Here's how companies and capital can work together to do good
Jean Case is an author, philanthropist and former senior executive at AOL. Here she discusses her career and how to find purpose by reaching beyond your bubble.
BA, Yale Univ.; PhD, Univ. of Texas, Austin. Former faculty member, Univ. of Maryland. Currently, Vice-Dean, Social Impact Initiative & Edward H. Bowman Prof. of Mgmt, Wharton School, Univ. of Pennsylvania. Has conducted extensive field research on team leadership, conflict, social networks and effectiveness; organizational change and technology implementation; employee diversity; and employee responses to stock ownership and stock options. Research has been published in Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, and Journal of Applied Psychology. Fellow: Academy of Management; Society for Industrial and Organizational Psychology; American Psychological Association; Association for Psychological Science. Former Associate Editor, Journal of Applied Psychology; Associate Editor, Administrative Science Quarterly.
Jean Case is an author, philanthropist and former senior executive at AOL. Here she discusses her career and how to find purpose by reaching beyond your bubble.
Direct feedback can actually make employee performance worse. Wharton management professor Katherine Klein explains why “pulling” is better than “pushing”.