• Professor Wayne Cascio

Recently, CU Denver Business School Professor of Management Wayne Cascio’s research was featured in The New York Times. In an article about layoffs, Cascio discussed the results of his study that confirmed companies that are quick to lay off employees see diminished financial performance. The study, co-authored with Finance Professor Rohan Christie-David and Finance Professor Arjun Chatrath from Portland State University, will be published later this year in the Academy of Management Journal. Understanding the Study For three years, the research team examined 43,000 companies on the New York Stock Exchange (NYSE) and made more than 360,000 observations through a 37-year period (1980-2016), They discovered that when a company restructures (downsizes or upsizes), it can do it in three ways: employees, assets, or both (also called combination restructuring).  Read more

Professor Kyle Ehrhardt Millennials are a massive part of who is responsible for the shift towards changing workplace dynamics. Their generation grew up alongside the self-help movement, and that contributed to their belief that work should not equal drudgery. This push has been backed by studies, like the one held at the University of California, Berkley. “Happier employees do better on all fronts, from day-to-day to productivity to career advancement, and this consistently perks up the bottom like for the organization as a whole.” Assistant Professor Kyle Ehrhardt, PhD, who teaches here at the Business School, got interested in the question of satisfaction after working in “a challenging environment.”  Read more

John Bryd found his love of sustainability and the planet through his time outdoors before he started his academic career. He spent time backpacking, climbing, mountaineering, and rafting. “Most people who spend a lot of time in the wilderness become concerned about protection and preservation,” said Bryd. Twelve years ago, Bryd taught the first course in what would become our Managing for Sustainability Program.  Read more

Impression management isn’t exclusive to the modern-day. At its root, the theory is fairly simple; people and organizations attempt to influence the perceptions of others in order to become more likable. But impression management doesn’t exist in a vacuum. What happens when competitors get involved? What happens when a company says, “We want people to like us, but more importantly, we want people to dislike our competition?” In their recently published article, researchers Benjamin Cole and David Chandler investigate impression management theory in a new historical context: the battle for dominance between Thomas Edison and George Westinghouse in the late 1800s electricity industry. Applying impression management theory to a mudslinging media battle Published by Administrative Science Quarterly, A Model of Competitive Impression Management: Edison versus Westinghouse in the War of the Currents investigates an early example of competitive impression management.  Read more

On July 3, 2019, Dr. Jian Yang represented the CU Denver Business School’s J.P. Morgan Center for Commodities on a global stage. In Shanghai, China, the J.P. Morgan Center, Tongji University and the World Bank co-hosted the first-ever International Conference on Derivatives Market and Risk Management. It attracted more than 200 participants, including industry professionals and academic scholars, and generated a dozen news stories in both English and Chinese.  Read more

With more than 25 years of research and consulting work in crisis management, Dr. Sarah Kovoor-Misra, Associate Professor of Management at the CU Denver Business School, has published a book, Crisis Management: Resilience and Change.   Kovoor proposes a new Transformative Crisis Management approach, and her publication explores recent examples of notable crises, such as product defects, ethical and sexual harassment scandals, product tampering, and financial meltdowns at prominent organizations like Uber, Wells Fargo, Volkswagen and more.  Read more

We are all wired in certain ways. The different facets of our personalities influence how we perceive the environment around us and how we identify with each other. When similar personalities meet, they connect. When dissimilar personalities meet, there is a higher risk of friction or discontent. These basic tenets are the foundation for helping to assess compatibility in the workforce.  Read more