For Cassandra Reffner, winning the Temple Analytics Challenge for a second straight year was about honing her visual storytelling skills one data set at a time.
“Graphic design isn’t just about making these things look nice, but also telling a story,” Reffner said.
A senior graphic design student from the Tyler School of Art, Reffner took home the $2,500 grand prize at the third annual Temple Analytics Challenge, held Nov. 16 in the MBA Commons at the Fox School of Business.
Organized by the Institute for Business and Information Technology (IBIT), the competition awards prizes totaling $10,000, from corporate members of IBIT and the Office of the Senior Vice Provost for Undergraduate Studies at Temmple University. The Temple Analytics Challenge focuses on making sense of big data through visualization — a key component of data analytics cited by experts as a promising path to job opportunities.
This year, the Temple Analytics Challenge awarded 10 prizes totaling $10,000. The competition saw participation increase by 300 percent over the previous year, with 395 entries. Participating teams included 719 students from eight of Temple’s 17 schools and colleges, as well as students from the State University of New York and Cornell University. The finalists came from programs in the Tyler School of Art, the College of Liberal Arts, the College of Engineering, the School of Media and Communications, the College of Public Health, and the Fox School of Business.
“The Temple Analytics Challenge emphasizes the Fox School’s commitment to teaching and research in the various fields connected to big data,” said Dr. M. Moshe Porat, Dean of the Fox School of Business and the School of Tourism and Hospitality Management. “But big data and data visualization are academic components in which students across Temple University regularly engage. This truly was a university-wide competition.”
Corporate partners provided competitors with large sets of data that they must analyze and visualize in a way that is both innovative and accessible. This year’s partners included Merck Pharmaceuticals, QVC, and The Pennsylvania Ballet.
Reffner, who won the Temple Analytics Challenge in 2014, chose to work with the data from The Pennsylvania Ballet, saying she could see the visuals presented within the data set. In the Pennsylvania Ballet challenge, students had to conceptualize the best way for the company to attract new audience members.
“With our limited resources, we just don’t have the time or the staff to do this kind of imagining,” said David Gray, executive director of The Pennsylvania Ballet. “Having so many smart and creative people trying to help us address challenges is a godsend.”
To expand on the project’s proposal, Reffner scrolled through various mentions the company received on social media — from Tweets and hashtags to status updates — to see what about the company got people talking. She said was intrigued by the company’s position as a “19th-century product for a 21st-century audience,” and drafted a plan that took this value and social media’s talk-back feature to improve customer interaction. She suggested a redesign of The Pennsylvania Ballet’s website to respond on all devices, including desktops, smartphones, and tablets, so customers could interact with the ballet by any means necessary.
“The main thing I look for (in the Temple Analytics Challenge) is to see if I can solve the problem, to really step into their shoes to see what they want,” Reffner said.
Reffner and 19 other finalists went before a panel of judges comprised of industry leaders, including representatives from Lockheed Martin, Campbell’s Soup Company, Deloitte Consulting and AmerisourceBergen. The judges were impressed with the overall dedication the students brought to the challenge.
Reffner, who received employment interest from two companies based upon her presentation, reflected positively on how the challenge opened up opportunities to students from all majors and schools.
“This competition is not focused toward any specific major,” Reffner said. “It’s people from all over the place that entered the competition. That’s why I love the Temple Analytics Challenge.”
Beyond The Pennsylvania Ballet challenge, student participants had the choice of two others. The Merck challenge tasked students with synthesizing data to show how a vaccine will best benefit world health. QVC provided data relating to product placement in various markets and asked students to show how this data could predict where it should next focus its attention.
“Data alone is just information. It’s usage to inspire change or action and turning it into competitive intelligence is where the value lies, and the Temple Analytics Challenge did just that,” said Maurice Whetstone, QVC’s Director of Enterprise Data Management.
“Analytics in business, and especially in healthcare, is an amazing lever toward gaining unique insight to improve business performance,” said Bill Stolte, the Executive Director of Merck’s IT Business Performance Analytics. “It is an honor to be actively engaged in the Temple Analytics Challenge, and it is remarkable to watch Temple University students rapidly self-organize and use data and visualizations in innovative ways to solve complex problems.”
In his course “Law in American Society,” an animation of folk singer Willie Nelson, designed by Dr. Samuel D. Hodge, strums his guitar as he explains the difference between public and private law.
Professor of Legal Studies at the Fox School of Business, Hodge’s use of such animations demonstrates his place as an innovative educator. Hodge recently was chosen by the Academy for Teachers to serve as its 2016 master teacher and will lead a program on innovation in teaching.
The Academy for Teachers is an annual selective conference in New York City that’s intended for teachers. One master professor, as chosen by the Academy, leads a lesson for a number of selected high school teachers on innovative strategies in teaching. Previous master teachers include Emmy Award-winning filmmaker and historian Henry Louis Gates Jr.; Pulitzer Prize in Music winner David Lang; and renowned social and political activist Gloria Steinem.
This year, Hodge will teach 18 high school teachers Jan. 8, 2016, at the one-day conference.
Hodge has taught a variety of undergraduate- and graduate-level classes in law and medicine at Temple University for more than 40 years. He currently leads a law lecture that consists of 400 to 600 students, which is considered one of the largest courses at Temple. To keep students interested in a class of that size, Hodge has had to get creative.
“You have to throw conventional wisdom out the window,” Hodge said.
Hodge developed multimedia presentations for his courses, consisting of self-created animations.
“Everything moves. Everything I say projects behind me on the board,” Hodge said, “but I actually have a cartoon Professor Sam, and he sings and narrates.”
The animations include a long list of celebrities. His latest is actor Jack Nicholson discussing various areas in law. Hodge has an art and music background. Since 1982, he has owned music-publishing company Eastwick Publishing, and he’s also produced illustrations for various medical books he’s written. So it was fitting, he said, that for his educational animations he’d write the songs, record the audio, and then create an animated character to perform them.
The best way to gain the interest of the “MTV generation,” he said, was through an audio-visual format.
“I call it edutainment,” Hodge said. “It is a combination of education and entertainment. People grew up in a visual format, so people want to be taught in that format.”
From a nominated group of 6,000, the Academy for Teachers selected 18 high school teachers that Hodge will educate. The “master class” can be given in any subject matter. The focus is to showcase unusual or innovative teaching techniques. Hodge will teach anatomy to the group of teachers in his area of expertise: AV format.
On the morning of the program, Hodge will teach the fundamentals of anatomy through song at the Museum of Natural History. He also plans to show the dozen-and-a-half teachers video of a heart being dissected. During the second segment of the day, the group will travel to the Icahn School of Medicine at Mount Sinai Medical Center, where he will take them into the lab to see a dissection first hand.
Joe Pangaro, a second-year teaching assistant in Hodge’s “Law and American Society” course and “Legal Environment of Business” courses, said Hodge’s passion for teaching is present daily.
“Every year, when a new set of TAs gets to know him and gets exposed to his workload, there is a period of shock when you are just in awe of how much he accomplishes in a day,” said Pangaro, a third-year law student. “When you find out he does not drink coffee, it seems all the more amazing, but then you spend some time with him and you realize it’s because he truly loves everything he is doing.”
Hodge hopes to impart to the high school educators a degree of fearlessness in their use of technology to demonstrate complex topics.
“This was a total surprise,” he said. “I didn’t apply for it, they just called me out of the blue one day. Then I saw the list of people who have been selected before me and I said, ‘Why am I within that elite group?’ But I am, and it’s exciting.”
After the jerseys have been washed and the grandstands have been cleared of clutter, a professional sports teams’ work is just beginning. Corporate Social Responsibility (CSR) or a team’s efforts to use its impact for the greater good of its community, is no longer a secondary concern to the product they assemble on the field.
For Dr. R. Aubrey Kent, Professor and chair of the School of Tourism and Hospitality Management, CSR is an integral aspect of a sports team’s contribution to the community.
“CSR is important to a double or triple bottom line that includes social and environmental impacts,” said Kent, whose extensive research into CSR has produced multiple published articles and international presentations. “Sports teams are trying to grow a brand that goes beyond performance by being committed to the community.”
Kent’s work with the Professional Golf Association (PGA) in Florida spurred on his research interest in CSR. The PGA is widely known as one of the most-charitable professional sport leagues and organizations. In 2015, the PGA added 10 non-profit charities to its already lengthy roster. In his research into CSR and sports, Kent said he’s seen other sports leagues and organizations follow in the PGA’s footsteps in adopting a community-centric approach to business management.
Major League Baseball’s Philadelphia Phillies and the National Football League’s Philadelphia Eagles are known for their socially responsible and sustainability work, hosting “Go Green” games each season. But, as Kent found, the Phillies are less known for their efforts at reducing childhood hunger, or the Eagles for their work providing optometry services to children from low-income families. The fact that these ventures remain relatively unknown is what differentiates CSR from more-familiar marketing campaigns, Kent explained.
“Every single team has separate charitable organizations with very little publicity or fanfare,” Kent said.
As teams’ efforts maintain a low profile and provide the team with little to no financial benefit, Kent said identifying a team’s motivation for giving back can be difficult. Aside from the most-obvious altruistic intentions, Kent said other reasons include a team’s eagerness to satisfy intrinsic value systems and its hope that such values could appeal to more conscientious fans.
“The motivations have to be ingrained and value-laden because the financial incentives aren’t there,” Kent said. “Today, we care more, as a consumer class, about things that aren’t purely economic.”
Though CSR won’t change consumer opinion too greatly, as fans remain more concerned with performance on the field than corporate responsibility off of it, Kent said consumers have taken notice to team’s or a player’s CSR. Or lack thereof.
“Athletes are held to a higher standard because of the impact they have on youth,” Kent said.
The social impact athletes have as heroes among children can produce positive results in education and anti-drug campaigns, he said. Similar results are seen with negative behavior. When news broke of a 2007 investigation into National Football League player Michael Vick’s involvement in a dog-fighting ring, his team – the Atlanta Falcons – made a considerable donation to local humane shelters and animal societies. Fans reacted negatively, accusing the Falcons of making a reactionary donation.
The difference between a genuine and an insincere response, Kent said, is for teams to find that “sweet spot” between performing their social duties and publicizing their efforts. Kent found that teams are facing a more complex branding system, as they attempt to promote their social values while maneuvering daily amid a conscientious fan base.
“Sports are much more engaging emotionally, and there’s an ability to forgive bad deeds,” Kent said. “Ultimately, CSR is about sending positive societal messages.”
Temple University’s Institute for Business and Information Technology (IBIT) and Lockheed Martin (NYSE: LMT) are joining forces to help solve the cyber talent crisis that faces the country. This fall they will host a National Cyber Analyst Challenge designed to encourage and support the best students currently pursuing cyber related degrees in the top cyber programs in the nation.
Between seven and 10 schools with appropriate programs will select and field a team of top students (undergraduate or master’s studying information systems, computer science or engineering) to participate in the three-phase competition. First, each team will analyze and propose solutions to a cyber case. The second phase is a full day of virtual training. The finals, a real-time practical challenge, will be held in Washington, D.C. in October.
Each school that joins the contest will receive $15,000 to support students, faculty and travel. The winning team will be awarded up to $25,000.
The Cyber Analyst Challenge was created to respond to strong needs in the industry.
According to SimplyHired.com, in April 2015 there were 26,980 open cyber-security related positions. The need in these positions is less for operators and more for analysts. As threats multiply and diversify, intelligence analysis and identification is becoming critical, rather than secondary to the ability to configure or code secure servers. Yet, the job seekers in the talent pipeline find it difficult to integrate operational skills with strategic threat and cyber analysis.
“Our programs and our customers have a significant need for students to enter the workforce with not only the technical cyber skills but the analysis mindset that a competition like this will foster,” explained Chris Kearns, Lockheed Martin vice president of Enterprise IT Solutions. “We are thrilled to partner with our nation’s top universities to invest in the future workforce.”
The competition will not only enhance the skills of the future workforce and inspire students to pursue careers in cyber-security. Students will receive fast-paced, real world practical experience, scholarships, recognition and the opportunity to engage with others who share their interests, nationwide.
“This competition is unique because it focuses on student development from the start and will serve as a role model for how to develop talent by engaging with industry in systematic and sustained manner,” said Dr. Munir Mandviwalla, Associate Professor and Chair of the Fox School of Business’ Management Information Systems department, and IBIT Executive Director.
Fox School’s Institute for Business and Information Technology (IBIT), at Temple University, provides cutting-edge knowledge and valuable connections to sustain excellence in information technology. IBIT integrates industry perspectives with academic research expertise to create forums for generating and exchanging best practices.
IBIT is affiliated with the Fox School’s nationally ranked Department of Management Information Systems. IBIT draws participating faculty and students from MIS as well as the expertise of the entire Fox and Temple University community.
For more information please visit http://cyberanalystchallenge.org
About Lockheed Martin
Headquartered in Bethesda, Maryland, Lockheed Martin is a global security and aerospace company that employs approximately 112,000 people worldwide and is principally engaged in the research, design, development, manufacture, integration and sustainment of advanced technology systems, products and services. The Corporation’s net sales for 2014 were $45.6 billion.
A researcher from Temple University’s Fox School of Business found that investments in information technology (IT) can reduce overall spending by state governments.
According to Dr. Min-Seok Pang, Assistant Professor of Management Information Systems, American state governments could stand to save $3.49 from their budgets for every $1 that’s invested in IT.
Pang’s paper, titled, “Do CIO IT budgets explain bigger or smaller governments? Theory and evidence from U.S. state governments,” was co-authored by Dr. Ali Tafti, of the University of Illinois at Chicago and Dr. M.S. Krishnan, of the University of Michigan. Their paper has been accepted for publication in top academic journal, Management Science. A related study by Pang has been published by MIS Quarterly.
Pang and his fellow researchers analyzed the IT budgets of chief information officers from each of the 50 states, during a five-year period from 2001 to 2005. Pang said he and his team chose to analyze the spending patterns of state governments, as opposed to those of federal governments, because state governments spend on similar services, like education, police, recreation, finance, human resources, and facility management.
“One could argue that because government has no comparative motive, meaning state governments are not competing with one another, there’s no imperative need for survival and, therefore, no value in making IT investments,” Pang said. “But my research shows that is not the case. In fact, IT has demonstrated that it can generate value.”
IT has the potential to make a state government’s processes more efficient and transparent, thus leading to a reduction in spending, Pang said. The digitizing of traditionally paper-based processes, for example, could help a state government trim its manpower and waste production, he theorized. A state government also could elect to disseminate data or publish its annual budget through digital mediums, he said, creating a level of transparency that would prevent a government from spending too much.
Overall, Pang said, the implementation of IT by a state government would free up additional resources that can be best applied to areas like police, education, human resource and more.
“In the government sector, the use of IT would lead to improved transparency and, in the long run, would help governments refrain from wasteful spending,” Pang said.
Pang’s research study is believed to be one of the first of its kind, in examining the benefits of IT spending by state governments.
Google “big data,” and the first search result returns the word, “dangerous.”
The irony of using a big data factory to discover the risks of its own data was not lost on researchers and experts attending the Privacy in an Era of Big Data workshop, funded by the National Science Foundation (NSF) and hosted by the Fox School of Business and Temple University’s Big Data Institute.
“Big data” is loosely defined as the collection and analysis of large data sets of complex information. As the scope of collected data increases, there is a significant need for advanced analytic techniques and the development of new methods of investigation. Temple’s Big Data Institute was established to harness the full potential of big data and enable further research on the subject with an interdisciplinary approach by bringing together seven related research centers across the university and the Fox Chase Cancer Center.
Co-founder of the Institute Dr. Paul A. Pavlou, Chief Research Officer and Associate Dean of Research, Doctoral Programs, and Strategic Initiatives, along with Dr. Sunil Wattal, Director of the Center on Web and Social Media Analytics and Associate Professor of Management Information Systems, were awarded a grant from the NSF to further their investigation into unexplored links between big data and privacy.
“This is a topic that’s on everyone’s minds, and we’re here to get some useful insight on it,” Wattal said.
The workshop, held April 22-23, was a part of a weeklong event to encourage big data research from industry, government, and academia on the future of big data and privacy. The goal of the workshop, Pavlou said, was “to create a forward-looking research agenda into the future of big data.”
A priority for attendees was establishing the balance of big data with privacy rights, in order to improve national security and further develop consumer marketing. Dr. Thomas Page, Technical Director for Core Infrastructure & Cloud Repositories at the National Security Agency, represented the government perspective on big data, with a keynote presentation.
“There’s a moral responsibility in this space. We’re doing this on behalf of the American people,” Page said.
Page called for a new focus when discussing big data. “Big Smart Data,” he said, avoids unnecessary or intrusive information from reaching analysts, and allows new public policy to be enacted that balances personal privacy and national security concerns.
Page’s keynote address raised concerns of a “zero sum game,” wherein consumers trade privacy for national security. Christina Peters, Chief Privacy Officer at IBM, noted that she believes the two are not equivalent. Citing instances of security breaches at Target and Home Depot, she indicated how a history of misuse or neglect has risked consumer information.
Hal Varian, Chief Economist at Google, discussed the trust contract held between consumers and big data collectors. He argued that big data factories have the most to lose. “Search engines have a lot more to lose than a human. When computers screw up they screw up big,” Varian said.
Google’s top search results for “how do I know” are: “if I’m pregnant,” “if I’m gay,” and “if I have AIDS,” all of which, Varian said, demonstrate Google’s desire to not only share a vast amount of information, but to also take seriously its responsibility as an online confidante.
“Search engines are the biggest privacy enhancers in the world. People won’t ask these questions to their lawyer, doctor, parents, or priest. This is the first time you can get this type of answer from a non-human,” said Varian, who also served as the featured keynote speaker at the Frederic Fox Lecture Series April 23, another event during Big Data Week.
Varian explained that the intended use of big data is to educate consumers on the difference between privacy and security. Since privacy is the restricted use of personal information, a responsibility of big data should be to protect the security of the data and manage the risks associated with personal data analytics.
A closing comment from the first day of the workshop was the idea that “big data is the new bacon,” as presented by Lael Bellamy, Chief Privacy Officer at The Weather Channel. Her support of improved data collection and consumer intelligence reinforced the notion that although big data is trending, it’s been around for a long time.
“It’s possible everyone can benefit from the Big Data revolution,” said Carnegie Mellon University professor Dr. Rahul Telang.
In 10 years, Hayley Leather would like to own a zoo.
With this professional aspiration in mind, the 22-year-old Fox School of Business student has focused her efforts on attaining the business expertise every zookeeper requires, while studying within Fox’s Risk, Insurance and Healthcare Management department.
Leather’s research paper in a related area – into the 2010 British Petroleum (BP) oil spill that devastated animal habitats in the Gulf of Mexico – won the 2015 American Association of Managing General Agents (AAMGA) White Paper contest.
Her essay, titled Why the BP Macondo Gulf Blowout is Important…and It’s Not What You Think, explores the complexities and uses of additional insured status and contractual indemnity in the oil industry, and the potential effects of restrictions. Leather synthesized legal precedent and interviewed experts in the field to uncover how unusual anti-indemnity strategies could change the face of risk contracting in the oil industry.
“This wasn’t anything that had been done before,” said Leather, a Risk Management and Insurance major. “Previously companies just did as they assumed, but BP really challenged all that.”
Winning essays were deemed to have communicated the significance of risk management in the future of wholesale, excess or surplus insurance lines in the manner of previous White Paper winners. Leather, one of two winners nationally, received $2,000 for her award-winning paper and an expenses-paid trip to Washington D.C. in May 2015 to attend the AAMGA Annual Meeting. While there, a mentor from the risk industry will be paired with Leather.
“I’ll be able to hear what’s going on in the industry and have a contact to talk to the whole time to explain it to me,” Leather said.
Leather credits Storm Wilkins, Assistant Professor of Risk, Insurance, and Healthcare Management, with encouraging her to enter the contest. Wilkins also serves as faculty advisor for Temple’s Sigma Chapter of the risk management fraternity, Gamma Iota Sigma, of which Leather is a member. Leather, who had written previously on the BP crisis, knew that expanding upon the topic for the contest made sense, given her interest in animal welfare and risk management.
“Hayley researched the issues thoroughly, and even reached out to an industry expert to ensure that her work was first-rate,” Wilkins said. “I encourage my students to enter competitions such as the AAMGA White Paper contest because it allows them showcase their abilities beyond Temple University.”
Leather, who transferred into the Fox School in Summer 2014, said her brother, Jonathan, FOX ’09, pushed her into the Risk Management field. Previously, she had been a science major.
“I wasn’t happy with the idea of staring at a computer or microscope all day. I didn’t want to do that,” Leather said. “I love business in general and something that is important to all business is managing the risks.”
Merging her love of animals with her penchant for business, Leather has interned with the Navy Marine Mammals Program in San Diego. Somewhat closer to home, the native of Cheltenham, Pa., also has interned as a zookeeper at the Wild World of Animals in Eighty Four, Pa. Leather hopes to one day work for SeaWorld Entertainment, managing risks for one of the organization’s seven parks, before applying her business savvy when opening her own zoo.
Colorful Post-It notes lined the walls inside the Kimmel Center for the Performing Arts, each one containing intricate details on how to improve Philadelphia’s mass-transit system.
At the fifth-annual Fox DESIGNchallenge, a civic innovation challenge, students aimed to collaboratively transform their ideas into meaningful change in their community. This year’s objective focused upon identifying problem areas and generating feasible solutions in mass transit, car culture and the quality of urban life.
The event, organized by the Center for Design+Innovation (cD+i) at Temple University’s Fox School of Business and the Design for Social Impact Program at The University of the Arts, rendered two first-place teams.
“SEPTA is something everyone understands. It impacts everybody because it’s the network that moves the city,” said James Moustafellos, Associate Director of cD+i and an Assistant Professor of Management Information Systems at Fox. “The whole issue SEPTA is facing is, how do you have mass transit in a city that has a car culture?”
One of the winning teams provided methods for creating a more-enjoyable experience for Southeastern Pennsylvania Transportation Authority (SEPTA) passengers. The team members, including four Fox School students and one from Temple’s Tyler School of Art, designed a SEPTA “Smart Shelter.” The enclosed bus stop would provide digital information boards indicating arrival times and routes, and a well-lit interior as a safety precaution.
Another first-place team, featuring three Fox students, centered its designs on revamping existing SEPTA technology. The team suggested creating a new payment system using smart-phone applications, as well as providing video boards on concourse levels to display arrival times and available capacity on incoming trains.
“The result was to form a less auto-centric future for the city,” Moustafellos said. “A lot of the students’ designs centered around convenience, quality and cleanliness of the system, safety and communication methods.”
The Fox DESIGNchallenge brought together 150 students from colleges and high schools in the region, forming 20 teams geared toward solving the problem. First- and second-place teams received cash prizes. In addition to receiving monthly vouchers from SEPTA, the proposals from top-three finishers may be displayed on video boards throughout SEPTA’s transit system.
In the lead-up to the Feb. 25 final presentations at the Kimmel Center, teams interviewed civic, business and community leaders at a networking roundtable discussion. Then, they researched areas of interest, identified community problems and opportunities and ultimately complied their work to assemble design solutions that are humanly feasible and economically satisfying.
According to the American Public Transportation Association, Philadelphians could save an average of $12,000 per year by eliminating one car or by using public transportation more frequently.
“This is more than just a fun exercise,” Moustafellos said. “It’s really about experiential learning at its best. It’s about civic engagement. You become much more aware of the place you live in, its issues and how you can become an active participant in your society and make a change.”
“Design is much more than just look and feel nowadays,” said Dr. Youngjin Yoo, the Harry A. Cochran Professor of Management Information Systems and the Director of cD+i. “Companies like Apple, Samsung, IBM and P&G have shown us that design must be embraced as core strategic capability of a company, not just an afterthought. The DESIGNchallenge is an important component of the Fox MBA program. This gives a first-hand, real-life experience of designing solutions for complex business problems.”
The Fox DESIGNchallenge was funded in part by The Knight Foundation and the U.S. Economic Development Agency, through support of Temple’s Urban Apps and Maps Studios.
Initial impressions based upon a person’s facial features can significantly impact how we evaluate that person’s behavior, according to research by a professor from Temple University’s Fox School of Business.
Dr. Brian Holtz, Assistant Professor of Human Resource Management, conducted three studies, all of which suggested that people were more likely to accept the actions of an individual whom they initially perceived to be trustworthy.
New York Magazine and the United Kingdom’s Daily Mail recently featured Holtz’s research, which was initially published in the journal Personnel Psychology.
Holtz’s studies draw on prior psychological research demonstrating that certain facial features stimulate impressions of trustworthiness (high inner eyebrows and prominent cheekbones), while others (low inner eyebrows and shallow cheekbones) have the opposite effect.
In his first two studies, Holtz introduced participants to the biography of a fictitious CEO, which included a professional headshot, and then asked participants to gauge the CEO’s trustworthiness. Later, the participants read a description of a meeting in which the CEO announced a temporary pay reduction and were asked to evaluate how the CEO handled the situation. The subjects, Holtz said, were unaware that he had manipulated the CEO’s image to reflect either a trustworthy or untrustworthy face.
He found that participants who viewed the trustworthy face, tended to give the CEO the benefit of the doubt and judge the CEO’s actions to be fair. In contrast, participants who viewed an untrustworthy face evaluated the same actions to be significantly less fair.
“In essence, these results illustrate a confirmation bias, such that our initial expectations of others are often confirmed,” Holtz said. “If we expect a person to be trustworthy, for example, then we are more inclined to perceive their behavior in a favorable light.”
Participants of his third study – undergraduate students from Temple University – were asked to write a business-related memo that they were led to believe would be evaluated by a Fox School MBA student. Before writing the memo, participants viewed the LinkedIn profile of an MBA student purportedly assigned to evaluate their memo. In reality the LinkedIn profiles were fabricated to present either a trustworthy or untrustworthy face. In addition to earning research credit, participants were told they could earn a cash bonus of up to $6 depending on the quality of their memo.
Two days after the initial session, participants received a written evaluation of their memo, and were informed that they would receive a $3 cash bonus – “an ambiguous, down-the-middle ranking,” Holtz said. Then, the participants completed a questionnaire designed to assess their view of the MBA student’s evaluation of their work.
“Again, the results suggested that initial impressions of trustworthiness shaped how fairly the participants thought they were treated by the MBA student, even though all participants received the exact same outcomes,” Holtz said.
“Ultimately,” he continued, “the key takeaway point from this research is that we form initial impressions very quickly and, for better or worse, our initial impressions can have cascading effects on how we perceive subsequent interactions with others.”
A new study of 365 sell-side financial analysts shows that private phone calls with managers remain an essential source of analysts’ earnings forecasts and stock recommendations – even in light of regulations limiting businesses’ selective disclosure of financial information.
More than half of the analysts surveyed by a team of accounting researchers said they make direct contact with executives of companies they cover five or more times per year. The direct contact with management is so important that one analyst said his company hired an FBI profiler to train analysts “to read management teams, to tell when they’re lying, to tell when they were uncomfortable with a question. That’s how serious this whole issue has become.”
“Everyone who reads our paper comes away with something, but one key takeaway is the importance of private conversations between analysts and managers even in a post-Regulation Fair Disclosure (FD) world,” said Lawrence D. Brown, the Seymour Wolfbein Distinguished Professor of Accounting at Temple University’s Fox School of Business, who conducted the study with professors at Arizona State University, University of Texas at Austin and Texas A&M.
The survey also finds that accurate earnings forecasts and profitable stock recommendations have relatively little direct impact on analysts’ compensation. These findings are derived from a study titled Inside the Black Box of Sell Side Financial Analysts, which presents results of a 23-question survey focused on analysts’ incentives, as well as 18 detailed follow-up interviews.
The study offers insights into an area that is understudied by researchers of the financial industry. While hundreds of articles have sought to predict financial analysts’ choices using models and statistics, few have peered into the “black box” of the organizational contexts and personal psychologies that drive analysts’ decision-making.
The study’s findings also serve as a potential commentary on the Securities and Exchange Commission’s Regulation Fair Disclosure (Reg FD), launched in 2000 to limit selective disclosure of market-moving information to analysts or other key stakeholders prior to the general public.
But respondents noted that companies’ public conference calls discussing quarterly earnings are often followed by one-on-one conversations between analysts and chief financial officers. According to one analyst: “We’re almost back to where we were pre-Reg FD, but not quite because that backroom chatter is shut down. It’s just now it’s not in the backroom; it’s everywhere.”
More insights from the survey include:
- Approximately one quarter of analysts feel pressured by supervisors to lower their earnings forecasts, presumably because outperforming forecasts pleases investors.
- Approximately one quarter of analysts feel pressured by supervisors to raise their recommendations, presumably because it is easier to get their clients to buy rather than to sell the stocks they recommend.
- While only 35 percent of analysts said the profitability of their stock recommendations were a very important determinant of their compensation, 67 percent cited “standing in analyst rankings or broker votes” as central to their compensation.
- Only half of analysts considered primary research “very useful” in forecasting earnings or recommending stocks.
The study was conducted by Lawrence D. Brown, Seymour Wolfbein Distinguished Professor of Accounting at Temple University’s Fox School of Business; Andrew C. Call, Assistant Professor at Arizona State University’s W. P. Carey School of Business; Michael B. Clement, Professor at the University of Texas at Austin’s McCombs School of Business; and Nathan Y. Sharp, Assistant Professor at Texas A&M University’s Mays Business School. The full text is available on Social Science Research Network at http://ssrn.com/abstract=2228373.
Assistant Professor Steven N. Pyser, jointly appointed to the Legal Studies and Human Resource Management departments of Temple University’s Fox School of Business, has contributed his insights on the impact of trust on business success in a new book, Trust Inc.: Strategies for Building Your Company’s Most Valuable Asset.
Trust Inc.’s editor, Barbara Brooks Kimmel — co-founder and executive director of Trust Across America-Trust Around the World — selected 30 experts to make the case for trust in the new book.
This handbook on organizational trust is divided into six sections: Why trust matters; How trust works in practice; What it takes to be a trustworthy leader; How trustworthy teams impact business; How to restore trust; and A new paradigm for organizational trust. Pyser authored the latter.
Pyser’s essay, titled, Capitalism and High Trust: Leveraging Social Worlds as Intangible Assets, was inspired by his pracademics approach — combining the works and viewpoints of academics and practitioners — as well as the applied practice and research he’s conducted in the past 15 years.
In his essay, Pyser argues that having an understanding of performance standards and a working definition of workplace trust are winning strategies required to achieve excellence in today’s global business economy.
He offers a new paradigm and structure for global capitalism and competitiveness. It requires a culture of high trust by leveraging conversations and business communications through “social worlds” and “communication perspectives” used as intangible assets.
“Being recognized for domain expertise by Trust Across America-Trust Around the World is a wonderful honor,” Pyser said. “I’m privileged to be in the esteemed company of the international expert contributors in the book.”
In discussing his essay and how to build capacities for business trust connections, he acknowledged the integral role of being Temple Made (LAW ’84) and serving on the Fox faculty at a world-class research university play in developing his theories, personal and professional successes.
Pyser said he appreciates the academic freedom and ability to innovate as a Fox professor through the continuing support of the Dean’s Office and his department chairs – in Legal Studies, Dr. Samuel D. Hodge, Jr. and in Human Resource Management, Dr. Deanna Geddes. “Their encouragement and varied course assignments have motivated my teaching, research and emerging applied practice approaches to business trust,” he said.
Pyser reserved the highest praise for his students, who “have taught him well” about the role trust plays in education, business and life. He indicated that “trust is a catalyst for learning together in community, professional growth and enhancement of transferable workforce skills.
“Fox students continue to impress me how they make things happen – especially, their commitment to academic excellence, grit, resilience and real-world readiness,” Pyer said.
Pyser is the president and founder at The Pyser Group, which specializes in ethics, leadership development, corporate governance and sustainability strategies. He is a Caux Round Table Fellow and contributes to the current work of the United Nation’s Economic and Social Council (ECOSOC) Millennium Development Goals and post-2015 Development Agenda.
Research on personnel psychology and organizational behavior has demonstrated how fairness and justice engender trust in the workplace. The relationship between the two has been believed to be reciprocal, where trust is a consequence of the perceived justice – as proposed by the classic formulation of social exchange theory – and gradually expands through positive interactions. For instance, employees will trust their supervisor’s decisions more or less from evaluating the fairness of previous interactions with the supervisor.
Assistant Professor of Human Resource Management Brian Holtz takes this notion one step further and proposes the trust primacy model: a new theoretical framework that maintains that trust is formed prior to the direct interaction with others, hence exerting significant influence on employee perceptions of justice. This suggests that an opinion is formulated before the interactions among the players involved and continues to evolve and grow over time.
For his model, Holtz brings together principles of evolutionary theory, neuroscientific research, and psychological perspectives to build a strong case for the rapid development of trust and its influence on perception, resulting inevitably in preceding direct fairness experiences at the inception of relationships.
In his most recent article published in the Journal of Management, Holtz states that we determine trust through biological and sociocultural cues that can drive inferences of trustworthiness. Some of the biological cues may include facial expressions, eye contact and tone of voice. Sociocultural cues may include clothing, tattoos, credentials and socioeconomic status. Both have an effect on how we build trust toward others. His research supports neuroscientific perspectives in that people’s judgments are quick cognitions that are formed in milliseconds and through as little as a single glance, which help us infer a wide variety of information, such as the intentions of others.
Holtz has built a substantial research record founded on the principles of justice and fairness and their application to the workplace. His previous research provides a strong foundation for his proposed model, which extends existing frameworks and offers a more complete integration of the trust and justice literatures.
Holtz’s trust primacy model is the first theoretical framework to propose specific cognitive processes underlying the effect of trust on perception of justice events. Besides implications for further research, this new model brings awareness to managers and challenges organizations to strive for developing trust through clear signals right at the outset of employment relationships.
This research is reported in:
Holtz, Brian (2013).Trust primacy: a model of the reciprocal relations between trust and perceived justice. Journal of Management, 39 (7): 1891-1923, first published online on January 28, 2013.
Corporate Governance encompasses the mechanisms within a corporation that ensures the managers’ interests are aligned with those of the shareholders. In doing so, he/she may be a risk-taker, but why? How does a firm make a CEO accountable for his/her actions or the firm’s performance? Research on Corporate Governance studies the correlation between a CEO’s compensation package as a motivator to take risks, benchmarking CEOs’ pay, and the optimal functionality of a Board of Directors. The understanding of Corporate Governance has not just practical relevance for a firm, but also implications at the policy level.
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From the loading dock to the board room in Shantou, New Delhi or Des Moines, businesses with a strong organizational culture built on a foundation of shared values and shared vision and driven by results focused efforts on organizational change and organizational development produce valid, superior results. In this complex, global, dynamic business environment the concepts of Global, Integrated Business Leadership provide the road map for unparalleled, consistent, cross-functional results delivered the right, lasting way.