Benjamin Kessler / en George Mason professor furthers impact of telemedicine in Ukraine /news/2025-01/george-mason-professor-furthers-impact-telemedicine-ukraine <span>George Mason professor furthers impact of telemedicine in Ukraine</span> <span><span lang="" about="/user/1106" typeof="schema:Person" property="schema:name" datatype="" xml:lang="">Jennifer Anzaldi</span></span> <span>Tue, 01/14/2025 - 17:39</span> <div class="layout layout--gmu layout--twocol-section layout--twocol-section--70-30"> <div class="layout__region region-first"> <div data-block-plugin-id="field_block:node:news_release:body" class="block block-layout-builder block-field-blocknodenews-releasebody"> <div class="field field--name-body field--type-text-with-summary field--label-visually_hidden"> <div class="field__label visually-hidden">Body</div> <div class="field__item"><p><span class="intro-text">Ukraine’s health care system has been hit hard amid the ongoing war. Power outages, staffing shortages, and the destruction of hospitals have added up to a drastic reduction in available care for the already-vulnerable population. </span><span class="intro-text">In a desperate attempt to bridge the gap, Ukraine’s Ministry of Health opened the country to telehealth solutions from overseas. But will these prove to be a successful substitute for at least some necessary services, or turn out to be no better than a tech Band-Aid?</span></p> <p>Answering that question is where <a href="https://business.gmu.edu/profiles/mpetryk" title="Mariia Petryk">Mariia Petryk</a>, assistant professor of information systems and operations management at the Costello College of Business at AV, comes in. In her spare time, she works as volunteer director of analytics for <a href="https://telehelpukraine.com/" target="_blank" title="Learn more.">TeleHelp Ukraine</a> (THU).</p> <figure role="group" class="align-right"><div> <div class="field field--name-image field--type-image field--label-hidden field__item"> <img src="/sites/g/files/yyqcgq291/files/styles/small_content_image/public/2024-01/mariia-thumb.jpg?itok=8Hho4wRK" width="350" height="350" alt="Mariia Petryk" loading="lazy" typeof="foaf:Image" /></div> </div> <figcaption>Mariia Petryk</figcaption></figure><p>Founded by a cross-disciplinary group of Stanford students shortly after the war’s inception, THU was designed to succeed where other telemedicine initiatives in crisis-affected areas have failed. The founders worked tirelessly to assemble an international volunteer network comprising medical professionals, translators, interpreters and administrative “health navigators.” Aware that medical consultations were only part of the patient journey, THU’s founders sought to address the entire continuum of care.</p> <p>Petryk stresses that while the project originated at Stanford, the technical team included “people from Chicago, Boston, other California schools…some very active volunteers were in Australia, South Korea, Canada and other countries.”</p> <p>Petryk, herself of Ukrainian descent, was honored to lend her data science expertise to this worthy project. As analytics director, she manages a dozen or so number-crunching volunteers who measured and documented THU’s impact upon Ukraine’s displaced population during the initiative’s first full year.</p> <p>As Petryk explains, “The Russian invasion created a humanitarian crisis where a lot of people were internally displaced. And when people relocate to a new place, they don’t know where to go for health care. They also are at higher risk for many issues, including mental health problems. And they don’t know where to turn to treat chronic diseases they may have.”</p> <p>THU’s primary focus during its first year was delivering much-needed services to this population of war-ravaged internal exiles.</p> <p>Petryk’s analytical work gave rise to a recent case study of THU published in <em><a href="https://pubmed.ncbi.nlm.nih.gov/39451063/" target="_blank" title="Learn more.">Journal of Global Health</a></em>. The paper’s other lead author was Aditya Narayan, a Stanford medical student and THU’s director of implementation and evaluation.</p> <p>Their findings describe some impressive early successes. THU facilitated more than 1,200 virtual patient appointments from May 2022 to May 2023 alone. Despite often-chaotic conditions, patient attendance rates were above 70 percent for nine of the 13 months studied. As the first year wore on, the THU team found ways to prevent no-shows<span lang="EN-SG" xml:lang="EN-SG" xml:lang="EN-SG">—</span>for example, employing the popular texting platform Viber to communicate with patients and assigning an individual health navigator to each patient.</p> <p>Even more impressively, 96 percent of patients reported that their health complaints were at least partially resolved during their visit. </p> <p>The paper argues that aspects of THU’s model could be adapted for use in other humanitarian contexts. In its initial growth phase, THU had access to advanced technological infrastructure and a wide network of medical providers, by dint of its academic origins. This implies that partnerships with academia could be critical to replicating THU’s success outside Ukraine. </p> <p>Petryk remains proud of THU’s impact and her role in helping define it. “Based on actual appointments and how much that amount of care would cost at a hospital, THU delivered an estimated $1 million worth of services in its first 13 months,” she says. </p> <p>Looking ahead to THU’s future, she says, “I can only wish to see this ‘start-up,’ as it were, go for the IPO.”</p> <p><em>For more information and to explore volunteering opportunities, visit <a href="https://telehelpukraine.com/" target="_blank" title="Learn more.">THU’s website</a>.</em></p> </div> </div> </div> </div> <div class="layout__region region-second"> <div data-block-plugin-id="field_block:node:news_release:field_associated_people" class="block block-layout-builder block-field-blocknodenews-releasefield-associated-people"> <h2>In This Story</h2> <div class="field field--name-field-associated-people field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">People Mentioned in This Story</div> <div class="field__items"> <div class="field__item"><a href="/profiles/mpetryk" hreflang="en">Mariia Petryk</a></div> </div> </div> </div> <div data-block-plugin-id="inline_block:call_to_action" data-inline-block-uuid="e11e6d90-32b8-4ae4-a99b-b6e571876b22"> <div class="cta"> <a class="cta__link" href="https://business.gmu.edu/"> <h4 class="cta__title">Connect with the Costello College of Business <i class="fas fa-arrow-circle-right"></i> </h4> <span class="cta__icon"></span> </a> </div> </div> <div data-block-plugin-id="inline_block:text" data-inline-block-uuid="ac2340b0-d673-448f-a799-a905f19f74a7" class="block block-layout-builder block-inline-blocktext"> </div> <div data-block-plugin-id="inline_block:news_list" data-inline-block-uuid="9a46ceb0-9455-4553-a049-e250027ed888" class="block block-layout-builder block-inline-blocknews-list"> <h2>Related 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data-block-plugin-id="field_block:node:news_release:field_associated_people" class="block block-layout-builder block-field-blocknodenews-releasefield-associated-people"> <h2>In This Story</h2> <div class="field field--name-field-associated-people field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">People Mentioned in This Story</div> <div class="field__items"> <div class="field__item"><a href="/profiles/skoo6" hreflang="en">David S. Koo</a></div> </div> </div> </div> </div> <div class="layout__region region-second"> <div data-block-plugin-id="field_block:node:news_release:body" class="block block-layout-builder block-field-blocknodenews-releasebody"> <div class="field field--name-body field--type-text-with-summary field--label-visually_hidden"> <div class="field__label visually-hidden">Body</div> <div class="field__item"><p><span class="intro-text">In the early years of the 21st century, investors had good reason to hope that a single, globally accepted accounting framework would soon emerge to unite the world’s financial markets. It seemed inevitable that the Securities and Exchange Commission (SEC) would abandon its devotion to U.S. Generally Accepted Accounting Principles (GAAP) and adopt the Esperanto-like <a href="https://nam11.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.investopedia.com%2Fask%2Fanswers%2F011315%2Fwhat-difference-between-gaap-and-ifrs.asp&data=05%7C02%7Cbkessler%40gmu.edu%7Cdf1a88770c1748e0d11808dd2de03cf7%7C9e857255df574c47a0c00546460380cb%7C0%7C0%7C638717163295428968%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=zeH00CEwe5dc0pmxLtOe%2BRb5BNdwwQFV4mFdXeOdpSA%3D&reserved=0" target="_blank" title="Learn more.">International Financial Reporting Standards (IFRS)</a>.</span></p> <p>Then came the financial crisis, which punctured optimism around globalization. In 2012, an SEC staff report confirmed the shift in sentiment, pointedly withholding an anticipated timeline for IFRS adoption.</p> <figure role="group" class="align-left"><div> <div class="field field--name-image field--type-image field--label-hidden field__item"> <img src="/sites/g/files/yyqcgq291/files/styles/small_content_image/public/2024-05/david-koo-600x600.jpg?itok=i8RqaeX2" width="350" height="350" alt="David Koo" loading="lazy" typeof="foaf:Image" /></div> </div> <figcaption>David Koo</figcaption></figure><p>However, the dream of convergence continues, and may be slowly coming true, albeit in a low-key way. According to <a href="https://business.gmu.edu/profiles/skoo6" title="David Koo">David Koo</a>, assistant professor of accounting at <a href="https://business.gmu.edu/" title="Costello College of Business | AV">Costello College of Business</a> at AV, having two competing frameworks may even be a net benefit for cross-market comparability.</p> <p>Koo's latest paper, forthcoming in <em>The International Journal of Accounting</em> and co-authored with John X. Jiang and Isabel Wang of Michigan State University, plumbs accounting research, industry analyses and corporate data to draw high-level conclusions about the “competition” between U.S.-GAAP and IFRS.</p> <p>After 2012, some experts were concerned that the apparent snub from the SEC would dissuade undecided countries from signing onto IFRS, thereby increasing fragmentation. Yet Koo and his co-authors show that the opposite happened: Between 2011 and 2022, IFRS adoption surged from 53.3% to 76.7% among non-North American firms.</p> <p>“People were concerned that IFRS’ influence would diminish if the U.S. did not adopt, but it didn’t happen,” Koo summarizes. “According to our survey, IFRS is thriving and has become the most widely used accounting standard.”</p> <p>Another fear was that U.S.-GAAP and IFRS would become more distinct over time, which would hamper comparability. However, the researchers note that the SEC maintains a position on the IFRS Foundation Monitoring Board. Also, several Americans sit on the 14-member International Accounting Standards Board, the oversight body for IFRS.</p> <p>Indeed, the researchers found that the discrepancies between the two frameworks peaked before 2012, according to comparisons performed over time by KPMG and PricewaterhouseCoopers.</p> <p>“The accounting boards work tightly together; they have corresponded in an active way for the past 10 to 15 years,” Koo says. “It seems that they are learning from each other. They are separate—however, when they introduce new standards, they collaborate.”</p> <p>Koo surmises that this sort of “managed divergence” might be preferable in some ways to universal adoption of IFRS. Because the two frameworks are seen as roughly equivalent in terms of quality, the informational benefit of switching from one to the other might not justify the transition cost.</p> <figure class="quote">“People were concerned that IFRS’ influence would diminish if the U.S. did not adopt, but it didn’t happen,” Koo summarizes. “According to our survey, IFRS is thriving and has become the most widely used accounting standard.”<br />  </figure><p>Additionally, competing frameworks create a balance of power that might prove more sustainable over the long term than a global monopoly. “If we adopt IFRS universally, most companies would follow the same standard,” Koo says. “This widespread influence would be so huge in that case that it might cause conflict or tension about the standard-setting process. Having Independent processes can allow countries to have some autonomy, which can be beneficial.”</p> <p>The researchers suggest that the same principle could apply to current efforts to develop global standards for mandatory sustainability reporting. The European Union, Asia, and North America differ greatly from one another in economic development, cultural values, etc. As a result, multinational companies doing business across these regions face a frustrating patchwork of expectations when it comes to climate and other impact-based disclosures. Here, too, some form of “managed divergence” might be the best way forward, with jurisdictions remaining separate while engaging in close collaboration.</p> <p>“Companies want to have standardized expectations in terms of sustainability, but it is not easy,” Koo says. “Similar to financial reporting, the two main pillars will likely be the U.S. and EU, which both have advanced standards. Other countries will choose depending on their comfort.”</p> <p>“Having two good standards in the world may be better than one.”</p> </div> </div> </div> <div data-block-plugin-id="field_block:node:news_release:field_content_topics" class="block block-layout-builder block-field-blocknodenews-releasefield-content-topics"> <h2>Topics</h2> <div class="field field--name-field-content-topics field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">Topics</div> <div class="field__items"> <div class="field__item"><a href="/taxonomy/term/12501" hreflang="en">Costello College of Business News</a></div> <div class="field__item"><a href="/taxonomy/term/13796" hreflang="en">Costello College of Business Faculty Research</a></div> <div class="field__item"><a href="/taxonomy/term/13081" hreflang="en">Accounting Faculty Research</a></div> <div class="field__item"><a href="/taxonomy/term/271" hreflang="en">Research</a></div> </div> </div> </div> </div> </div> Tue, 07 Jan 2025 15:40:40 +0000 Jennifer Anzaldi 115276 at Are U.S. ‘news deserts’ hothouses of corruption? /news/2024-11/are-us-news-deserts-hothouses-corruption <span>Are U.S. ‘news deserts’ hothouses of corruption?</span> <span><span lang="" about="/user/1106" typeof="schema:Person" property="schema:name" datatype="" xml:lang="">Jennifer Anzaldi</span></span> <span>Tue, 11/19/2024 - 11:35</span> <div class="layout layout--gmu layout--twocol-section layout--twocol-section--70-30"> <div class="layout__region region-first"> <div data-block-plugin-id="field_block:node:news_release:body" class="block block-layout-builder block-field-blocknodenews-releasebody"> <div class="field field--name-body field--type-text-with-summary field--label-visually_hidden"> <div class="field__label visually-hidden">Body</div> <div class="field__item"><p><span class="intro-text">The March 24, 2021 edition of neighborhood newspaper Northeast News, out of Kansas City, Missouri, contained a surprise for its 9,000 subscribers. Where the front-page news should have been, there was a big, blank white space. This was no printer’s error, but a last-ditch cry for help. </span><span class="intro-text">After 89 years in operation, <a href="https://northeastnews.net/pages/" target="_blank" title="Learn more."><em>Northeast News</em></a> had found itself on the brink of insolvency due to the loss of key advertisers amid the COVID pandemic. The empty front page was designed to remind the community of what it would lose if its only local paper went under.</span></p> <p>The gambit went viral, prompting a flood of online donations that is keeping the paper afloat, for now. Ironically, <em>Northeast News</em> owes its existence to the very force that has fueled the more general decline of local journalism in America—the internet.</p> <figure role="group" class="align-left"><div> <div class="field field--name-image field--type-image field--label-hidden field__item"> <img src="/sites/g/files/yyqcgq291/files/styles/small_content_image/public/2023-05/brad-greenwood.jpg?itok=Tr3bfzzH" width="350" height="350" alt="Brad Greenwood" loading="lazy" typeof="foaf:Image" /></div> </div> <figcaption>Brad Greenwood</figcaption></figure><p>As advertiser dollars migrated to Facebook and Google, the business model that supported local newspapers for generations came to the edge of collapse. <a href="https://pressgazette.co.uk/news/news-deserts-research-newspapers-closed/" target="_blank" title="Read the article.">Since 2004, more than 2,500 American newspapers have ceased publication</a>—around one-quarter of the total. Overall newspaper circulation has declined by more than half since 1990.</p> <p>To be sure, digital alternatives have rushed in to fill the gap, such as citizen-journalist websites, nonprofit news organs, partisan blogs, etc. So, the question represented by the blank front page of <em>Northeast News</em> resonates: What do communities lose when newspapers fold that online journalism startups haven’t (so far, at least) been able to replace?</p> <p>In the past, industry observers and researchers have linked community newspaper closure to diminished civic trust and political participation, among other negative effects. New research from <a href="https://business.gmu.edu/profiles/bgreenwo" title="Brad Greenwood">Brad Greenwood</a>, the Maximus Corporate Partner Professor of Business at the <a href="https://business.gmu.edu/" title="Costello College of Business | AV">Costello College of Business</a> at AV, builds on this discourse, finding evidence that when local papers topple, political corruption springs up in their wake.</p> <p>Greenwood’s paper, coauthored by Ted Matherly of Tulane University, was published in <a href="https://misq.umn.edu/no-news-is-bad-news-the-internet-corruption-and-the-decline-of-the-fourth-estate.html" target="_blank" title="Read the article."><em>MIS Quarterly</em></a>.</p> <p>The researchers focused on U.S. federal districts that lost a major daily newspaper during the years 1996 to 2019. They compared the number of corruption charges (bribery, embezzlement, fraud, etc.), defendants, and cases filed in district court before and after the newspaper closure. The results were striking: Overall, the disappearance of a newspaper delivered a 6.9% increase in charges, a 6.8% increase in the number of indicted defendants and a 7.4% increase in cases filed.</p> <p>“We looked at federal charges for three reasons. First, the overwhelming amount of statutory enforcement occurs federally. Second, it gives us a uniform definition of what constitutes corruption across every domestic jurisdiction. Finally, and most importantly, federal conviction rates are over 90%,” Greenwood says. “They don’t charge people unless they have a good-faith belief they will prevail at trial.”</p> <p>Moreover, post-newspaper corruption cases were more likely to go to trial as opposed to resolving in a plea deal, thus incurring greater public costs.</p> <figure class="quote">“In an age of misinformation, the solution is not rejecting the professional press, it is embracing it, and ensuring that well-trained and hard-working men and women have both the ability and venue to hold those in power to account."</figure><p>Greenwood and Matherly also examined whether digital-era upstarts were adequate substitutes for newspapers, in terms of curtailing corruption. They tracked 352 such websites, and found they had no impact on the number of charges, defendants or cases in the districts concerned. </p> <p>“While it’s hard to say precisely why we don’t see an effect from online news, there are several candidate explanations. Not only do citizen journalists lack the standing and training to tackle questions of public corruption and elevate discourse in the public square, but many of these sites aren’t even legitimate news vendors,” says Greenwood, referencing what are commonly referred to as “pink slime websites.”</p> <p>Greenwood goes on to suggest that the corruption-preventing power of the defunct papers came not necessarily from journalistic acumen, but rather from the ability to elevate the actions bad actors had taken in public discourse, a process journalism researchers refer to as agenda setting. </p> <p>Whatever the cause, the ramifications for society are very real. In the Northern District of Illinois alone, corruption-related cases involving more than 1,700 officials cost taxpayers a staggering $550 million per year from 1976 to 2012. The coffers of communities that lose newspapers may suffer more than most, since these cases tend to end up in expensive courtroom proceedings rather than plea deals.</p> <p>Further, the study only looks at corrupt officials who got caught. Presumably, there are many more whose corruption went unpunished.</p> <p>All told, these findings suggest that community newspapers should not be regarded as just another business model ill-adapted to digital disruption that should be allowed to fail. Their demise comes at significant public cost, financial and otherwise. “In an age of misinformation, the solution is not rejecting the professional press, it is embracing it, and ensuring that well-trained and hard-working men and women have both the ability and venue to hold those in power to account,” Greenwood says.</p> <p> </p> </div> </div> </div> </div> <div class="layout__region region-second"> <div data-block-plugin-id="field_block:node:news_release:field_associated_people" class="block block-layout-builder block-field-blocknodenews-releasefield-associated-people"> <h2>In This Story</h2> <div class="field field--name-field-associated-people field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">People Mentioned in This Story</div> <div class="field__items"> <div class="field__item"><a href="/profiles/bgreenwo" hreflang="en">Brad Greenwood</a></div> </div> </div> </div> <div data-block-plugin-id="inline_block:text" 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class="field field--name-field-content-topics field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">Topics</div> <div class="field__items"> <div class="field__item"><a href="/taxonomy/term/12501" hreflang="en">Costello College of Business News</a></div> <div class="field__item"><a href="/taxonomy/term/13796" hreflang="en">Costello College of Business Faculty Research</a></div> <div class="field__item"><a href="/taxonomy/term/13131" hreflang="en">ISOM Faculty Research</a></div> <div class="field__item"><a href="/taxonomy/term/271" hreflang="en">Research</a></div> </div> </div> </div> </div> </div> <div class="layout layout--gmu layout--twocol-section layout--twocol-section--30-70"> <div> </div> <div> </div> </div> Tue, 19 Nov 2024 16:35:27 +0000 Jennifer Anzaldi 114851 at When CEOs are haunted by memories of past recessions  /news/2024-11/when-ceos-are-haunted-memories-past-recessions <span>When CEOs are haunted by memories of past recessions </span> <span><span lang="" about="/user/1106" typeof="schema:Person" property="schema:name" datatype="" xml:lang="">Jennifer Anzaldi</span></span> <span>Tue, 11/12/2024 - 14:43</span> <div class="layout layout--gmu layout--twocol-section layout--twocol-section--30-70"> <div class="layout__region region-first"> <div data-block-plugin-id="field_block:node:news_release:field_associated_people" class="block block-layout-builder block-field-blocknodenews-releasefield-associated-people"> <h2>In This Story</h2> <div class="field field--name-field-associated-people field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">People Mentioned in This Story</div> <div class="field__items"> <div class="field__item"><a href="/profiles/skoo6" hreflang="en">David S. Koo</a></div> </div> </div> </div> </div> <div class="layout__region region-second"> <div data-block-plugin-id="field_block:node:news_release:body" class="block block-layout-builder block-field-blocknodenews-releasebody"> <div class="field field--name-body field--type-text-with-summary field--label-visually_hidden"> <div class="field__label visually-hidden">Body</div> <div class="field__item"><p><span class="intro-text">The economy, we’re often reminded, is cyclical. But we all hope our careers won’t be. That means those of us who make it to the very top—CEOs, for instance—may be unduly influenced by memories of prior economic go-rounds. <a href="https://business.gmu.edu/profiles/skoo6" title="David Koo">David Koo</a>, assistant professor of accounting in the <a href="https://business.gmu.edu/" title="Costello College of Business | AV">Donald G. Costello College of Business</a> at AV, has found that memories of past recessions, triggered by recent ones, can weigh on chief executives’ decisions, literally for years.</span></p> <p>Koo’s paper, co-authored by Isabel Wang of Michigan State University and Shuting Wu of Cal State Fullerton, is forthcoming in <em>Management Science</em>.</p> <figure role="group" class="align-left"><div> <div class="field field--name-image field--type-image field--label-hidden field__item"> <img src="/sites/g/files/yyqcgq291/files/styles/small_content_image/public/2024-05/david-koo-600x600.jpg?itok=i8RqaeX2" width="350" height="350" alt="David Koo" loading="lazy" typeof="foaf:Image" /></div> </div> <figcaption>David Koo</figcaption></figure><p>The paper was inspired by trends in research outside the accounting field. “In the economics area, they have started looking at how executives’ memories of recessions can affect important decision-making right now,” Koo says. “We are trying to connect these emerging trends to the accounting area by focusing on pessimistic bias in their outlook of the company’s performance.”</p> <p>The researchers adopted the 2008 financial crisis as a key moment for triggering veteran CEOs’ memories of prior financial downturns. They analyzed annual management earnings forecasts for U.S. public companies for the period 2002-2018, alongside the characteristics and career histories of the CEOs who issued them. “We used the first forecast of the year for each year, because on average these are more optimistic,” Koo explains. “Usually, nobody wants to say anything negative at the beginning of a year.” The final data-set comprised 3,678 earnings forecasts from 466 CEOs.</p> <p>Koo and his co-authors discovered that CEOs who had previously led companies through at least one past recession issued significantly more pessimistic forecasts post-2008 than they had before the crisis. As a general rule, the more recessions a CEO had undergone in their tenure at the top, the more pessimistic their post-crisis forecasts tended to be.</p> <p>The same pessimistic pattern was not evident for CEOs who had not experienced a recession before 2008. Translating their findings into economic terms, the researchers concluded that one standard deviation of the memory-triggered pessimism effect was equivalent to 0.23-0.29 percent of share price.</p> <p>Further, the post-crisis pessimism did not make the forecasts more accurate. It’s safe to say, then, that the memory-triggered CEOs were, knowingly or not, displaying excessive caution and conservatism in their earnings forecasts. To be sure, anyone’s outlook can darken with age, independent of their real-world experience. So the researchers performed subsequent checks to determine whether the increased pessimism was more closely related to growing older, or to specific memories of past recessions.</p> <p>“Our takeaway is, if we have two same-age CEOs, one who has experience navigating recessions as a CEO and one who does not, the first one will become more pessimistic after the crisis,” Koo says.</p> <p>The more highly skilled CEOs (as measured by a widely accepted scale for managerial ability) exhibited less memory-induced pessimism, while CEOs who led more complex firms with a lot of moving parts were more prone to pessimism. “We expected that the manager-specific effect would be more significant when managers were under more demanding pressure or had more discretion,” Koo explains.</p> <p>As the 2008 financial crisis itself faded into memory, seasoned CEOs gradually let go of their pessimistic bias. But it took three years, on average, for their forecasts to fully recover. We normally think of past experience as an aid to learning, but here it seems that the opposite was the case: Memories of past experiences with recessions slowed down CEOs’ post-crisis learning process.</p> <p>“Prior research has found that past experiences can help people more rationally and then more wisely handle an ongoing crisis,” Koo says. “But at the same time, executives are also human beings. They may be scarred by their experiences and that can induce them to be excessively negative or pessimistic when they go through a financial crisis.”</p> <p>Of course, that doesn’t mean that the veteran CEOs were less effective at guiding their firms through post-crisis recovery. Koo emphasizes that his findings do not capture whether, and how quickly, companies bounced back from the 2008 recession.</p> <p>“Memory may not be the most dominant factor in our decision-making, but it still can influence executives even in their managerial decision-making,” Koo advises.</p> <p>The lesson, then, is one for investors and other market players to store in their own memories for the next economic downturn: Take CEOs’ post-crisis predictions with at least a grain of salt. </p> <p> </p> </div> </div> </div> <div data-block-plugin-id="field_block:node:news_release:field_content_topics" class="block block-layout-builder block-field-blocknodenews-releasefield-content-topics"> <h2>Topics</h2> <div class="field field--name-field-content-topics field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">Topics</div> <div class="field__items"> <div class="field__item"><a href="/taxonomy/term/12501" hreflang="en">Costello College of Business News</a></div> <div class="field__item"><a href="/taxonomy/term/13796" hreflang="en">Costello College of Business Faculty Research</a></div> <div class="field__item"><a href="/taxonomy/term/13081" hreflang="en">Accounting Faculty Research</a></div> <div class="field__item"><a href="/taxonomy/term/271" hreflang="en">Research</a></div> </div> </div> </div> </div> </div> Tue, 12 Nov 2024 19:43:41 +0000 Jennifer Anzaldi 114746 at MS in Finance students answer burning investment questions /news/2024-10/ms-finance-students-answer-burning-investment-questions <span>MS in Finance students answer burning investment questions</span> <span><span lang="" about="/user/1106" typeof="schema:Person" property="schema:name" datatype="" xml:lang="">Jennifer Anzaldi</span></span> <span>Tue, 10/22/2024 - 13:08</span> <div class="layout layout--gmu layout--twocol-section layout--twocol-section--30-70"> <div class="layout__region region-first"> <div data-block-plugin-id="field_block:node:news_release:field_associated_people" class="block block-layout-builder block-field-blocknodenews-releasefield-associated-people"> <h2>In This Story</h2> <div class="field field--name-field-associated-people field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">People Mentioned in This Story</div> <div class="field__items"> <div class="field__item"><a href="/profiles/dhorstme" hreflang="en">Derek Horstmeyer</a></div> </div> </div> </div> </div> <div class="layout__region region-second"> <div data-block-plugin-id="field_block:node:news_release:body" class="block block-layout-builder block-field-blocknodenews-releasebody"> <div class="field field--name-body field--type-text-with-summary field--label-visually_hidden"> <div class="field__label visually-hidden">Body</div> <div class="field__item"><p><span class="intro-text">AV <a href="https://business.gmu.edu/programs/graduate-degree-programs/ms-finance" title="Master's in Finance Program">Master of Science in Finance</a> students have the rare opportunity to use their budding analytical skills to solve some of the mysteries of today’s financial markets. Moreover, their faculty-supervised research projects can land their names in the pages of <em>The Wall Street Journal</em>.</span></p> <p>To date, these projects have spawned nearly 40 <em>WSJ </em>articles, not to mention dozens of write-ups in outlets such as <em>MarketWatch</em>, <em>The Conversation</em>, and the CFA Institute blog. They have also received television coverage on CNN and NewsNation.</p> <figure role="group" class="align-left"><div> <div class="field field--name-image field--type-image field--label-hidden field__item"> <img src="/sites/g/files/yyqcgq291/files/styles/medium/public/2024-10/smif_officers_2024-600x600.jpg?itok=S6pawHoM" width="560" height="560" alt="SMIF Officers" loading="lazy" typeof="foaf:Image" /></div> </div> <figcaption>SMIF officers Yashkaran Sidhu, Jonathan Pino, Matthew Rickard, Raheeg Joari, and Reema Hammad at the Chicago SMIFC conference. </figcaption></figure><p>As <a href="https://business.gmu.edu/" title="Costello College of Business | AV">Costello College of Business</a> finance professor <a href="https://business.gmu.edu/profiles/dhorstme" title="Derek Horstmeyer">Derek Horstmeyer</a> tells it, the process started taking shape organically. “I had started writing for the CFA and <em>The Wall Street Journal</em>. In my talks with my students, some of them revealed they had research interests. It just kind of took off from there—I would bring it up in class and offer to supervise a research project that would last about a week.”</p> <p>Student researchers are mainly recruited from Horstmeyer’s Montano Student Managed Investment Fund (SMIF) class, a hands-on exercise in security analysis and portfolio construction that serves as a capstone to the MS in finance degree.</p> <p>While many student research projects originate with questions suggested by the students themselves, Horstmeyer helps the student teams devise their scope and direction. </p> <p>“They might say, for example, that they’re interested in crypto. So I’ll show them previous articles on crypto and we kind of develop a new idea from there,” Horstmeyer says.</p> <p>By the time they get to SMIF, students are usually comfortable getting their hands dirty with data. Finding the appropriate data-set for the question they’ve posed, however, can be a challenge. That’s another area where Horstmeyer’s support becomes critical. “The big bottleneck is they just don’t know where the data is,” he says. “We as faculty have access to these private databases. So I’ll guide them or set up the data.”</p> <p>Horstmeyer also introduces the student teams to the best methods for parsing the data, while leaving students enough leeway to conduct independent follow-up analyses if needed.</p> <p>Of the dozens of projects completed thus far, there are a few that, for Horstmeyer, typify the process at its best. For example, finance students Matthew Rickard and Camila Marín Builes investigated how stock-market trends fare once they have been familiarized enough to warrant a nickname. Among the eight named trends included in the study were FAANG (Facebook, Amazon, Apple, Netflix and Google), and “The Magnificent Seven” (Nvidia, Tesla, Meta, Apple, Alphabet, Amazon, and Microsoft).</p> <p>“We did an extensive Google search to find the biggest named trends. Then we used the <a href="https://web.archive.org/" target="_blank" title="Learn more.">Wayback Machine</a> to figure out when the trend was first coined, like the exact date. We did all sorts of tests to determine what kind of abnormal returns you can expect if you stick with that trend,” Horstmeyer explains.</p> <p>The students found that newly christened trends experience an extended honeymoon period of about 12 months, amounting to an average of 13 percentage points in excess returns. But in their second year, trends start to go stale, underperforming the S&P 500 by an average of two points.</p> <p><em>The Wall Street Journal</em> published Horstmeyer’s article “<a href="https://www.wsj.com/finance/stocks/stock-market-trends-names-performance-ed204099" target="_blank" title="Read the article.">Once a Hot Stock-Market Trend Has a Name, Its Best Days Are Likely Past</a>”—published under his byline with the student researchers mentioned by name early on—in March 2024.</p> <p>Horstmeyer says that participating in these projects helps students hone skills and techniques that enhance their careers and give them a competitive edge in the job market. “I get employers reaching out and saying, ‘I saw this line item on a candidate’s resume saying they did some pretty high-level data analysis for you. Is it true?’ They’re kind of surprised the student contributed to the CFA or a <em>Wall Street Journal</em> article.”</p> <p>Melvin Jonathan Reyes Echeverria, who completed his MS in finance degree in May 2024, says, “I assisted Professor Horstmeyer with data analysis for the <em>WSJ</em> and the experience was amazing…I was able to leverage everything that I was taught in my MS in finance classes. It was a privilege to be published and something that was unexpected to receive at George Mason.”</p> <p>  </p> </div> </div> </div> <div data-block-plugin-id="field_block:node:news_release:field_content_topics" class="block block-layout-builder block-field-blocknodenews-releasefield-content-topics"> <h2>Topics</h2> <div class="field field--name-field-content-topics field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">Topics</div> <div class="field__items"> <div class="field__item"><a href="/taxonomy/term/12501" hreflang="en">Costello College of Business News</a></div> <div class="field__item"><a href="/taxonomy/term/13691" hreflang="en">Master's in Finance Program</a></div> <div class="field__item"><a href="/taxonomy/term/13796" hreflang="en">Costello College of Business Faculty Research</a></div> <div class="field__item"><a href="/taxonomy/term/13136" hreflang="en">Finance Faculty Research</a></div> <div class="field__item"><a href="/taxonomy/term/336" hreflang="en">Students</a></div> </div> </div> </div> </div> </div> Tue, 22 Oct 2024 17:08:48 +0000 Jennifer Anzaldi 114336 at The work-from-home blues have a secret source: nostalgia /news/2024-09/work-home-blues-have-secret-source-nostalgia <span>The work-from-home blues have a secret source: nostalgia</span> <span><span lang="" about="/user/1106" typeof="schema:Person" property="schema:name" datatype="" xml:lang="">Jennifer Anzaldi</span></span> <span>Thu, 09/19/2024 - 10:25</span> <div class="layout layout--gmu layout--twocol-section layout--twocol-section--70-30"> <div class="layout__region region-first"> <div data-block-plugin-id="field_block:node:news_release:body" class="block block-layout-builder block-field-blocknodenews-releasebody"> <div class="field field--name-body field--type-text-with-summary field--label-visually_hidden"> <div class="field__label visually-hidden">Body</div> <div class="field__item"><p><span class="intro-text">For at least two years, CEOs have been trying to bring employees back to the office, citing remote work’s supposed negative effects on productivity, morale, and creative collaboration. Managers, we’re told, are having a hard time monitoring and motivating dispersed teams. But what if bringing employees back to the office won’t put the genie back in the bottle?</span></p> <p><a href="https://business.gmu.edu/profiles/krockman" title="Kevin Rockmann">Kevin Rockmann</a>, professor of management at the <a href="https://business.gmu.edu/" title="Costello College of Business | AV">Donald G. Costello College of Business</a> at AV, argues that the furor over remote work masks deeper cultural issues at play in many organizations. This cultural malaise has employees pining for an imagined past where they felt grounded and connected with their colleagues. In short, remote workers aren’t unmanageable—they’re suffering from pangs of nostalgia.</p> <figure role="group" class="align-left"><div> <div class="field field--name-image field--type-image field--label-hidden field__item"> <img src="/sites/g/files/yyqcgq291/files/styles/small_content_image/public/2024-09/kevin_rockmann2024_600x600.jpg?itok=hFqH6UCt" width="350" height="350" alt="Kevin Rockmann" loading="lazy" typeof="foaf:Image" /></div> </div> <figcaption>Kevin Rockmann</figcaption></figure><p>Rockmann’s recently published research paper in <a href="https://journals.sagepub.com/doi/abs/10.1177/01492063241268695" target="_blank" title="Read the article."><em>Journal of Management</em></a> (co-authored by Jessica Methot of Rutgers University and Emily Rosado-Solomon of Babson University) documents the results of surveys conducted during the height of Covid (September 2020). The thrice-daily surveys were delivered over a two-week period to 110 full-time professionals. Respondents were asked to report on their feelings of nostalgia, as well as emotional coping strategies, task performance, and counterproductive work behaviors (e.g. withholding support from colleagues and stealing time from their employer).</p> <p>The overwhelming majority of participants (98 out of 110) admitted to experiencing nostalgia for life before Covid. And these feelings could have either positive or negative outcomes, depending on how the respondents dealt with them. Rockmann points to two pathways that showed up across the surveys as a whole, which he labels “approach” and “avoid.”</p> <p>One way respondents reacted to nostalgia was to use so-called “cognitive change” strategies, which help regulate emotions through shifts in perspective. For example, someone feeling sad about being trapped at home during the pandemic could think to themselves, “It could be so much worse. At least I don’t have Covid like so many others.” These strategies seemed to evoke empathetic responses, leading the survey participants to reach out to colleagues to check in or offer assistance.</p> <p>Equally prevalent in Rockmann’s results, however, was a much darker pathway. Instead of reaching out to others in response to nostalgia, respondents tended to turn inward in an attempt to minimize the emotional discomfort. Psychological researchers call this sort of reaction “attentional deployment.” “It’s a defense mechanism whereby you don’t feel you have the means to really connect with others, so you leverage your attention away from the source of pain,” Rockmann explains. This pathway led to incidents of “acting out”—the above-mentioned counterproductive work behaviors.<br />   <br /> Rockmann says these Covid-era findings remain relevant for at least two reasons. First, survey respondents’ written comments sound like they could have been written yesterday, rather than four years ago. Common nostalgic themes revolved around co-workers, the structure of co-located work, etc.—all oft-heard plaints of remote workers in 2024. Second, the normalization of remote work well predated Covid—as <a href="https://business.gmu.edu/news/2023-06/understanding-resistance-remote-working" title="Learn more.">Rockmann’s past research</a> on the topic has documented. Covid accelerated an inevitable transition that was already well underway. Therefore, workers of a certain age would likely be feeling some nostalgia, even if there had never been a Covid pandemic.</p> <figure class="quote">“While return-to-office may make sense for some companies, I would emphasize that nostalgia cannot be fixed that way. Nostalgia is about longing for the past—or, more accurately, longing for a return to how we remember the past, usually through rose-colored lenses.”</figure><p> <br /> How can organizations help employees conquer nostalgia, or at least encourage healthier ways of coping with nostalgia? The obvious answer might be what CEOs are trying to do—end remote work altogether. “While return-to-office may make sense for some companies, I would emphasize that nostalgia cannot be fixed that way. Nostalgia is about longing for the past—or, more accurately, longing for a return to how we remember the past, usually through rose-colored lenses,” Rockmann says.</p> <p>Any political demagogue will tell you that people are most susceptible to nostalgia when they feel isolated and afraid. The fact that nostalgia is so widespread in today’s workplace would seem to confirm <a href="https://business.gmu.edu/news/2023-09/whats-worse-toxic-workplace-one-gaslights-employees" title="Learn more.">Rockmann’s past research</a> showing how organizational cultures fail to promote positive relationships among employees. </p> <p>Combating the nostalgia epidemic will require a cultural reset for many organizations. “Managers will need to engage much more closely with employees, asking sensitive questions (e.g. “What do you miss about working here before Covid?”) and co-creating individualized solutions to help employees fully adjust to the major changes in their working environment,” Rockmann says.</p> </div> </div> </div> </div> <div class="layout__region region-second"> <div data-block-plugin-id="inline_block:call_to_action" data-inline-block-uuid="96ca69c2-a439-4bfe-a31c-297a2562e862"> <div class="cta"> <a class="cta__link" href="https://business.gmu.edu/faculty-and-research/highlights"> <h4 class="cta__title">Explore research at Costello College of Business <i class="fas fa-arrow-circle-right"></i> </h4> <span class="cta__icon"></span> </a> </div> </div> <div data-block-plugin-id="inline_block:text" data-inline-block-uuid="b8a00cf6-90d8-4110-9112-a624c18f2f73" class="block block-layout-builder block-inline-blocktext"> </div> <div data-block-plugin-id="field_block:node:news_release:field_associated_people" class="block block-layout-builder block-field-blocknodenews-releasefield-associated-people"> <h2>In This Story</h2> <div class="field field--name-field-associated-people field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">People Mentioned in This Story</div> <div class="field__items"> <div class="field__item"><a href="/profiles/krockman" hreflang="en">Kevin Rockmann</a></div> </div> </div> </div> <div data-block-plugin-id="inline_block:text" 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class="field__items"> <div class="field__item"><a href="/taxonomy/term/12501" hreflang="en">Costello College of Business News</a></div> <div class="field__item"><a href="/taxonomy/term/13796" hreflang="en">Costello College of Business Faculty Research</a></div> <div class="field__item"><a href="/taxonomy/term/13106" hreflang="en">Management Faculty Research</a></div> <div class="field__item"><a href="/taxonomy/term/271" hreflang="en">Research</a></div> </div> </div> </div> </div> </div> Thu, 19 Sep 2024 14:25:23 +0000 Jennifer Anzaldi 113916 at When expressing gratitude, it’s all in the timing /news/2024-09/when-expressing-gratitude-its-all-timing <span>When expressing gratitude, it’s all in the timing</span> <span><span lang="" about="/user/1106" typeof="schema:Person" property="schema:name" datatype="" xml:lang="">Jennifer Anzaldi</span></span> <span>Wed, 09/04/2024 - 10:42</span> <div class="layout layout--gmu layout--twocol-section layout--twocol-section--70-30"> <div class="layout__region region-first"> <div data-block-plugin-id="field_block:node:news_release:body" class="block block-layout-builder block-field-blocknodenews-releasebody"> <div class="field field--name-body field--type-text-with-summary field--label-visually_hidden"> <div class="field__label visually-hidden">Body</div> <div class="field__item"><p><span class="intro-text">Thanks so much for reading this article all the way to the end! No, that wasn’t an editorial error. It’s a savvy managerial motivation strategy lurking somewhere in almost every employee’s inbox or Slack channel. </span></p> <p><a href="https://business.gmu.edu/profiles/ooneill" title="Mandy O'Neill">Mandy O’Neill</a>, an associate professor of management at the <a href="https://business.gmu.edu/" title="Costello College of Business | AV">Donald G. Costello College of Business</a> at AV, has discovered a potential new addition to the annals of managerial motivation techniques: anticipatory gratitude.<br />  </p> <figure role="group" class="align-left"><div> <div class="field field--name-image field--type-image field--label-hidden field__item"> <img src="/sites/g/files/yyqcgq291/files/styles/small_content_image/public/2024-09/mandyoneill.jpeg?itok=Am_NYjS1" width="350" height="350" alt="Mandy O'Neill" loading="lazy" typeof="foaf:Image" /></div> </div> <figcaption>Mandy O'Neill</figcaption></figure><p>We all know that thanking people for a job well-done, or a much-needed favor, is an effective form of positive reinforcement. Psychology researchers classify gratitude as a “socially engaging emotion” that promotes prosocial behavior and strong interpersonal relationships. In the course of exploring how employees cope with high-stress or frustrating work situations, O’Neill and her co-author Hooria Jazaieri of Santa Clara University discovered an interesting wrinkle in what we thought we knew about this popular emotion: Gratitude can be used as a form of emotion regulation and, when expressed ahead of time instead of after the fact, can produce that extra “oomph” when it comes to employee resilience and persistence.</p> <p>Their paper is <a href="https://journals.aom.org/doi/10.5465/amd.2021.0077" title="Learn more.">in press at Academy of Management Discoveries</a>.</p> <p>The researchers stumbled upon the power of anticipatory gratitude while researching organizational culture and change within the intensive care units of a leading U.S. hospital. It’s difficult to imagine a more gut-wrenching, high-stakes work environment: The ICU units in question receive what one employee called “the sickest of the sickest” from throughout the region. To decompress and process their emotions after especially difficult shifts, employees routinely emailed the group using an internal listserv. O’Neill and Jazaieri were forwarded four years’ worth of messages, which they analyzed with the help of direct experience gained from extensive site visits to the hospital.</p> <p>In addition to writing heartfelt outpourings of post facto gratitude, ICU colleagues thanked one another for rising to occasions that had not yet occurred. Some of these emails were pre-emptively apologetic (“I may have to take a day or two off from time to time…Thank you for your patience and understanding”). Others seemed to function as pep talks, inspiring teams to keep up the good work (“Thank you…for bringing your a-game to work every day”).</p> <p>As O’Neill describes it, “The ‘thanks in advance’ phenomenon involves an awareness that you’re going to be annoyed or upset by what I’m asking you to do, so I infuse you with the positivity of that feeling you get when someone expresses gratitude to you. Think about it as an emotional buffer. It helps with the inevitable distress of the task that’s going to happen later. It makes those negative emotions less salient, less powerful, and less insidious.”</p> <p>The researchers launched several follow-up studies to learn more about the effects of anticipatory gratitude. They chose a context—Amazon’s Mechanical Turk (MTurk) gig-work platform—that was in many ways the polar opposite of the ICU. “You go from the ultimate interdependent work environment to the ultimate transactional work environment,” O’Neill explains.</p> <figure class="quote">“The ‘thanks in advance’ phenomenon involves an awareness that you’re going to be annoyed or upset by what I’m asking you to do, so I infuse you with the positivity of that feeling you get when someone expresses gratitude to you. Think about it as an emotional buffer."</figure><p>The MTurk workers were assigned to solve extremely difficult puzzles. After completing the paid task, they received negative feedback about their performance and were offered the opportunity to do additional puzzles without being paid. MTurkers who had seen a message of gratitude before the main task voluntarily took on significantly more unpaid work than those who received a similar message after the paid exercise. </p> <p>“What’s so compelling and surprising for us is that anyone who does work with experienced online gig worker populations knows it’s nearly impossible to induce workers to go beyond their assignment, even by 30 extra seconds, which is about what we were asking for,” O’Neill says.</p> <p>Questionnaires administered during the study revealed that anticipatory gratitude enhanced feelings of communal self-worth, which contributed to the participant’s resilience, that is, their ability to “bounce back” after the initial failure. In a third study, the researchers found anticipatory gratitude was better than a related positive affect—anticipatory hope—at motivating MTurkers to persevere at (i.e., spend more time on) a different set of challenging puzzles.</p> <p>At this point, the potential for managerial manipulation should be crystal clear. Indeed, it was evident even to some of the gig workers, who wrote private messages such as, “It may be partial trickery for academic purposes but it was still nice to hear.”</p> <figure class="quote">"Gratitude can’t be a substitute for fair pay and decent work conditions...But our findings are clear: anticipatory gratitude works; it is effective.” </figure><p>For O’Neill, these findings show that gratitude is more complicated than we previously thought. “This paper is one of the very few to show that gratitude isn’t always authentic and prosocial. It can be used strategically, especially for managers,” she says.</p> <p>Sincerity and strategy are not mutually exclusive. Empathic managers whose feelings of gratitude are so strong that they have to be expressed beforehand could still be taking advantage of the “thanks in advance” phenomenon. </p> <p>“In all organizations, you need people to stick with difficult or thankless or boring tasks. The challenge, of course, is how to do so ethically. Gratitude can’t be a substitute for fair pay and decent work conditions, for example. But our findings are clear: anticipatory gratitude works; it is effective,” O’Neill says.</p> <p> </p> </div> </div> </div> </div> <div class="layout__region region-second"> <div data-block-plugin-id="field_block:node:news_release:field_associated_people" class="block block-layout-builder block-field-blocknodenews-releasefield-associated-people"> <h2>In This Story</h2> <div class="field field--name-field-associated-people field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">People Mentioned in This Story</div> <div class="field__items"> <div class="field__item"><a href="/profiles/ooneill" hreflang="en">Olivia (Mandy) O'Neill</a></div> </div> </div> </div> <div data-block-plugin-id="inline_block:text" data-inline-block-uuid="8a057604-9f8b-4b27-adbb-2e9330402cd4" class="block block-layout-builder block-inline-blocktext"> </div> <div data-block-plugin-id="inline_block:text" data-inline-block-uuid="58369d9d-72ad-45f5-ae42-39d81e5ce3c4" 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Jennifer Anzaldi 113711 at How this summer’s heat waves may impact the economy /news/2024-08/how-summers-heat-waves-may-impact-economy <span>How this summer’s heat waves may impact the economy</span> <span><span lang="" about="/user/1166" typeof="schema:Person" property="schema:name" datatype="" xml:lang="">Greg Johnson</span></span> <span>Tue, 08/06/2024 - 09:39</span> <div class="layout layout--gmu layout--twocol-section layout--twocol-section--70-30"> <div class="layout__region region-first"> <div data-block-plugin-id="field_block:node:news_release:body" class="block block-layout-builder block-field-blocknodenews-releasebody"> <div class="field field--name-body field--type-text-with-summary field--label-visually_hidden"> <div class="field__label visually-hidden">Body</div> <div class="field__item"><p><span class="intro-text">This sweltering summer has brought record-breaking high temperatures to 63 countries, all but cementing 2024’s status as the world’s hottest year on record (even though we’re barely past the halfway point). Such extreme weather trends are bound to have serious implications for the environment, public health, and the economy.</span></p> <figure role="group" class="align-left"><div> <div class="field field--name-image field--type-image field--label-hidden field__item"> <img src="/sites/g/files/yyqcgq291/files/styles/small_content_image/public/2024-08/joseph-han-stice.jpg?itok=1Koqtp3w" width="278" height="350" alt="Joseph (Han) Stice" loading="lazy" typeof="foaf:Image" /></div> </div> <figcaption>Joseph (Han) Stice</figcaption></figure><p><span><span><span>Why, then, aren’t economic indicators flashing bright red? <a href="https://business.gmu.edu/profiles/jstice" title="Joseph (Han) Stice | Costello College of Business">Joseph (Han) Stice</a>, assistant professor of accounting at the <a href="https://business.gmu.edu/" title="Costello College of Business | AV">Donald G. Costello College of Business</a> at AV, has run the numbers on business and climate change. His recent <a href="https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4770543" title="Learn more.">working paper</a>, co-authored by Marcus Kirk of University of Florida and Derrald Stice of University of Hong Kong, paints a picture of profound climate-related disruption underneath the placid-seeming surface of the economy.</span></span></span></p> <p><span><span><span>For the years 1990 to 2020, the researchers compared quarterly sales performance from a large sample of U.S. firms to the temperature data at their base of operations. In this way, they constructed a measure of weather sensitivity, which they termed “weather beta,” for each company in the initial sample. Specifically, they were looking at whether sales either benefited or suffered when local temperatures were higher or lower than the “ideal” of 65 degrees Fahrenheit.</span></span></span></p> <p><span><span><span>“What they—<em>they </em>being the people who examine temperature—say is that if it’s above 65, you turn on your air conditioning. If it’s below 65, you turn on your heater,” says Stice.</span></span></span></p> <p><span><span><span>After restricting the sample to only those firms with discernible weather beta, they ended up with a data-set comprising 66,795 firm-quarters.</span></span></span></p> <p><span><span><span>Across the sample as a whole, the results were a misleading nonstarter. Weather fluctuations did not seem to have an impact on economy-wide sales, one way or the other. </span></span></span></p> <p><span><span><span>This was no surprise to Stice. Citing past research, he points out that “the overall economic effect is that colder weather is, on average, better. But that’s not true in every single instance. Some industries (i.e., agriculture) benefit from hot weather. And it also depends on what region you’re in, what time of year it is, etc.”</span></span></span></p> <figure class="quote"><span><span><span>“We need to have a national discussion and a global discussion,” Stice says. “But the people who really matter are the local leaders, as far as climate is concerned. The people you elect on the local level are going to have a much greater impact on how you respond and how your companies can adjust, than whether or not your candidate is in the White House.”</span></span></span></figure><p><span><span><span>To gauge actual impact, the researchers split the sample by size and geographic concentration, presuming that larger firms with a wider geographic footprint would be less affected by temperature changes at home base. These differences between firms proved to be critical. For the smallest, most localized firms, a swing from the 75th to the 25th percentile in terms of nonideal temperature meant 8.8-15.9% lower sales. The biggest and most sprawling firms saw sales declines of just 4.3-5.6% from an equivalent shift.</span></span></span></p> <p><span><span><span>Stice clarifies that “we are talking about very small deviations, like percentages of degrees on average per day over an entire quarter. If it were one degree hotter than 65 degrees every day, that would come up in our measure as a 90. The biggest number we have is like a 25 or a 30.”</span></span></span></p> <p><span><span><span>Also, sales impact tells only part of the story. The sheer size of the data-set allowed Stice and his co-authors to predict quarterly sales performance for individual firms, based on the weather and firm characteristics. On average, actual sales declines were about half as severe as predicted. The researchers speculate that firms were able to soften the blow of immoderate temperatures by adjusting their business practices. The time and resources spent on these adaptations are part of the hidden economic costs of climate volatility.</span></span></span></p> <p><span><span><span>If firm managers can anticipate how the weather can impact business outcomes, you would expect financial analysts to be at least as attentive to climate effects. However, the researchers found that sales forecasts made shortly before earnings announcements were thrown off by abnormal temperatures in the previous quarter, with 7.4% inaccuracy in the mean. Similarly, the researchers found that weather impact was positively correlated with announcement-period stock market returns. Apparently, even professional investors are being caught off guard by the subtle but costly interactions between climate and economic activity.</span></span></span></p> <p><span><span><span>For more accurate appraisals, Stice suggests we should turn to the local level. He notes that his measures of firm-specific weather sensitivity happen to line up fairly neatly with municipal self-assessments made by local governments as part of the <a href="https://www.cdp.net/en" title="Learn more.">Carbon Disclosure Project</a>.</span></span></span></p> <p><span><span><span>“We need to have a national discussion and a global discussion,” Stice says. “But the people who really matter are the local leaders, as far as climate is concerned. The people you elect on the local level are going to have a much greater impact on how you respond and how your companies can adjust, than whether or not your candidate is in the White House.”</span></span></span></p> <p> </p> </div> </div> </div> </div> <div class="layout__region region-second"> <div data-block-plugin-id="inline_block:call_to_action" data-inline-block-uuid="00013ff0-6b1b-4b12-9225-ad8809b40738"> <div class="cta"> <a class="cta__link" href="https://business.gmu.edu/"> <h4 class="cta__title">Empower your future with Costello College of Business <i class="fas fa-arrow-circle-right"></i> </h4> <span class="cta__icon"></span> </a> </div> </div> <div data-block-plugin-id="inline_block:text" data-inline-block-uuid="c598e59b-58b8-4b87-b025-b5d618ee0c7e" class="block block-layout-builder block-inline-blocktext"> </div> <div data-block-plugin-id="field_block:node:news_release:field_associated_people" class="block block-layout-builder 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class="field-content"><a href="/news/2025-01/physics-phd-student-using-machine-learning-techniques-unlock-key-predicting-solar" hreflang="en">Physics PhD student is using machine learning techniques to unlock the key to predicting solar flares</a></span></div><div class="views-field views-field-field-publish-date"><div class="field-content">January 28, 2025</div></div></li> <li class="news-item"><div class="views-field views-field-title"><span class="field-content"><a href="/news/2025-01/unlocking-privacy-encrypted-ingenuity-security-expert-receives-nsf-career-award" hreflang="en">Unlocking privacy with encrypted ingenuity: Security expert receives NSF CAREER award </a></span></div><div class="views-field views-field-field-publish-date"><div class="field-content">January 27, 2025</div></div></li> <li class="news-item"><div class="views-field views-field-title"><span class="field-content"><a href="/news/2025-01/using-robotics-introduce-ai-and-machine-learning-concepts-elementary-classroom" hreflang="en">Using robotics to introduce AI and machine learning concepts into the elementary classroom</a></span></div><div class="views-field views-field-field-publish-date"><div class="field-content">January 23, 2025</div></div></li> </ul></div> </div> </div> </div> </div> <div data-block-plugin-id="field_block:node:news_release:field_content_topics" class="block block-layout-builder block-field-blocknodenews-releasefield-content-topics"> <h2>Topics</h2> <div class="field field--name-field-content-topics field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">Topics</div> <div class="field__items"> <div class="field__item"><a href="/taxonomy/term/12501" hreflang="en">Costello College of Business News</a></div> <div class="field__item"><a href="/taxonomy/term/13796" hreflang="en">Costello College of Business Faculty Research</a></div> <div class="field__item"><a href="/taxonomy/term/13081" hreflang="en">Accounting Faculty Research</a></div> <div class="field__item"><a href="/taxonomy/term/271" hreflang="en">Research</a></div> </div> </div> </div> </div> </div> Tue, 06 Aug 2024 13:39:44 +0000 Greg Johnson 113276 at Scared to negotiate job offers? Do it anyway. Here’s why. /news/2024-07/scared-negotiate-job-offers-do-it-anyway-heres-why <span>Scared to negotiate job offers? Do it anyway. Here’s why.</span> <span><span lang="" about="/user/1106" typeof="schema:Person" property="schema:name" datatype="" xml:lang="">Jennifer Anzaldi</span></span> <span>Tue, 07/16/2024 - 10:17</span> <div class="layout layout--gmu layout--twocol-section layout--twocol-section--70-30"> <div class="layout__region region-first"> <div data-block-plugin-id="field_block:node:news_release:body" class="block block-layout-builder block-field-blocknodenews-releasebody"> <div class="field field--name-body field--type-text-with-summary field--label-visually_hidden"> <div class="field__label visually-hidden">Body</div> <div class="field__item"><p><span class="intro-text">Getting a job offer can be a joyful experience. Often, however, the elation quickly gives way to a state of anxiety, as candidates agonize over whether to accept the terms on the table, or negotiate for better ones. </span><span class="intro-text">After all, it’s commonly believed that job candidates who negotiate, risk losing the opportunity.</span></p> <figure role="group" class="align-left"><div> <div class="field field--name-image field--type-image field--label-hidden field__item"> <img src="/sites/g/files/yyqcgq291/files/styles/small_content_image/public/2024-05/einav-hart-2024-600x600.jpg?itok=x5c4j_tK" width="350" height="350" alt="Einav Hart" loading="lazy" typeof="foaf:Image" /></div> </div> <figcaption>Einav Hart</figcaption></figure><p><a href="https://business.gmu.edu/profiles/ehart8" title="Learn more.">Einav Hart</a>, assistant professor of management at the <a href="https://business.gmu.edu/" title="Costello College of Business | AV">Donald G. Costello College of Business</a> at AV, challenges that assumption in a <a href="https://www.sciencedirect.com/science/article/abs/pii/S0749597824000116" target="_blank" title="Learn more.">recent research paper</a> for <em>Organizational Behavior and Human Decision Processes</em>. Her findings suggest that the expected worst-case scenario—having a job offer rescinded—may be a much more remote possibility than most job candidates believe.</p> <p>The paper was co-authored by Julia Bear of Stony Brook University and Zhiying (Bella) Ren of University of Pennsylvania.</p> <p>The researchers conducted seven studies involving more than 3,000 participants. To start with, they surveyed job candidates, hiring managers, and experienced professionals. These surveys showed that job candidates thought it highly likely that negotiating would lose them the job offer, while managers took a more flexible view. The hiring managers reported extending an average of 26.9 job offers during their careers, only 1.73 of which were withdrawn after a candidate negotiated.</p> <p>In subsequent studies using in-person and online negotiations, Hart and her co-authors found that even taking on an imaginary role changes how one views the negotiation and its risks. They randomly assigned participants to play either a “job candidate” or a “hiring manager,” with real money at stake based on any agreed-upon job offer.</p> <p>The researchers found that two psychological mechanisms were particularly relevant to explain job candidates’ exaggerated risk estimation: zero-sum perceptions, or the idea that parties in a negotiation are fighting over a fixed and finite resource, and power perceptions, i.e., how much candidates felt they had the ability to influence the hiring manager. Moreover, because of their concern about losing the deal, nearly half the candidates chose to accept the offer as is and not to negotiate. </p> <p>All else being equal, candidates tended to take a much more competitive (i.e., zero-sum) view of negotiations and a less optimistic view of their power than did the “managers.” This may help explain why so many of us shy away from bargaining for better job offers, to our own detriment.</p> <p>Hart says that “negotiating is not just zero-sum. Besides negotiating salary, maybe you care more about teleworking than a small signing bonus. The hiring manager might really appreciate the savings and be flexible about how often you come into the office. Thus, this negotiation (and many others) can have a win-win, mutually beneficial solution.”</p> <p>Indeed, candidates primed to consider negotiation as a potential win-win interaction (as opposed to zero-sum) were less likely to fear losing the deal entirely, and by extension to forgo negotiations. Likewise, candidates primed to have higher power perception were less concerned about jeopardizing a deal and less likely to forgo negotiation. However, even with low zero-sum or power perceptions, candidates still overestimated their risk of losing the deal. </p> <figure class="quote">“Besides negotiating salary, maybe you care more about teleworking than a small signing bonus. The hiring manager might really appreciate the savings and be flexible about how often you come into the office. Thus, this negotiation (and many others) can have a win-win, mutually beneficial solution.”    —Einav Hart</figure><p>At the same time, Hart’s prior work suggests that negotiation is a decision that should be made carefully by each party. A previous paper introduced the concept of “Economic Relevance of Relational Outcomes” (<a href="https://www.sciencedirect.com/science/article/abs/pii/S0749597821001047?via%3Dihub" target="_blank" title="Learn more.">ERRO</a>), which points to the fact that there is often a long-term financial advantage in preserving strong relationships, over and above incremental gains to be won in any one negotiation. </p> <p>Hart says, “Consider negotiating for a babysitter’s rate. What use is negotiating for a great deal on the rate if the babysitter feels bullied in the negotiation and is not excited to take care of your kids?”</p> <p>Negotiating a job offer is tough and there is a legitimate risk that negotiating can jeopardize the deal. However, Hart’s research suggests that job candidates overestimate this risk and can often obtain better outcomes through negotiating a job offer—at least if they preserve a good relationship.</p> <p> </p> </div> </div> </div> </div> <div class="layout__region region-second"> <div data-block-plugin-id="inline_block:call_to_action" data-inline-block-uuid="9019a714-4503-4141-a633-0a779ec0c4e3"> <div class="cta"> <a class="cta__link" href="https://careers.gmu.edu/"> <h4 class="cta__title">Looking for more advice? Check out Career Services! <i class="fas fa-arrow-circle-right"></i> </h4> <span class="cta__icon"></span> </a> </div> </div> <div data-block-plugin-id="inline_block:text" data-inline-block-uuid="a97baa84-9dc2-422e-890d-89ceccb17266" class="block block-layout-builder block-inline-blocktext"> </div> <div data-block-plugin-id="field_block:node:news_release:field_associated_people" class="block block-layout-builder block-field-blocknodenews-releasefield-associated-people"> <h2>In This Story</h2> <div class="field field--name-field-associated-people field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">People Mentioned in This Story</div> <div class="field__items"> <div class="field__item"><a href="/profiles/ehart8" hreflang="en">Einav Hart</a></div> </div> </div> </div> <div data-block-plugin-id="inline_block:text" data-inline-block-uuid="ad378358-d1bb-4dc1-94a7-1e1a071dbef3" class="block block-layout-builder block-inline-blocktext"> </div> <div data-block-plugin-id="inline_block:news_list" data-inline-block-uuid="e45a081c-d37b-403f-8a09-4de5a7bcb075" class="block block-layout-builder block-inline-blocknews-list"> <h2>Related News</h2> <div class="views-element-container"><div class="view view-news view-id-news view-display-id-block_1 js-view-dom-id-e610af22c84834a609c86baea00f0df8815ea573d044311fe5a6dfa10bb7fb78"> <div class="view-content"> <div class="news-list-wrapper"> <ul class="news-list"><li class="news-item"><div class="views-field views-field-title"><span class="field-content"><a href="/news/2025-01/checking-suite-internship-marriott-international" hreflang="en">Checking in to a “suite” internship with Marriott International </a></span></div><div class="views-field views-field-field-publish-date"><div class="field-content">January 15, 2025</div></div></li> <li class="news-item"><div class="views-field views-field-title"><span class="field-content"><a href="/news/2025-01/george-mason-professor-furthers-impact-telemedicine-ukraine" hreflang="en">George Mason professor furthers impact of telemedicine in Ukraine</a></span></div><div class="views-field views-field-field-publish-date"><div class="field-content">January 14, 2025</div></div></li> <li class="news-item"><div class="views-field views-field-title"><span class="field-content"><a href="/news/2025-01/does-world-need-universal-language-accounting" hreflang="en">Does the world need a ‘universal language’ of accounting?</a></span></div><div class="views-field views-field-field-publish-date"><div class="field-content">January 7, 2025</div></div></li> <li class="news-item"><div class="views-field views-field-title"><span class="field-content"><a href="/news/2024-11/are-us-news-deserts-hothouses-corruption" hreflang="en">Are U.S. ‘news deserts’ hothouses of corruption?</a></span></div><div class="views-field views-field-field-publish-date"><div class="field-content">November 26, 2024</div></div></li> <li class="news-item"><div class="views-field views-field-title"><span class="field-content"><a href="/news/2024-11/when-ceos-are-haunted-memories-past-recessions" hreflang="en">When CEOs are haunted by memories of past recessions </a></span></div><div class="views-field views-field-field-publish-date"><div class="field-content">November 19, 2024</div></div></li> </ul></div> </div> </div> </div> </div> <div data-block-plugin-id="field_block:node:news_release:field_content_topics" class="block block-layout-builder block-field-blocknodenews-releasefield-content-topics"> <h2>Topics</h2> <div class="field field--name-field-content-topics field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">Topics</div> <div class="field__items"> <div class="field__item"><a href="/taxonomy/term/12501" hreflang="en">Costello College of Business News</a></div> <div class="field__item"><a href="/taxonomy/term/13796" hreflang="en">Costello College of Business Faculty Research</a></div> <div class="field__item"><a href="/taxonomy/term/13106" hreflang="en">Management Faculty Research</a></div> <div class="field__item"><a href="/taxonomy/term/271" hreflang="en">Research</a></div> </div> </div> </div> </div> </div> Tue, 16 Jul 2024 14:17:48 +0000 Jennifer Anzaldi 112981 at Hacking a tough labor market: Tips for recent grads /news/2024-06/hacking-tough-labor-market-tips-recent-grads <span>Hacking a tough labor market: Tips for recent grads </span> <span><span lang="" about="/user/231" typeof="schema:Person" property="schema:name" datatype="" xml:lang="">Colleen Rich</span></span> <span>Mon, 06/17/2024 - 13:59</span> <div class="layout layout--gmu layout--twocol-section layout--twocol-section--70-30"> <div class="layout__region region-first"> <div data-block-plugin-id="field_block:node:news_release:body" class="block block-layout-builder block-field-blocknodenews-releasebody"> <div class="field field--name-body field--type-text-with-summary field--label-visually_hidden"> <div class="field__label visually-hidden">Body</div> <div class="field__item"><p><span class="intro-text">The Class of 2024 graduated into a relatively challenging labor market. Jackie Brown, assistant professor in the Business Foundations area at the <a href="https://business.gmu.edu/">Costello College of Business</a> at AV, said recent grads should be leaning a little harder into core professional skills, such as networking. </span></p> <figure role="group" class="align-right"><div> <div class="field field--name-image field--type-image field--label-hidden field__item"> <img src="/sites/g/files/yyqcgq291/files/2024-06/jackie-brown.jpg" width="350" height="440" alt="Jackie Brown" loading="lazy" typeof="foaf:Image" /></div> </div> <figcaption>Jackie Brown. Photo provided</figcaption></figure><p><span><span><span>She says that even in a competitive market, networking in the right way will make you a leading candidate for that dream first job. More importantly, it can start you on a path toward long-term career fulfillment.</span></span></span></p> <h3><span><span><span><strong>What would be your main piece of advice to a recent George Mason graduate who’s looking for their dream job? </strong></span></span></span></h3> <p><span><span><span>The most effective way to pursue the career you want is through networking. That is especially the case for early-career individuals, who have little or no professional track record to point to. And the intense competition created by challenging labor markets makes networking even more important.</span></span></span></p> <p><span><span><span>Notice I said “the <em>career </em>you want,” not “the <em>job</em> you want.” That’s a key distinction, because networking is an indispensable professional skill to learn and use over the length of a career, not just on the job hunt. Networking for the purposes of information gathering and relationship building, rather than solely to identify job leads, can help identify trends and other salient factors affecting your targeted industry. You want to become familiar with the goals, challenges, and culture of the industry you’re attempting to join. As you engage with potential employers, you can use that knowledge to frame informed questions that will reveal more about what that company is looking for and how you could contribute.</span></span></span></p> <h3><span><span><span><strong>Can you say more about how early-career professionals can use the knowledge learned through networking?</strong></span></span></span></h3> <p><span><span><span>Having a deep understanding, both at the industry and company level, will help you craft an effective “pitch” for use in cover letters and interviews. The idea is not just to prove you have done your homework, but to make a strong case for your “culture fit” and the benefits you would bring to that employer. As much as possible, you should customize your pitch to suit the industry, company, and individual(s) concerned.</span></span></span></p> <h3><span><span><span><strong>Beyond being informed, how can early-careers get the greatest bang for their networking buck?</strong></span></span></span></h3> <p><span><span><span>Building strong relationships through networking is, of course, first and foremost about communication. When interacting digitally, it’s easy to communicate without first thinking about the context, especially for young people who fire off texts as easily and naturally as breathing. But in any written communication, such as an introductory email or LinkedIn connect request, it is vital to exercise rhetorical awareness, i.e., adapting language based on the context, scope, and expectations or understanding of the recipient. Think about the probable state of mind of the intended recipient, the information they would need in order to decide to grant or deny your request, any help you could potentially offer, etc.</span></span></span></p> <h3><span><span><span><strong>What about the question of online vs. in-person networking? Which is more likely to move the career needle?</strong></span></span></span></h3> <p><span><span><span>I would encourage recent grads to work against the inherent impersonality of post-COVID online interactions. For example, when attending Zoom webinars for industry professionals, being one of the few to turn your camera on will make you more memorable. After all, a digital encounter is OK in and of itself, but is perhaps most valuable as a stepping stone to an in-person connection, which can yield higher-quality connections.</span></span></span></p> <h3><span><span><span><strong>How wide a networking net should people be casting? Should they be solely focused on folks who can get them a job?</strong></span></span></span></h3> <p><span><span><span>Networking communications are opportunities to show kindness and inclusivity—two increasingly sought-after leadership “essential skills,” as I refer to them, or more commonly known as “soft skills.” You’ve probably already heard that after an interview, you should send timely, thoughtful, and thankful follow-up emails to the hiring manager (and any other participants). But have you reached out to thank that LinkedIn connection who steered you to the job posting in the first place? What about your ex-professor who helped you with your resume and cover letter? Or the administrative associate who did the work to align everyone’s schedules for the interview? Kind and inclusive networking communications certainly take time, but should be viewed as a necessary investment that will pay handsome career and relational dividends that go far beyond any one job opportunity. </span></span></span></p> <hr /><p><em><span><span><span><strong><a href="https://business.gmu.edu/profiles/jbrown39">Jackie Brown</a></strong> has worked in nonprofit organizations, legal establishments (law firm and court house), digital consultancies, and universities. She has been with the Costello College of Business at AV since 2012.</span></span></span></em></p> <p> </p> <p> </p> </div> </div> </div> </div> <div class="layout__region region-second"> <div data-block-plugin-id="inline_block:call_to_action" data-inline-block-uuid="63d3da75-3acb-4f77-a885-e9573d5e54a5"> <div class="cta"> <a class="cta__link" href="https://careers.gmu.edu/alumni/job-search"> <h4 class="cta__title">Get some assistance with your job search <i class="fas fa-arrow-circle-right"></i> </h4> <span class="cta__icon"></span> </a> </div> </div> <div data-block-plugin-id="inline_block:text" data-inline-block-uuid="c6f454f2-94c4-44b0-a89c-8828fff92a6e" class="block block-layout-builder block-inline-blocktext"> </div> <div data-block-plugin-id="inline_block:news_list" data-inline-block-uuid="a85ca420-1c72-45b9-b685-8784f80e33df" class="block block-layout-builder block-inline-blocknews-list"> <h2>Related News</h2> <div class="views-element-container"><div class="view view-news view-id-news view-display-id-block_1 js-view-dom-id-850e7624684e2d26f3de20eb33dff6c27e63069265737b16eaae8def571a3268"> <div class="view-content"> <div class="news-list-wrapper"> <ul class="news-list"><li class="news-item"><div class="views-field views-field-title"><span class="field-content"><a href="/news/2025-01/tourism-and-events-management-student-runs-away-circus" hreflang="en">A tourism and events management student runs away with the circus… </a></span></div><div class="views-field views-field-field-publish-date"><div class="field-content">January 30, 2025</div></div></li> <li class="news-item"><div class="views-field views-field-title"><span class="field-content"><a href="/news/2025-01/rwanda-puts-global-commerce-and-policy-alumnus-jean-guy-afrika-top-economic" hreflang="en">Rwanda Puts Global Commerce and Policy Alumnus Jean-Guy Afrika at Top of Economic Development</a></span></div><div class="views-field views-field-field-publish-date"><div class="field-content">January 27, 2025</div></div></li> <li class="news-item"><div class="views-field views-field-title"><span class="field-content"><a href="/news/2025-01/schar-school-biodefense-students-selected-distinguished-fellowship" hreflang="en">Schar School Biodefense Students Selected for Distinguished Fellowship</a></span></div><div class="views-field views-field-field-publish-date"><div class="field-content">January 23, 2025</div></div></li> <li class="news-item"><div class="views-field views-field-title"><span class="field-content"><a href="/news/2025-01/odkm-graduate-melvin-brown-ii-appointed-chief-information-officer-office-personnel" hreflang="en">ODKM Graduate Melvin Brown II Appointed Chief Information Officer of Office of Personnel Management</a></span></div><div class="views-field views-field-field-publish-date"><div class="field-content">January 21, 2025</div></div></li> <li class="news-item"><div class="views-field views-field-title"><span class="field-content"><a href="/news/2025-01/george-mason-scientist-anamaria-berea-leads-team-design-lunar-cultural-archive" hreflang="en">George Mason scientist Anamaria Berea leads team to design lunar cultural archive for the ‘Pioneers of Tomorrow’</a></span></div><div class="views-field views-field-field-publish-date"><div class="field-content">January 16, 2025</div></div></li> </ul></div> </div> </div> </div> </div> <div data-block-plugin-id="field_block:node:news_release:field_content_topics" class="block block-layout-builder block-field-blocknodenews-releasefield-content-topics"> <h2>Topics</h2> <div class="field field--name-field-content-topics field--type-entity-reference field--label-visually_hidden"> <div class="field__label visually-hidden">Topics</div> <div class="field__items"> <div class="field__item"><a href="/taxonomy/term/361" hreflang="en">Tip Sheet</a></div> <div class="field__item"><a href="/taxonomy/term/1061" hreflang="en">Costello College of Business</a></div> <div class="field__item"><a href="/taxonomy/term/336" hreflang="en">Students</a></div> <div class="field__item"><a href="/taxonomy/term/12501" hreflang="en">Costello College of Business News</a></div> </div> </div> </div> </div> </div> Mon, 17 Jun 2024 17:59:41 +0000 Colleen Rich 112591 at