Finance
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- 2024
- Working Paper
Corporate Actions as Moral Issues
By: Zwetelina Iliewa, Elisabeth Kempf and Oliver SpaltWe study how a representative sample of the U.S. population evaluates a broad range of corporate actions from a nonpecuniary perspective. Our core findings, based on large-scale online surveys, are that (i) self-reported nonpecuniary concerns are large, both for stock market investors and non-investors; (ii) concerns about the treatment of workers and CEO pay rank highest, higher than concerns about workforce diversity and fossil energy usage; (iii) moral universalism (Enke (2024)) emerges as a key driver of nonpecuniary preferences, explaining substantial variation both across participants as well as across corporate actions. Combined, our findings provide new evidence on the importance of moral concerns as a driver of nonpecuniary preferences in the context of corporate actions.
- 2024
- Working Paper
Corporate Actions as Moral Issues
By: Zwetelina Iliewa, Elisabeth Kempf and Oliver SpaltWe study how a representative sample of the U.S. population evaluates a broad range of corporate actions from a nonpecuniary perspective. Our core findings, based on large-scale online surveys, are that (i) self-reported nonpecuniary concerns are large, both for stock market investors and non-investors; (ii) concerns about the treatment of workers...
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- April 2025
- Case
#FutureFresenius: Implementing a New Strategy to Transform the Company and Advance Patient Care
By: David J. Collis, Benjamin C. Esty and Haisley WertIn February 2024, Fresenius CEO Michael Sen reflected on the company’s transformation journey from his office in Bad Homburg, Germany. With revenues of 22 billion and a mission to advance patient care, Fresenius had built a strong reputation through decades of acquisitions and dividend growth. However, between 2017 and 2022, the company’s share price dropped over 70% as financial and operational performance sharply declined. When Sen became CEO in October 2022, he recognized the need for a fundamental reset. In response, Sen and the leadership team launched #FutureFresenius, a bold transformation plan that began with changes to the company’s structure, portfolio, and financial framework. By early 2024, key structural changes were in motion, and momentum was building. Looking ahead, the turnaround required deeper cultural shifts and further development of the company’s target operating models. Sen believed in the progress made but faced a critical question: Was Fresenius executing the transformation in the right sequence, at the right speed, and with the right priorities to ensure long-term success? This case study examines the challenges of corporate transformation, the role of leadership in driving change, and the importance of aligning stakeholders in a high-stakes turnaround.
- April 2025
- Case
#FutureFresenius: Implementing a New Strategy to Transform the Company and Advance Patient Care
By: David J. Collis, Benjamin C. Esty and Haisley WertIn February 2024, Fresenius CEO Michael Sen reflected on the company’s transformation journey from his office in Bad Homburg, Germany. With revenues of 22 billion and a mission to advance patient care, Fresenius had built a strong reputation through decades of acquisitions and dividend growth. However, between 2017 and 2022, the company’s share...
About the Unit
Our strategy is to assemble and nurture a faculty whose interests and skills complement each other, and who work well together:
a) to produce a broad range of finance-related research that is published in top-tier scientific and practitioner journals, and that addresses issues of present and future importance to managers (including regulators and policy makers);
b) to develop highly-relevant and intellectually rigorous MBA and executive education courses; and
c) to mentor future academics through the Business Economics doctoral program.
Our applied focus and access to business organizations are major advantages which are reinforced by our students and our case-based approach. We have a faculty with broad expertise, and we have resources, field contacts, and institutional support, all of which we can leverage to do richer work and be more productive than we could at other institutions.
Recent Publications
Corporate Actions as Moral Issues
- 2024 |
- Working Paper |
- Faculty Research
BXP - Mercy Mercy Me
- April 2025 |
- Supplement |
- Faculty Research
The Political Economy of Firm Networks: CEO Ideology and Global Trade
- 2025 |
- Working Paper |
- Faculty Research
Pouring Oil on Troubled Waters: Vickers Oils and Resolving Family Conflict over Generations
- April 2025 |
- Supplement |
- Faculty Research
#FutureFresenius: 'Committed to Life' in 2024 and Beyond (B)
- April 2025 |
- Supplement |
- Faculty Research
#FutureFresenius: Implementing a New Strategy to Transform the Company and Advance Patient Care
- April 2025 |
- Case |
- Faculty Research
Pouring Oil on Troubled Waters: Vickers Oils and Resolving Family Conflict over Generations
- April 2025 |
- Case |
- Faculty Research