MBADM 850 | Session 4 | Innovation Opportunities From Pain Points to Solutions

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ENTR 810 | Session 4 | Innovation Ethics Marketing, Risk, and Responsibility

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ACCTG 502 | Session 5 | Who Blows the Whistle on Corporate Fraud? - 2010

ALEXANDER DYCK, ADAIR MORSE, and LUIGI ZINGALES

Introduction:

The study explores who is most likely to detect and uncover corporate fraud in U.S. public companies. While previous governance theories focus on auditors, regulators, or investors, the authors discover that employees, the media, and industry regulators are unexpectedly influential in revealing misconduct. By integrating legal, economic, and financial viewpoints, the study challenges traditional ideas about governance mechanisms and shows that non-traditional actors are key in maintaining market integrity.

ACCTG 502 | Session 5 | The Role of Sell-Side Analysts after Accusations of Managerial Misconduct - 2019

Jared Jennings

Introduction:

The study investigates how sell-side analysts respond to security class action lawsuits that allege managerial misconduct. Jennings (2019) argues that while prior scholarship often critiques analyst research as biased or inefficient, the filing of a lawsuit creates an environment in which managers are constrained in disclosure, thereby elevating the potential informational role of analysts. The central finding is that analysts not only increase the volume of their research but that this research becomes more informative for investors following litigation filings (p. 183). This reframes analysts as valuable intermediaries during crises of managerial credibility.

The Governance Effect of the Media's News Dissemination Role: Evidence from Insider Trading - 2015

LILI DAI, JERRY T. PARWADA, AND BOHUI ZHANG

Introduction

The study explores how the media’s role in spreading regulatory news about insider trading influences the profitability of insiders’ future transactions. In simple terms, it examines whether media coverage of required filings, without providing new information, can regulate insider behavior. The authors contend that media dissemination alone lowers abnormal returns from insider trades by attracting public attention and thereby limiting opportunistic actions.

ENTR 810 | Session 3 | Demographics and Future Trends in Innovation

Introduction

Join us as we explore the complex and often contradictory stories surrounding global demographic shifts. Are aging populations a "demographic time bomb" or do they bring "silver linings"? This episode examines the significant changes happening worldwide, from declining fertility rates and "youth scarcity" to the "inverting age structures" of societies. We'll analyze the financial, social, and environmental factors influencing these trends, as well as their wide-ranging impacts on economies, labor markets, and consumption. Additionally, we'll look into the innovative strategies governments and businesses need to adopt to adapt. We also discuss the unique challenges faced by "later wave" economies that must "get rich before they get old" and highlight insights from generational research that are shaping our workplaces and consumer habits.

MBADM 850 | Session 3 | Cracking the Innovator's DNA - Entrepreneurs and Innovators

Introduction:

In this episode, we explore the dynamic world of entrepreneurship and innovation, moving beyond common stereotypes to reveal the true essence of successful ventures and their leaders. We start by defining entrepreneurship as the pursuit of opportunity beyond currently available resources, often involving turning ideas into fully operational businesses. Beyond just profit, modern entrepreneurship is increasingly seen as a powerful force for changing the world by solving large-scale problems and promoting social change. Similarly, innovation is understood as creating a viable new offering, which can be a completely new product or service, or a significant improvement to existing ones.

We examine the key traits and behaviors that set successful entrepreneurs and innovators apart. These include an insatiable curiosity to continually seek new opportunities and challenge the status quo, along with a willingness to experiment through structured tests and market research to validate ideas. Adaptability and decisiveness are essential for managing unpredictable challenges and guiding the business's direction. Successful individuals also demonstrate self-awareness to build complementary teams, a calculated risk tolerance that balances potential rewards with efforts to mitigate risks, and a deep comfort with failure, viewing it as a learning experience rather than a setback. The "Innovator's DNA" highlights five core skills: observing, questioning, associating, experimenting, and networking. Additionally, great entrepreneurs are skilled at working with people, able to combine vision with execution, and possess strong leadership and communication abilities.

Challenging the idea that entrepreneurs are simply "born," we emphasize that these vital qualities and behaviors are developed through time, experience, and ongoing learning. While there may be a genetic aspect to innovation ability, environment and deliberate growth play a key role in shaping an entrepreneurial mindset. We also acknowledge the inherent difficulties, stresses, and high failure rates of launching a new venture, emphasizing the importance of effective stress management and a long-term perspective to navigate the "entrepreneurship roller coaster." Ultimately, entrepreneurship is a crucial driver of economic growth, job creation, and social progress, serving as an essential link between innovation and real-world application. Tune in to discover how these insights can help you develop your own entrepreneurial skills and leave a lasting impact.

MKTG 556 | Session 5 | The One-Party Versus Third-Party Platform Conundrum: How Can Brands Thrive? - 2023

Zhiling Bei and Katrijn Gielens

Introduction

The study explores how brands can navigate governance decisions when selling through online platforms such as Amazon, JD.com, and Tmall. Specifically, the authors compare one-party (1P) models, where brands wholesale to the platform, versus third-party (3P) models, where brands sell directly to consumers on the platform. Using data from nearly 2,000 brands, they find that 1P operations generally reduce market share, while 3P operations increase it, though outcomes are contingent on brand characteristics such as pricing, trust, and product assortment.