Economics

 

Joshua Gans on Prediction Machines

Podcast Recorded: May 2018
  • Innovation & Entrepreneurship
  • Creativity & Innovation
  • Finance
Podcast Guest: Joshua Gans

Joshua Gans is a professor of strategic management and holds the Jeffrey S. Skoll Chair in Technical Innovation and Entrepreneurship at Rotman School of Management at the University of Toronto. His research is primarily focused on understanding the economic drivers of innovation and scientific progress, and has core interests in digital strategy and antitrust policy. Joshua serves on the editorial board of Management Science, managing director of the Core Research consultancy and writes regularly for Forbes, HBR and Digitopoly.

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The Missing Technology Productivity Bonus

News Analysis: February 2018
  • Finance
  • CSR & Governance
  • Leadership & Change
Analysis from: University of Chicago Booth School of Business

ChicagoBooth professor of economics, Chad Syverson, in a recent a online article in ChicagoBooth Review, examines why productivity growth is so low despite the massive investment in and growth of the technology sector, that is supposed...

#A0B4D4News Analysis
 
Impression III, Wassily Kandinsky, 1911 (Courtesy: The Lenbachhaus, Munich)

Behavioural Economics: A Power that Goes Beyond Nudges

Idea posted: October 2017
  • CSR & Governance
  • Finance

Behavioural economics solutions to societal problems mostly take the form of economic ‘nudges’ — such as defaults to increase retirement plan enrolments. However, the potential for behavioural economics to help resolve societal problems is far greater than the common nudges. A new paper explains how policy makers have failed to take full advantage of behavioural economics solutions.

Idea #677
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Tea pluckers in Darjeeling, 2004 (Source: Wikimedia Commons)

Economic Initiatives Can Lead to Unexpected Behaviours... at First

Idea posted: December 2015
  • Finance
  • Learning & Behaviour

Employee behaviour sometimes contradicts standard economic models. A study of a contract change in India, for example, led to greater output when the models called for less output. As the study reveals, however, the conflicting behaviour was only temporary; over time, employee behaviour in this case complied with the models. The study offers a warning to use longer-term data to measure the impact of economic initiatives or a policy change. 

Idea #568
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Australian Recruitment Poster, World War 2 (Source: Wikimedia)

Leveraging Cyclical Unemployment for a Stronger Workforce

Idea posted: April 2013
  • CSR & Governance
  • Finance
  • Learning & Behaviour

What can we learn from an analysis of the compositional changes in the pool of unemployed over the years? This Idea demonstrates that during recessions, the pool of unemployed shifts disproportionately towards workers with high wages. Unfortunately for the companies letting them go, these are usually also the most productive employees too, but for savvy HR executives that are able to hire them, it could mean great additions to their organization’s workforce.

Idea #094
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Keeping Employee Engagement High in Tough Times

Idea posted: February 2013
  • Strategy
  • CSR & Governance
  • Finance
  • Leadership & Change
  • Learning & Behaviour

During a downturn, employee engagement increases rather than decreases. However, employers should implement strategies to keep engagement high so the reverse does not occur when economic conditions eventually improve.

Idea #013
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