Costello College of Business Faculty Research

It’s 9 am. Do you know where your team members are? Before Covid, the answer was simple: They were – or were expected to be – in the office. The pandemic erased that certainty and accelerated the pace toward work-place flexibility. As we move forward in our post-covid work environment, employees are strongly indicating their preference for flexibility and self-determination regarding their working environment. A portion of the workforce will desire to stay at home with high flexibility, whereas others will return to the office by choice.

For most drivers in the U.S., obeying a stop sign upon approaching an intersection is an unavoidable annoyance. But for Mason finance professor Jiasun Li, it’s a problem waiting to be solved. His recent working paper proposes a simple and economical improvement: removing one stop sign from every four-way intersection. According to his calculations, this would boost not only driver safety, but environmental sustainability as well. 

Corporate social responsibility (CSR) has been on the business leadership agenda for more than 50 years, yet executives and corporate boards still demand to see the "business case" for CSR. Clearly, CSR’s familiarity as a concept has not translated into coherent ideas of where it fits into the cost-benefit calculations that motivate business strategy. A forthcoming article in the Journal of Financial and Quantitative Analysis by Lei Gao, associate professor of finance at George Mason University School of Business, Jie (Jack) He (of University of Georgia) and Juan (Julie) Wu (of University of Nebraska – Lincoln) goes beyond the business case to form cause-and-effect connections involving companies’ CSR efforts.

As Jenelle Conaway, assistant professor of accounting at George Mason University School of Business, says, “Being able to compare companies more easily makes for more efficient investment choices. And that scales from the individual level up to banks choosing who they lend to, and companies choosing who they want to merge with and acquire.” Her recent research finds that comparability trends have grown complicated.

Jingyuan Yang, an assistant professor of information systems and operations management at Mason's School of Business, is at the forefront of AI research that aims to crack the codes of the physical world. Her results so far point toward innovative solutions for some of the biggest societal, governmental, and business challenges we face. 

Exceptions may prove the rule, but they must first be explained. That is why finance researchers are drawn to the distress anomaly-- a well-documented phenomenon that challenges the risk-return paradigm in equity markets. Generally, higher-risk investments are expected to yield higher returns than safer, more stable securities. In recent years, however, studies have shown that high-credit-risk securities for companies in distress – i.e. when their already-low credit rating is being downgraded -- realize abnormally low returns compared to non-distressed securities of the same or lower risk.  Academics have proposed a range of rationales for this puzzle. Alexander Philipov, finance area chair and associate professor at George Mason University, says they mainly fall into two categories. 

Selling is inseparable from relationship management. In the past, the one-to-one "human touch" of a salesperson compensated for the standardized nature of their wares. However, today's sales environment tends towards customized solutions and co-creation with the client, especially in the B2B space. In many cases, these trends have greatly increased the network of stakeholders whom salespeople are obliged to keep happy. Research shows that B2B customers benefit from being more involved in the process, but what about the sales force? Does their increased interpersonal burden translate to higher risk of burnout? George Mason University School of Business Marketing Area Chair Jessica Hoppner's recently published paper in Industrial Marketing Management, co-authored by Paul Mills of Cleveland State University and David A. Griffith of Texas A&M University, finds some surprising answers.

Today's workforce might best be described in terms of tumult: Great Resignation, Great Retirement, Great Reshuffle, etc. In this "new normal," managers must learn to navigate a state of continual transition in their teams and organizations, while keeping up with day-to-day demands. Likewise, George Mason University School of Business Management Professors Sarah Wittman and Kevin Rockmann believe that it is time for scholars to change the way they think about role transitions to better align their theories with our increasingly uncertain world.

We’ve all become familiar with the pandemic-related reasons behind the upheaval in the labor market, as well as the standard-issue solutions like trying to infuse work with purpose or offering employees remote working. While these are practical suggestions, they have not restored stability to the workforce. It is our contention that any broad-brush advice for retaining employees in the current environment will be insufficient. Whether managers like it or not, employees will demand sensitivity and adjustment to their psychological needs as individuals.

In her 2021 PhD dissertation, Ashley Yuckenberg, a trained journalist and assistant professor of business communications at Mason, plumbs the ethical quandaries of crisis coverage—and provides a framework for guiding journalists through them.