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Bengt Holmstrom

Bengt Holmstrom

Paul A. Samuelson Professor of Economics

Contact: (617) 253-0506, bengt@mit.edu

Expertise: Alliances; Apple; Apple; Applied economics; Applied microeconomics; Bank capital; Banking; Business school; Capital market; Capital markets; Central banks; CEO compensation; CEO compensation; Compensation; Compensation; Competition; Competitive strategy; Contagion; Contracting; Corporate diversification; Corporate finance; Corporate governance; Corporate governance; Corporate governance; Corporate governance; Corporate governance; Corporate incentives; Debt; Debt ceiling; Debt contracts; Decision analysis; Deflation; Earnings manipulation; Economics; Economy; Education; Entrepreneurial finance; Entrepreneurship; Equities; Euro; European Union (EU); Eurozone; Executive compensation; Executive compensation; Executive pay; Family business; Federal Reserve; Finance; Financial markets; Financial regulation; Financial reporting; Future of work; Game theory; Global economics; Globalization; Great Recession; Hi-technology / Hi-tech; Incentives; Incubators; Information technology; Innovation; Investment analysis; Leadership; Liquidity; Managerial economics; Managerial economics; Managerial vision; Microeconomics; Microeconomics; Monetary policy; Motivation; Motivation; Organizational design and performance; Organizational studies; Organizations; Outsourcing; Performance measurement systems; Scandinavia; Securitization; Signaling; Smartphones; Stock market; Stock options; Strategy; Technological innovation; United States; Venture capital; Venture capital; Wireless communication

Charles Kane

Charles Kane

Department: Senior Lecturer

Contact: (617) 258-6573, ckane@mit.edu

Expertise: Accounting; Africa; Alliances; Analyst forecasts; Argentina; Asia; Auditing; Banking; Banking marketing; Brazil; Business education; Business ethics; Business intelligence; Business plans; Capital budgeting; Capital controls; Capital market; China; Competitive strategy; Component software technologies; Computer industry; Corporate finance; Corporate governance; Corporate strategy and policy; Cross-cultural awareness; Cultural differences; Data acquisition; Data storage; Derivatives; Developing countries; Disclosure; Distance learning; Downsizing; Earnings manipulations; eBay; eCommerce; Education; Elevator pitch; Emerging markets; Equities; Euro; Exchange rates; Executive education; Financial engineering; Financial services; Financial statement analysis; Foreign investment; Futures; Global entrepreneurship; Globalization; Google; High technology companies; Interest rates; International coroparte strategy; International finance; International management; International trade; Internet security; Internet software; Internet strategy; Investment banking; Investor relations; Knowledge sharing; Logistics; MBA; Mergers and acquisitions; Microsoft; Monetary policy; Negotiation and conflict resolution; New ventures; Non-profits / Nonprofits; Online feedback mechanisms; Operations management; Options; Options pricing valuation; Price fixing; Private equity; Process control; Project management; Revenue management; Risk management; Sales force automation; Service industry; Software; Startups / Start-ups; Strategic planning; Supply chain management; Tax policy; Taxation; Turkey; Venture capital

SP Kothari

SP Kothari

Gordon Y Billard Professor of Accounting and Finance

Contact: (617) 253-0994, kothari@mit.edu

Expertise: Accounting; Accounting standards; Capital market; Capital markets; Corporate disclosure practices; Corporate governance; Disclosure; Earnings management; Earnings quality; Econometrics; Finance; Financial reporting; Financial statement analysis; Foreign investment; India; Investment analysis; Portfolio theory; Statement analysis; Stock options

Christopher Noe

Christopher Noe

Department: Senior Lecturer, Accounting

Contact: (617) 253-4903, chrisnoe@mit.edu

Expertise: Accounting; Accounting fraud; Accounting standards; Bankruptcy; Corporate disclosure practices; Earnings manipulation; Financial reporting; Forecasting; Valuation

Rodrigo Verdi

Rodrigo Verdi

Department: Associate Professor of Accounting

Contact: (617) 253-2956, rverdi@mit.edu

Expertise: Accounting; Accounting standards; Brazil; Capital Markets; Corporate disclosure practices; Disclosure; Disclosure; Earnings Quality; Financial regulation; Financial Reporting

Ross Watts

Ross Watts

Department: Professor of Accounting, Emeritus

Contact: (617) 253-2668, rwatts@mit.edu

Expertise: Accounting; Accounting standards; Activity Based Management (ABM); Asia Pacific; Auditing; Canada; Capital budgeting; Contracting; Corporate disclosure practices; Corporate finance; Corporate governance; Corporate governance; Corporate governance; Debt contracts; Dividend policy; Earnings management; Earnings manipulation; Financial reporting; Financial statement analysis; Hong Kong; Management control; Managerial accounting; New Zealand; Statement analysis; Taiwan; United Kingdom; United States

Joseph Weber

Joseph Weber

George Maverick Bunker Professor of Management

Department: Professor of Accounting

Contact: (617) 253-4310, jpweber@mit.edu

Expertise: Accounting; Auditing; Corporate governance; Disclosure; Earnings management; Earnings manipulation; International tax; Tax policy

GM can recover if it changes the culture — Neal Hartman

From Detroit Free Press It’s been a rough year for General Motors. The company has recalled more than 28 million vehicles worldwide and is liable for billions of dollars in automotive repairs and victim compensation. It suffered an 85% drop in its second-quarter earnings and faces multiple state investigations, not to mention class-action lawsuits related to safety issues. Can GM recover from this massive crisis? It can make a comeback, but the recovery hinges on changing the organization’s culture. For years, GM focused on cost-effectiveness and the bottom line, creating what the new CEO Mary Barra calls “a pattern of incompetence and neglect.” To address the current crisis, she of course needs to fix the safety problems, but she also needs to create a new company culture. Safety must become the priority over cost savings in order to regain consumer and market trust, and GM’s focus needs to be on … Read More »The post GM can recover if it changes the culture — Neal Hartman appeared first on MIT Sloan Experts.

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