Research

Yale SOM’s Vahideh Manshadi and her co-authors examined the methodology of kidney exchange registries, and found that registries can find more matches if they collaborate to build a unified database.

In an analysis of the Great Recession, Yale SOM's Paul Goldsmith-Pinkham and his co-authors found that debt relief increased employment by up to 2% nationwide.

Leverage-induced fire sales contributed to the worst stock market crashes in history. Prof. Kelly Shue studied account-level data from the Chinese market crash in 2015 to illuminate how much leverage matters.

Using extensive data on Uber drivers, Yale SOM’s Judith Chevalier and her co-authors examined their driving patterns to understand the economic value of flexible scheduling. They found that rideshare drivers would have to earn as much as double to accept less-flexible arrangements.

Do activist shareholders choose quick profits over long-term health? Yale SOM’s Song Ma and his collaborators find evidence that their interventions boost innovation.

People and companies alike often try to hide their mistakes from public view. New research by Yale SOM’s Taly Reich reveals that sometimes you’re better off owning your gaffes.

A study by Yale SOM’s Alexander Zentefis and Gary Gorton suggests a progressive competitor can push a company to change under the right circumstances.

Multitasking is inefficient—but we feel like we’re getting so much done. In a series of experiments, Yale SOM’s Gal Zauberman harnessed this mistaken impression.

Academic theories explaining which factors affect individual investment decisions abound, but few studies have involved asking people about the issue directly.

The study suggests that for many organizations, assigning professionals from one team as points of contact to members of another—while they still maintain close ties to their own peers—may help resolve conflicts.