New Working Paper: Does the Structure and Composition of the Board Matter? The case of Nonprofit Organizations
Katherine O'Regan and Sharon Oster (Yale Management School) use data collected with the New York City Comptroller's Office to present empirical results of the effects of board structure and composition on individual board level performance for nonprofit contractors. They are able to examine in relatively fine, micro detail, the way in which individual board member behavior is influenced by board structure, the strength of the chief executive of the organization, and individual demographics.
New Working Paper: Intradistrict Equity of Public Education Resources and Performance
New Working Paper: Nonprofit Organizations In The Production Of Cultural Services by Dick Netzer
New Working Paper: School Performance and Resource Use: The Role of Districts in New York City
New York Times piece cites 2006 research on power coauthored by Professor Joe Magee
A reporter's Week in Review piece in The New York Times refers to research co-authored by Professor Joe Magee of NYU Wagner in 2006.
"In one recent study," according to the May 23, 2011, article entitled "A Sexist Pig Myth," "researchers led by Adam Galinsky of Northwestern University primed participants to feel powerful by having them write about an incident in which they had control over others and then distribute lottery tickets to themselves and another study subject. These 'high-powered' people were significantly less accurate in reading emotions from facial photographs than a comparison group of participants who were not primed in the same way. This and other experiments suggest that power can blind people to the emotions of those around them and lead to 'objectifying others in a self-interested way,' " the authors concluded.
Joe Magee is associate professor of management at the Robert F. Wagner Graduate School of Public Service. His research is concerned with roles of hierarchy in organizations and society.