Is the U.S. in Recession? CBS Experts Weigh in on the Economic Outlook
New data has sparked a debate about the state of the economy. Here’s what some of our faculty members had to say.
New data has sparked a debate about the state of the economy. Here’s what some of our faculty members had to say.
There is perhaps no topic that is more important for the functioning of a market economy than competition policy. The theorems and analyses stating that market economies deliver benefits in the form of higher living standards and lower prices are all based on the assumption that there is effective competition in the market. At the same time when Adam Smith emphasised that competitive markets deliver enormous benefits, he also emphasised the tendency of firms to suppress competition.
The veteran economist and CBS professor joined Professor Brett House to explore how erratic policymaking, rising tariffs, and politicized institutions are shaking global confidence in the U.S. economy.
During a recent Distinguished Speakers Series event, the Senior Partner and Chair of North America at McKinsey shared leadership insights on AI business strategy, climate innovation, and the future of work.
Insights from Columbia Business School faculty explain how the president’s “Liberation Day” tariffs are fueling market volatility, undermining global economic stability, and impacting the Fed's ability to lower interest rates.
A Columbia Business School study shows that experiencing a recession in young adulthood leads to lasting support for wealth redistribution—but mostly for one’s own group.
This paper addresses a class of single-machine scheduling problems with a common due-date for all jobs, and general earliness and tardiness costs. We show that a class of simple, polynomial, "greedy-type" heuristics can be used to generate close-to-optimal schedules. An extensive numerical study exhibits small optimality gaps. For convex cost structures, we establish that the worst-case optimality gap is bounded by e−i ≈ 0.36, if the due-date is non-restrictive.
This paper analyzes how organizations can minimize costs of processing and communicating information. Communication is costly because it takes time for an agent to absorb new information sent by others. Agents can reduce this time by specializingin the processing ofparticular types ofinformation. When these returns to specialization outweigh costsofcommunication, it is efficient for several agents to collaborate within a firm.
To explore if, when, and how intentionally corporate officers conceal negative organizational outcomes from shareholders, we used computer-assisted content analysis of over 1,000 president's letters contained in annual reports to shareholders. Results suggest that outside directors, large institutional investors, and accountants limit such concealment, but small institutional investors and outside directors who are shareholders prompt it. Low disclosure is associated with subsequent selling of stock by top officers and outside directors.