the event of a run. This would be a simpler, more focused and less resource intensive way to contain systemic risk."