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There is a considerable gap in our current understanding of gift-giving because much of what has been studied has focused on gift-giving as an affair between just two consumers a single giver and a recipient. Little is known about the impact other gifts have on the recipient of the gifts, even though some of the most common occasions for giving a gift, such as birthdays, the winter holidays, Mothers and Fathers Day, graduations, bridal showers, baby showers, bachelor and bachelorette parties, going away parties, and retirement parties, all typically involve a recipient receiving gifts from several different givers.
Researchers from Carnegie Mellon s Tepper School of Business and West Virginia University s John Chambers College of Business and Economics set out to understand gift giving dynamics in these settings and how a giver s and a recipient s evaluation of the giver s gift is influenced by the other gifts the recipient receives.
Some MBA students have always wound up as entrepreneurs. Lately, they re even more bullish on startups.
That s according to a new study from Illuminate Ventures, a seed-stage venture firm, which shows MBA students are hugely optimistic about entrepreneurship as a career path. Illuminate surveyed 500 business school students at more than 20 schools, including Carnegie Mellon s Tepper School of Business, the Yale School of Management, and the University of Chicago Booth School of Business, throughout the first half of 2020, and published its results in January. More than 85 percent of students said they were interested in entrepreneurship as a career path. It blew my mind that so many were interested, says Cindy Padnos, founder and managing partner of Illuminate. Her firm regularly hosts MBA students as interns. Those students had repeatedly mentioned a high level of interest in entrepreneurship among their peers. Padnos wanted to know if the sentiment was widespread, or if i
Watch the six finalist teams of the inaugural John R. Lewis Racial Justice Case Competition present their respective recommendations to the competition’s corporate partners and esteemed judges for a chance to win up to $20,000. Audience members will also be able to vote for the presentation they feel is the most innovative and will have the most impact.
In response to the national reckoning in 2020 over racial inequities and deaths of George Floyd and others, students at Emory University’s Goizueta Business School led the creation of a case competition honoring the late John R. Lewis (1940-2020), the civil rights icon and U.S. Representative from Georgia’s 5th district.
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Organizations seeking to fill internal roles traditionally have two options: promote from within or hire externally. Internal promotions benefit from being vetted talent who possess firm-specific skills while outside hires harbor external knowledge that can infuse an organization with new energy. Though this dichotomy is often accepted as unavoidable, there is a third option: boomerang employees.
Boomerang employees are those who return to an organization after an amicable absence. Whether the absence was for personal or professional reasons, their return provides unique value to an organization in that they represent external employees and the knowledge they contain yet have internal job experience. There is evidence to suggest that boomerangs gain practical experience and develop their network at interim firms while also outperforming non-boomerang external hires when placed in roles that involve relational demands and administrative coordination.