articles 11 to 20 of 21
IDEO.org's Mission to Tackle Global Social Challenges Through Design for All
As a design consultancy, Palo Alto, Ca.-based IDEO has gained wide acclaim for the innovative product work it has done for corporations. But the firm also recognized the use of good design in tackling global problems, and created the nonprofit IDEO.org to work with other entities on issues ranging from youth employment to water services. Heading IDEO.org is Jocelyn Wyatt, who speaks to Arabic Knowledge@Wharton on the use of IDEO's 'human-centered' design process in addressing global challenges, particularly for those at the base of the economic pyramid.
Published: March 19, 2012
Business vs. Ethics: The India Tradeoff?
Much has been written about the benefits of doing business in India -- low input costs, easy access to labor and a massive consumer base. Less has been said about the ability of companies in India to thrive by bending rules, greasing palms and broadening ethical boundaries. At a time when the issue of corruption threatens the stability of the Indian government and scandals unearthed in sectors from sports to telecommunications total tens of billions of dollars, it is becoming increasingly critical for multinational managers to ask whether business success in India comes at an ethical cost.
Published: January 24, 2012
Online Donations Bring the Middle East and Africa Closer to American Donors
By reducing costs and expanding the reach of philanthropic organizations, the Internet has proven an invaluable tool for charity. Katherina M. Rosqueta, executive director of the Center for High Impact Philanthropy at the University of Pennsylvania, tells Arabic Knowledge@Wharton that the Internet, mobile technology and social media have made it easier and faster for potential donors to understand the needs of communities faraway and to give to organizations serving those communities. Providing transparent information about overseas projects, philanthropists note, is key to continuing the growth of online charities.
Published: November 08, 2011
CHIP's Katherina Rosqueta: 'India and China Will Leapfrog Past the U.S. in Impact Investing'
One of the most pressing needs in philanthropy today is also the most perplexing -- assessing the social impact of funds contributed. "It is part of our DNA to constantly be thinking about the most effective and efficient use of funds," says Katherina Rosqueta, executive director of the Center for High Impact Philanthropy at the University of Pennsylvania. In an interview with Knowledge@Wharton, Rosqueta talks about the importance of social impact analysis, new trends in philanthropy and different approaches to philanthropy across the world.
Published: May 31, 2011
Arab Protestors Demand an End to Corruption, But Transparency Reforms Face Cultural, Legal and Policy Challenges
One of the issues sparking unrest in the Arab world is endemic corruption. But tackling the problem seems even more difficult than political reform. A recent study noted that four of the top 10 countries in the world for illicit financial flows were Gulf nations. Advocates in the region say several cultural, political and economic challenges encourage and support corrupt behavior. But at a conference in Qatar on corruption and transparency, Wharton's Philip Nichols tells Arabic Knowledge@Wharton that the region's push to modernize and widen links to the global economy will help curb corrupt practices.
Published: May 17, 2011
Family Firms in the Middle East: The New Rules of Engagement
For many Middle Eastern family businesses, it's time to sharpen up their acts. Some are scrutinizing their business portfolios to weed out firms that no longer fit their aspirations or are underperforming; others are consolidating and streamlining their vast portfolios of firms; and in a number of cases, they are recruiting non-family managers for the first time or adopting corporate governance standards more often associated with companies listed in London or New York. What's clear across the region is that being a family member will soon no longer be a sure-fire guarantee that a seat at the boardroom table awaits.
Published: December 28, 2010
Making Good Governance Good Business in the Gulf
Is substandard corporate governance to blame for the Gulf region's recent economic woes? It is, according to a number of the region's leading companies. That is why a consensus is growing in many Gulf business circles that the pursuit of higher corporate governance standards -- including increased disclosure about decision-making and financial track records, more effective internal controls, and less reliance on personal relationships -- is now a necessity, not a luxury.
Published: April 06, 2010
Why Insider Trading Is Hard to Define, Prove and Prevent
When federal prosecutors charged one of America's wealthiest people with insider trading in October, the case against Raj Rajaratnam and his firm, Galleon Group hedge fund, seemed notable for the types of evidence gathering investigators claimed to have used on the six defendants: bugged conversations and inside informants. Many allegations of insider trading are hobbled by weak evidence like suspicious stock trades just before key corporate announcements.
Published: April 06, 2010
Lippo Group CEO James Riady: 'Money and Power Are a Blessing and a Curse'
James Riady is the CEO of Lippo Group, one of Indonesia's largest conglomerates with annual revenues of some $3 billion. The Group, among the most active property developers in Southeast Asia, has expanded into China and Hong Kong and plans to invest $10 billion over the next five years in the Asia Pacific region. It also has interests in media, telecommunications, retail and health care. Fifteen years ago, Riady was responsible for the establishment of Universitas Pelita Harapan in Indonesia, and he has a strong interest in the social impact of business. During an interview with Knowledge@Wharton, Riady explained the lessons he has learned over the years from successes and failures in business and politics.
Published: March 22, 2010
Family Firms in the Middle East: The New Rules of Engagement
For many Middle Eastern family businesses, it's time to sharpen up their acts. Some are scrutinizing their business portfolios to weed out firms that no longer fit their aspirations or are underperforming; others are consolidating and streamlining their vast portfolios of firms; and in a number of cases, they are recruiting non-family managers for the first time or adopting corporate governance standards more often associated with companies listed in London or New York. What's clear across the region is that being a family member will soon no longer be a sure-fire guarantee that a seat at the boardroom table awaits.
Published: March 08, 2010
