Strategic Extremes: Trump’s Negotiating Style 

Edward Wertheim

Edward Wertheim

In the following post, D’Amore-McKim School of Business Associate Professor Edward Wertheim examines the unique and sometimes extreme negotiating style of President Donald Trump.

Most politicians make a great effort to present a public persona that highlights characteristics they feel are viewed positively in their culture. Other characteristics, some of which may be critical to being a successful politician, are hidden behind a “mask.” President Trump is not a traditional politician; he exhibits traits and behaviors most others would try to hide. While he seems to relish displaying his public persona, his actions (including his Twitter posts) present a window through the “mask” (assuming there is one in this case).

For instance, his negotiation style is easy to understand, because we have his ghost-written book, The Art of the Deal, and we have his many public actions. While most negotiations take place behind the scenes, Trump seems to prefer to do at least some of his negotiating in public, which is different from how most other politicians and business people act. Read more…

The state of women’s advancement: where we are and where we need to go

Students attending the 2017 Spring Career Fair at Northeastern University

Students attending the 2017 Spring Career Fair at Northeastern University

Women continue to encounter obstacles when it comes to pay equity, representation in organizational and policy decision making, and gender stereotypes.

We asked Management and Organizational Development Associate Professor Jamie Ladge, Entrepreneurship and Innovation Professor Kimberly Eddleston, and Associate Professor Alicia Sasser Modestino from the Northeastern School of Public Policy and Urban Affairs about these obstacles and possible solutions as they prepare for The State of Women’s Advancement Symposium on March 3, 2017.

The following Q&A with these professors briefly covers topics that were discussed at the symposium, which was live-streamed on March 3. Watch the videos: Panel 1, Panel 2, Panel 3

Read more…

What Makes a Good Startup Hub?

Entrepreneurship and Innovation | February 16th, 2017 posted

Marc H. Meyer

In the following post, D’Amore-McKim School of Business Distinguished Professor Marc Meyer shares his insight on the factors that enable a robust and successful startup hub.

Boston was ranked No. 1 among the top 25 startup hubs in the U.S. according to a recent report by the U.S. Chamber of Commerce Foundation and startup incubator 1776. Following are six factors that I believe enable a startup hub like Boston to be top-notch:

  1. Smart, well-educated young people. This – beyond the venture capital, incubators, or the presence of large, well-established companies – is the foundation for a rich entrepreneurial ecosystem. And smart, well-educated people, in turn, means the presence of substantial universities with strong research budgets; students from around the world; and a culture of practice-oriented, problem-solving education that leads to technology spin-offs (much like Northeastern University).
  1. Universities that are seen not just as a source of education, but also as a source of interesting, next generation applications of science and technology. This is the spin-off idea. The evidence of startup-producing education systems includes active on-campus incubators and student-friendly technology licensing offices, as well as recent examples of successful ventures started by students or recent alumni. I believe that our universities are our greatest sources for innovation in the decades ahead, and work should be done to make them even better seeding grounds for the next great ventures. The focus of that work is to create an environment where students can start companies while they’re still students. They should not feel compelled to have to drop out of school to start a company, but rather engage in coursework and incubation programs, and receive the mentoring needed to develop an idea, test it, and then launch it upon graduation. For instance, in our IDEA student-led venture accelerator at Northeastern, we have over 200 companies in process.

Read more…

“Get With the Program or Go” and Other Lessons of Leadership

International Business and Strategy | February 2nd, 2017 posted
Bert A. Spector

Bert A. Spector

In the following post, D’Amore-McKim School of Business Associate Professor Bert Spector shares his thoughts on leadership strategy in the Trump administration.

“These career bureaucrats have a problem with it?” said Sean Spicer, the White House press secretary. The “it” he referenced was Donald Trump’s January 27, 2017, executive order concerning immigration. “They should either get with the program or they can go.”

Get with the program or go! Who among us hasn’t at some time or another wanted to say that? It’s a thought that may provide comfort in times of uncertainty, turmoil, and change. But does it really represent good leadership? My short answer: not even close.

In my recently published book Discourse on Leadership, I analyze prevailing attitudes toward resistance and obedience on the part of followers to the direction of leaders. I point to Chester Barnard’s classic 1938 study of the functions of an executive, in which he noted that for organizations to achieve their goals, individual members would be required, to some extent, to subordinate themselves to the collective. That modifier, to some extent, offers a powerful insight for all executive leaders.  Read more…

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