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Two experiments, including one incentive compatible study, examine the impact of cutting pay for executives versus employees in response to COVID-19...
- 2020
- Working Paper
Consumers Punish Firms That Cut Employee Pay in Response to COVID-19
By: Bhavya Mohan, Serena Hagerty and Michael Norton
Two experiments, including one incentive compatible study, examine the impact of cutting pay for executives versus employees in response to COVID-19 on consumer behavior. Study 1 explores the effect of announcing cuts or no cuts to CEO and employee pay, and shows that...
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- May 8, 2020
- Article
Lead Your Team Into a Post-Pandemic World
By: Hubert Joly
The unprecedented COVID-19 pandemic has tested leaders, especially as it relates to how they lead their workers. As the crisis goes on, many that the author has spoken with have begun to frame it around three distinct phases: The Shelter-in-Place Phase, the Re-opening...
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- October 2014
- Case
Honeywell and the Great Recession (A)
By: Sandra J. Sucher and Susan J. Winterberg
CEO Dave Cote spent six years turning around an ailing Honeywell and in 2008 Cote and his team face a new challenge: how to respond to the Great Recession. Cote does not want to give up the gains he made in transforming and unifying Honeywell. With a fall-off in...
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- February 2014
- Background Note
Furloughs: An Alternative to Layoffs for Economic Downturns
By: Sandra J. Sucher and Susan J. Winterberg
This note describes the practice of employee furloughs (also known as work sharing or short-time work) including their regulatory frameworks in different countries and the business and ethical implications of their use.
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