Experience Stern | News & Events

Excerpt from Business Insider -- "Trump can get on Xi's good side by asking questions instead of proposing a solution without listening. Susan Stehlik, the director of NYU Stern Business School's management communication program, said Western leaders can fall into the trap of presenting a proposal right at the top of the meeting."
 

Excerpt from Business Insider -- "Trump can get on Xi's good side by asking questions instead of proposing a solution without listening. Susan Stehlik, the director of NYU Stern Business School's management communication program, said Western leaders can fall into the trap of presenting a proposal right at the top of the meeting."

Excerpt from The Washington Post -- "Tech companies have not clarified their policies for handling deepfakes or more crudely edited and demonstrably false videos, said Michael Posner, the director of New York University Stern Center for Business and Human Rights who researches disinformation."

Excerpt from Livemint -- "Psychologist Dolly Chugh of NYU Stern School of Business points out that when it comes to inclusive behaviour, it is important to keep in mind that we are all “a work-in-progress". Irrespective of the generation we belong to, we may have certain “ordinary privileges" that others may not have access to."

Excerpt from The Washington Post -- "Tech companies have not clarified their policies for handling deepfakes or more crudely edited and demonstrably false videos, said Michael Posner, the director of New York University Stern Center for Business and Human Rights who researches disinformation."

Excerpt from Crowdfund Insider -- "So very famously, the first block of the Bitcoin blockchain, which was created on January 3, 2009, it has the headline from that morning’s Times of London, that the chancellor’s on the brink of a second bailout for the British banking system. And this is there really to announce to the world that there is a better way and to throw down a challenge to the existing financial system that we are going to put you out of business if you don’t adapt and recognize that there’s a better way to do payments and transfers."

Excerpt from CGTN -- "'Firms are A,B,C – Anywhere But China,' explains Joseph Foudy, a professor at New York University’s Stern School of Business. 'And so they are just radically reducing their exposure because even if we get an agreement today, who’s to say that it doesn’t break down, and we’re not looking at a new round of tariffs late this year or early next year?'"

Excerpt from Financial Times -- "The idea marks a 'long overdue' attack by Big Tech on the payments industry, says David Yermack, a finance professor at New York University’s Stern School of Business."

Excerpt from Forbes -- "Julia Hur, an assistant professor at New York University, blames performance incentives. 'Crazy reimbursement is a kind of expression of strong desire for more money,' she said, adding that performance incentives make people think about money and as a result, they become obsessed with getting reimbursed."

Excerpt from The Economist -- "According to a recent study by Aswath Damodaran of New York University’s Stern School of Business, on this basis drug firms’ margins are 24%, higher than most other sectors (see chart)."

Excerpt from Financial Times -- "Webb’s book at times reads like a thriller in which the ending looks bleak. But she affords us a clear, jargon-free view of the power and potential of AI — and how we as citizens should seek to influence its development — before a coming superintelligence shapes human lives in ways we cannot yet imagine."

Excerpt from Knowledge@Wharton -- "Direct listing is a luxury, in a sense. You have to have a brand name and enough cash on the balance sheet for you to go direct-listing because you don't have to raise capital right now."

Excerpt from Business Insider -- "'[Slack] was not waiting for the money coming from IPO to run their day-to-day operations,' Segram said. 'It is a very selective group can do this direct listing, the major factor being the brand recognition.'"

Excerpt from The Atlantic -- "'To feel real in a workplace and not just like a cog in a wheel, I think we have a need to connect when we can,' Lechner explains. 'We may not choose to talk about going through divorce or some big disease we have, so we revert to things that are real, but a little less intimate.'"

Excerpt from TODAY -- "If we think of being a good person as being without blind spots, never making a mistake, we put ourselves in a very tight corner with no window. There's no room to grow there. And what we know from years and years of psychological research is we all have blind spots. There's things we don't notice in our own behavior. Let's give ourselves room to grow: what I call being 'good-ish.'"

 

Excerpt from Financial Times -- "At New York University’s Stern School of Business, Jonathan Haidt, professor of ethical leadership, applies moral psychology to the way ethics is studied and integrated into the business curriculum. He says if students are taught how to integrate social and environmental considerations into decisions, ethics will follow. He argues against 'the shareholder primacy view' and encourages students to think in the long term. 'When you do that, ethics flows naturally,' he says."

Excerpt from NPR -- "Giorcelli and Moser estimate that, overall, Napoleon's introduction of copyright led to a 150 percent increase in the number of operas composed each year."

Excerpt from Bloomberg-- "I think what they've decided is the United States is not a reliable trading partner... I think they're on a trajectory now that they're not going to move off of -- of becoming wholly self-sufficient in tech."

Excerpt from The San Francisco Chronicle -- Uber and Lyft were “groundbreaking as the first systems where millions of people can set their own hours and earn money proportionate to the time they put in without it having to be continuous bunch of hours,” said Arun Sundararajan, a New York University business professor who studies gig companies. “Certain segments of the population, such as single parents, need that absolute flexibility.”

Excerpt from the Frankfurter Allgemeine Zeitung -- (translated from German using Google Translate) "Cecchetti and Schoenholtz make three suggestions in their conference paper. [Their] first suggestion should be self-evident, but it is not yet: Central bank statements should be written in understandable language. This includes making a dissent among the decision-makers clear without getting lost in endless statements. Although it may be difficult to surpass the volubility of the members of the Central Bank Council of the Deutsche Bundesbank in the 1980s and early 1990s, there is now an increase in public statements by monetary policymakers to an extent that does not promote the dissemination of a clear message. The independence of from central banks is an important achievement, but in troubled times it is not sacrosanct. It is therefore not bad for the leadership of a central bank to be perceived as a capable team, rather than and not as a chronically quarreling bunch. Secondly, Cecchetti and Schoenholtz recommend clear statements from monetary policymakers regarding how they would change course as economic perspectives change. This is a very demanding proposal that is more likely to come to academic economists than practical monetary policy makers. It is not only difficult for monetary policymakers to communicate clearly how they would, for example, respond to an intensification of international trade conflicts. An overly detailed scenario analysis could also give monetary policymakers an excuse to be too active in responding to changes in the environment."

Excerpt from Frankfurter Allgemeine Zeitung -- (translated from German using Google Translate) "Cecchetti and Schoenholtz make three suggestions in their conference paper. [Their] first suggestion should be self-evident, but it is not yet: Central bank statements should be written in understandable language. This includes making a dissent among the decision-makers clear without getting lost in endless statements. Although it may be difficult to surpass the volubility of the members of the Central Bank Council of the Deutsche Bundesbank in the 1980s and early 1990s, there is now an increase in public statements by monetary policymakers to an extent that does not promote the dissemination of a clear message. The independence of from central banks is an important achievement, but in troubled times it is not sacrosanct. It is therefore not bad for the leadership of a central bank to be perceived as a capable team, rather than and not as a chronically quarreling bunch.

Excerpt from Business Insider -- "'The point is that power moves people in some predictable directions on average,' Joe Magee, a New York University psychologist who studies the psychological effects of power, told Business Insider in a phone interview. It's not so much a bias, he's careful to note, but a cognitive tendency or propensity."

Excerpt from Barron's -- "There could be reason to break up tech giants—it is just not antitrust-related. The antitrust debate aside, a spinoff approach might be a boon for investors. Scott Galloway, the serial entrepreneur and New York University marketing professor, says that Facebook could unlock value by spinning off its Instagram and WhatsApp units, while Google could do the same with YouTube."

Excerpt from Bloomberg Tax -- “Andersen’s culture had changed long before Enron,” Ronen said in a phone call. “There had been other scandals such as WorldCom, and the Andersen culture had changed to chasing revenue. I don’t think the name would be a positive today.”

Excerpt from Reuters -- “You don’t see many kids coming out of university saying ‘I want to go into retail,’ said Allen Adamson, an adjunct professor at New York University’s Stern School of Business.