Analysis of Pre-existing Investment Behavior and Influence of Trading Apps

The last few years have seen a rise in trading apps, and Robinhood is one trading app that has attracted millennials. This paper explores trading apps such as Robinhood and their role in providing financial inclusion and safe trading opportunities. This paper discusses investment behavior in the status quo, explaining overconfidence, sociability, and the disposition effect. Investment behavior can include the behavioral biases and common notions investors utilize for trading. Furthermore, this paper assesses the design and business model of Robinhood. Five expert investors were interviewed (such as a professor and other MBA graduates from Wharton School of Business, financial experts from private equity firms in the US and Mexico, and a JP Morgan investment banking professional), and five casual investors were interviewed to understand their opinions on investment behavior, certain trading apps, common criticisms of stock trading, and solutions to these concerns. The findings led to the conclusion that investment behavior is harmful in the status quo. Results did indicate that Robinhood does promote at least some dangerous behavior through excessive active trading and is one example of a problematic trading app through the 4th Industrial Revolution, but trading apps can only amplify behavioral biases most retail investors already display.

Research Support through Programming: Developing an Automation-Assisted Literature Search

This case study describes the work of librarians at the Lippincott Library of the Wharton School at the University of Pennsylvania in developing a novel approach to supporting research through programming. Approached by researchers for assistance with a large-scale literature search that also involved text extraction, we utilized both traditional bibliographic indexes (Web of Science) and citation management tools (EndNote) and less-traditional tools like the programming language Python and a PDF extraction program (LA-PDFText) to approach different sections of the project. This article outlines that process and briefly discusses the potential for developing new services in business libraries around programmatic research support.

A cultura como valor na imagem de lugares: a influência cultural do Brasil

Este artigo visa posicionar o Brasil do ponto de vista de sua influência cultural. Para tanto, utilizamos dados de estudo viabilizados pela parceria entre o BAV Group, a Wharton School da Universidade da Pensilvânia e o U.S. News & World Report. A partir desses dados, procedeu-se com uma análise de cluster que colocou a influência cultural do Brasil em perspectiva e em relação aos países do estudo original, ao cluster a que o Brasil pertence e à América do Sul, destacando os elementos em que o país teve melhor ou pior desempenho. Os resultados foram confrontados com alguns dos conceitos discutidos na revisão de literatura, que focou nas discussões sobre as imagens de lugar e de cultura como valores, isto é, meios de exploração da conexão entre as conclusões e as possibilidades de desenvolvimento para o Brasil.

Can Market Participants Report Their Preferences Accurately (Enough)?

In mechanism design theory it is common to assume that agents can perfectly report their preferences, even in complex settings in which this assumption strains reality. We experimentally test whether real market participants can report their real preferences for course schedules “accurately enough” for a novel course allocation mechanism, approximate competitive equilibrium from equal incomes (A-CEEI), to realize its theoretical benefits. To use market participants’ real preferences (i.e., rather than artificial “induced preferences” as is typical in market design experiments), we develop a new experimental method. Our method, the “elicited preferences” approach, generates preference data from subjects through a series of binary choices. These binary choices reveal that subjects prefer their schedules constructed under A-CEEI to their schedules constructed under the incumbent mechanism, a bidding points auction, and that A-CEEI reduces envy, suggesting subjects are able to report their preferences accurately enough to realize the efficiency and fairness benefits of A-CEEI. However, preference-reporting mistakes do meaningfully harm mechanism performance. One identifiable pattern of mistakes was that subjects had relatively more difficulty reporting cardinal as opposed to ordinal preference information. The experiment helped to persuade the Wharton School to adopt the new mechanism and helped guide aspects of its practical implementation, especially around preference reporting. This paper was accepted by Yan Chen, decision analysis.

El conocimientos de los clientes para la transformación digital

Actualmente, muchas empresas dicen estar centradas en el cliente y estar implementando la transformación digital. Nos ocuparemos del primer tema en este ensayo que, se piensa, es la base y lo más importante antes de empezar un proceso de transformación digital. El profesor Peter Fader, de The Wharton School de la University of Pennsylvania, universidad de preponderancia, define una empresa customer centric como aquella que conoce a sus clientes con mayor rentabilidad futura y que alinea el desarrollo de productos y las operaciones de la empresa hacia ellos.

The World before (and Shortly after) Wharton

This chapter examines why educational leaders and businessmen in the United States thought it was a good idea to establish business schools in the first place. The answer often offered at the time was that American business itself had grown so big and complex by the turn of the twentieth century that a new university-level education was now required for the new world of managerial work. However, the more powerful rationale was that businessmen wanted the social status and cultural cachet that came with a university degree. The chapter then looks at the Wharton School of Finance and Economy at the University of Pennsylvania, which was founded in 1881 and became the first business school in the United States. All of the more than six hundred business schools founded in the nearly century and a half since descend from Wharton.

Nothing Succeeds Like Failure

Do business schools actually make good on their promises of “innovative,” “outside-the-box” thinking to train business leaders who will put society ahead of money-making? Do they help society by making better business leaders? This book asserts that they do not and they never have. In throwing down a gauntlet on the business of business schools, the book examines the frictions, conflicts, and contradictions at the heart of these enterprises and details the way business schools have failed to resolve them. Beginning with founding of the Wharton School in 1881, the book measures these schools' aspirations against their actual accomplishments and tells the full and disappointing history of missed opportunities, unmet aspirations, and educational mistakes. It then poses a set of crucial questions about the role and function of American business schools. The results are not pretty. Posing a set of crucial questions about the function of American business schools, the book is pugnacious and controversial. It argues that the impressive façades of business school buildings resemble nothing so much as collegiate versions of Oz. It pulls back the curtain to reveal a story of failure to meet the expectations of the public, their missions, their graduates, and their own lofty aspirations of producing moral and ethical business leaders.