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Student-run ‘SloanGear is a real company; this was not just a mathematical exercise’

There’s this notion that business school students tend to do a lot of talking, yet very little walking. But when I look back on my year as the Chief Marketing Officer of SloanGear  – the only student-owned campus store in the country – I can honestly say that I applied what I learned in the classroom every day. SloanGear is a real company; this was not just a mathematical exercise, or Excel model or a case study. When we were buying

“Location, location, location” applies within companies too

According to my latest research,* companies invest more in plants located closer to headquarters  and those plants tend to be more productive. Combining plant-level data with airline data in the U.S. from 1977-2005, I analyzed how the launch of new airline routes affected plant investment and productivity. I found that a new direct route from headquarters city to the city where the plant is located led to an increase in plant

MIT Sloan Management Review's David Kiron on C-Suite Executives’ Perceptions on the Value of Social Business

Marshall Van Alstyne, associate professor at Boston University and a visiting professor at MIT, recently relayed the following story about SAP, a software corporation that produces enterprise software, and its developer ecosystem, where developers can ask and answer each others’ questions: “Previously, a value-added reseller on top of SAP’s software had no particular reason to help out another value-added reseller. As a matter of  fact, one might not want to answer the question of another reseller because it might actually help them out and make them more competitive. But after the

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