Cornell University The Johnson School at Cornell University
Thought Leadership at JohnsonThought Leadership at Johnson
Fall 2009
The Truth about Cap and Trade (00:04:22)
Jerome Hass explains the economic and market benefits of cap and trade, versus taxation.
Executive Compensation and Company Performance (0:02:35)
Yaniv Grinstein discusses the role of corporate governance and executive pay in firm performance.
Secrets of Retail Forecasting (00:45:52)
Vishal Gaur uses public financial data to infer information about future sales.
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Insights from top CEOs, entrepreneurs, innovators, and thought leaders in the world of business.

Determining Values in Frozen Markets

In an award-winning paper, Maureen O'Hara and Cornell colleague David Easley explain what happened in the financial crisis and describe how to value assets even when trading stops.

A striking and ominous feature of the financial crisis of 2007 to 2009 was the freezing of markets. First to shut down were markets for complex instruments, such as mortgage-backed securities and collateralized debt obligations. Then, illiquidity spread with alarming speed to everything from commercial paper, to money markets, to almost every other credit market.
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Food for Thought on Pricing

Ori Heffetz offers a new perspective on price, perception, and purchase decisions

Consumers often associate higher price with better quality. Yet that doesn't necessarily mean they'll spring for the pricey item.
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Why We Go to the Movies

Johnson School researchers find that people prefer movies that trigger a range of emotions, both good and bad.

What makes a movie a box office hit? Is it star power? A compelling script? A big promotional budget? While all of these things draw audiences, researchers at the Johnson School have pinpointed another factor: emotions.
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Steven Gal

Entrepreneurship in a Down Economy

Steven Gal started a successful company during the dot-com bust. Hear what he learned from that experience, as well as a subsequent failure.

FACULTYSpotlight

Speaking Up at Work: Perils, Pitfalls, and Possibilities

Employees frequently fail to speak up at work out of fear, and managers are woefully inadequate in effectively soliciting employees' input.

Go ahead: tell your supervisor what you think about his pet project. Or should you? James Detert, assistant professor of management and organizations, largely dedicates his research to unraveling the costs and benefits of employees speaking up, and determining when their input really matters.
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Contributors:
Robert Preer
Editor:
Shannon Dortch