Research

Coverage of Wharton faculty research

Why Decarbonizing Energy Systems Should Be Prioritized

New research co-authored by Wharton’s Valentina Assenova refutes conventional wisdom among policymakers that economic growth is the inevitable casualty of reducing greenhouse gas emissions.

How PPP Participation Increased Banks’ Risk Appetites

Risk appetites have increased among U.S. banks that dispensed money to pandemic-hit small businesses under the government’s Paycheck Protection Program, a new study has found.

Why U.S. Multinationals May Increase Profit-shifting

Tax reforms proposed as part of the budget reconciliation process would have important consequences for U.S. multinationals’ profit-shifting incentives, and also their competitiveness, according to an analysis by the Penn[…]

Facebook Whistleblower: Why It Takes a Village

Wharton management professor Samir Nurmohamed explains what compels whistleblowers like Facebook’s Frances Haugen to come forward in an organization.

Are Teams Better Than Individuals at Getting Work Done?

Whether teams or individuals are better at accomplishing tasks depends on the complexity of the work, according to a new study co-authored by Wharton’s Duncan Watts.

Will China’s Ban Hurt Cryptocurrencies?

In the wake of China’s ban on the use of cryptocurrencies, Wharton’s Kevin Werbach shares insights on the regulatory and other forces that will shape their future.

How Employees Can Become Better Organizational Citizens

Research co-authored by Wharton’s Michael Parke shows how both supervisors and peers can be powerful change agents of organizational citizenship behavior.

How Stress Affects CEO Aging and Mortality

Firms must weigh the health outcomes of work-related stress in designing incentives, says Wharton’s Marius Guenzel.

What’s the Future of the Office?

In a new book, Wharton’s Peter Cappelli says the choices employees and employers must make about the future of work could be among the most important they face.

How Language Boosts Customer Satisfaction

Using more concrete language can improve customer satisfaction, according to new research from Wharton marketing professor Jonah Berger.

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