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Category Archive for 'Knowledgebase'

Stories from the last issue of Stanford Knowledgebase, the GSB’s monthly newsletter that drew the most reader attention:

Eight Rules for Brainstorming
Believe Me, I Have No Idea What I’m Talking About
Cost of Reducing CO2 Emissions Could Plunge
Peers Influence Decision to Be Entrepreneurs
Don’t Waste Volunteers’ Time

Readers’ Favorites: From Brainstorming to Volunteering

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Stories from the last issue of Stanford Knowledgebase, the GSB’s monthly newsletter that drew the most reader attention:

How To: How to Tell a Story
Marketing: Courting So-So Customers Can Be Good for Business
Marketing: Customers Can’t Buy It If They Don’t Know It Exists
Behavior: Media Multitaskers Pay a Mental Price
Behavior: Being Jilted Can Make You Yearn [...]

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Stories from the last issue of Knowledgebase that drew the most reader attention:

Are Star Employees Worth Their Bonuses?
Can We Grow the Economy?
Exploring Creativity
India’s Slums Are Complex Political & Social Communities
Market Rebels can Make or Break Product Demand

Sign up for the free monthly newsletter, Stanford Knowledgebase.

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Can We Grow the Economy?

What can we expect as the world’s economy emerges from its most serious downturn in almost a century? Economist A. Michael Spence forsees a “new normal,” with slower growth, a less risky and more stable core financial system, and challenges in areas such as energy, climate, and demographic imbalance.

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“Chasing talent doesn’t work and just costs the companies doing the chasing a lot of wasted money.”
–Professor Jeffrey Pfeffer in his column at Bnet.com. Financial institutions that argue they must pay huge performance bonuses to keep talented employees may be demonstrating that they don’t understand this principal, he adds.

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Activists who defy authority and can use unconventional techniques to mobilize masses for change are the subject of a new book by Professor Hayagreeva Rao. They’ve been around since Henry Ford was an entrepreneur.

Video interview with Rao on “Market Rebels” (14:13 min.)

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Social movements have their greatest effect in their early stages, when a cause is first being debated and before it has attracted too many vocal critics says Professor Sarah Soule whose research  probed 22,000 protests and demonstrations from the 1960s to the mid ’90s. These movements can change stock prices or public policy.

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People who are closely connected to their peers through social networks tend to overestimate how much other people agree with them, according to research by Professor Frank Flynn and doctoral student Scott Wiltermuth. (requires registration)

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The B (Beneficial) Corp. seal of approval is a rating that certifies that firms are working to solve social and environmental problems. So why should a company pursue this credential? From Stanford Social Innovation Review.

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