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		<title>Business &#38; Money &#187; Knowledge@Wharton &#124; TIME.com</title>
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		<title>Windows 8: Will Microsoft&#8217;s Latest Big Bet Pay Off?</title>
		<link>http://business.time.com/2012/12/27/windows-8-will-microsofts-latest-big-bet-pay-off/</link>
		<comments>http://business.time.com/2012/12/27/windows-8-will-microsofts-latest-big-bet-pay-off/#comments</comments>
		<pubDate>Thu, 27 Dec 2012 15:00:43 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Technology & Media]]></category>

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			<media:title type="html">MICROSOFT</media:title>
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		<title>Smoking: A Drag for Job Applicants?</title>
		<link>http://business.time.com/2012/12/24/smoking-a-drag-for-job-applicants/</link>
		<comments>http://business.time.com/2012/12/24/smoking-a-drag-for-job-applicants/#comments</comments>
		<pubDate>Mon, 24 Dec 2012 15:00:33 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Careers & Workplace]]></category>
		<category><![CDATA[Job Markets]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=65004</guid>
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	<primary_category>Job Markets</primary_category><primary_category_link>http://business.time.com/category/careers-workplace/job-markets/</primary_category_link>
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		<title>Can Energy-consumption Data Change Consumer Behavior?</title>
		<link>http://business.time.com/2012/11/16/can-energy-consumption-data-change-consumer-behavior/</link>
		<comments>http://business.time.com/2012/11/16/can-energy-consumption-data-change-consumer-behavior/#comments</comments>
		<pubDate>Fri, 16 Nov 2012 17:00:12 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Budgeting]]></category>
		<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Energy]]></category>
		<category><![CDATA[New Energy]]></category>
		<category><![CDATA[Planning]]></category>
		<category><![CDATA[Saving & Spending]]></category>
		<category><![CDATA[Technology & Media]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=61295</guid>
		<description><![CDATA[Do you know how much energy you consume every 15 minutes? Most would say that’s a hard — if not impossible — question to answer, but San Francisco-based utility provider Pacific Gas and Electric (PG&#38;E) now has access to that information for 30,000 of its residential customers, thanks to its “SmartMeter” program. PG&#38;E’s SmartMeters are its prime vehicle to fulfill its mandate from the state of California to get people to use less energy. For 36 months (January 1, 2009, through December 31, 2011), PG&#38;E has used SmartMeters to collect consumer energy-use data in Northern California. The devices measure residential customers’ electricity and gas usage at daily, hourly and 15-minute intervals. The goal of the program, according to PG&#38;E, is to help customers better understand their energy usage and find ways to save on their energy bills. According to the PG&#38;E website, customers who participate in the program have the ability to be notified by email, text message or phone when their utility use “is moving toward a higher-cost tier.” (MORE: Gas Prices Take a Huge Post-Sandy Plunge) The energy consumption data will supplement existing information on customers’ demographics, billings and payments, call center reports and utility pricing, among other variables. The company states that by studying all of this information, it hopes to gain insights into how its SmartMeter platform might be used “to engage customers, reduce energy consumption and offer customers appealing alternative pricing schemes.” But with so much data to sort through, that’s a tall order. PG&#38;E has partnered with the Wharton Customer Analytics Initiative (WCAI) to lead the effort, which will help identify academic research groups across the world to study the data. Peter Fader, Wharton marketing professor and WCAI co-director, notes that the PG&#38;E project has wider implications for businesses that increasingly use data analytics to extract business intelligence, by offering a model on how to determine the volume and quality of information they need to track in order “to change behavior in meaningful ways.” “This is a unique data set, and we don’t know of any other that<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=61295&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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	<primary_category>Energy</primary_category><primary_category_link>http://business.time.com/category/companies-industries/energy-companies-industries/</primary_category_link>
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		<title>High-Powered Women and Supportive Spouses: Who&#8217;s in Charge, and of What?</title>
		<link>http://business.time.com/2012/11/14/high-powered-women-and-supportive-spouses-whos-in-charge-and-of-what/</link>
		<comments>http://business.time.com/2012/11/14/high-powered-women-and-supportive-spouses-whos-in-charge-and-of-what/#comments</comments>
		<pubDate>Wed, 14 Nov 2012 17:01:00 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Careers & Workplace]]></category>
		<category><![CDATA[Work/Life Balance]]></category>

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		<slash:comments>0</slash:comments>
	<primary_category>Work/Life Balance</primary_category><primary_category_link>http://business.time.com/category/careers-workplace/worklife-balance/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2012/11/155771071.jpg?w=240</featured_image>
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			<media:title type="html">155771071</media:title>
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		<title>The Cost and Consequences of the U.S. Drought</title>
		<link>http://business.time.com/2012/10/26/the-cost-and-consequences-of-the-u-s-drought/</link>
		<comments>http://business.time.com/2012/10/26/the-cost-and-consequences-of-the-u-s-drought/#comments</comments>
		<pubDate>Fri, 26 Oct 2012 19:20:20 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Agriculture]]></category>
		<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Economy]]></category>
		<category><![CDATA[Economy & Policy]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=59277</guid>
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	<primary_category>Economy &amp; Policy</primary_category><primary_category_link>http://business.time.com/category/economy-policy/</primary_category_link>
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		<title>Are Public Corporations Passé?</title>
		<link>http://business.time.com/2012/10/12/a-premature-eulogy-for-public-companies/</link>
		<comments>http://business.time.com/2012/10/12/a-premature-eulogy-for-public-companies/#comments</comments>
		<pubDate>Fri, 12 Oct 2012 12:00:16 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[IPO]]></category>
		<category><![CDATA[public companies]]></category>
		<category><![CDATA[stock market]]></category>

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		<description><![CDATA[Some observers argue that we are in the twilight of the public corporation, as companies try to avoid the expense and hassle of answering to shareholders and look elsewhere for capital.<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=51519&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>3</slash:comments>
	<primary_category>Companies &amp; Industries</primary_category><primary_category_link>http://business.time.com/category/companies-industries/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2011/07/rtr2npwg.jpg?w=240</featured_image>
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			<media:title type="html">Public Corporations</media:title>
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		<title>Tylenol and the Legacy of J&amp;J&#8217;s James Burke</title>
		<link>http://business.time.com/2012/10/05/tylenol-and-the-legacy-of-jjs-james-burke/</link>
		<comments>http://business.time.com/2012/10/05/tylenol-and-the-legacy-of-jjs-james-burke/#comments</comments>
		<pubDate>Fri, 05 Oct 2012 14:00:46 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Healthcare]]></category>
		<category><![CDATA[medicine]]></category>
		<category><![CDATA[pharmaceuticals]]></category>
		<category><![CDATA[tylenol]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=50970</guid>
		<description><![CDATA[James Burke received the Presidential Medal of Freedom in 2000 and was named one of history’s 10 greatest CEOs by Fortune magazine in 2003. But it was for his handling of the Tylenol tragedy back in 1982 that Burke, CEO of Johnson &#38; Johnson from 1976 to 1989, will be remembered most. Burke died last week at age 87.<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=50970&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>1</slash:comments>
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		<title>Will Banning or Taxing Soda Really Make Us Healthier?</title>
		<link>http://business.time.com/2012/09/25/will-banning-or-taxing-soda-really-make-us-healthier/</link>
		<comments>http://business.time.com/2012/09/25/will-banning-or-taxing-soda-really-make-us-healthier/#comments</comments>
		<pubDate>Tue, 25 Sep 2012 14:00:32 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
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		<category><![CDATA[Economy & Policy]]></category>
		<category><![CDATA[Food and Beverage Industry]]></category>
		<category><![CDATA[Government]]></category>
		<category><![CDATA[Healthcare]]></category>
		<category><![CDATA[Taxes]]></category>
		<category><![CDATA[obesity]]></category>
		<category><![CDATA[soda]]></category>
		<category><![CDATA[soda tax]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=49483</guid>
		<description><![CDATA[The taste of soda may be sweet, but the potential consequences of those empty calories &#8212; obesity, diabetes, higher mortality, and skyrocketing health care costs &#8212; are not. In response, many states and cities in recent years have proposed taxes or other measures intended to reduce consumption of sodas and other sweetened drinks. One initiative commanding a lot of attention is New York Mayor Michael Bloomberg&#8217;s recent soda ban, which prohibits the sale of sweetened beverages greater than 16 ounces in restaurants, food carts, delis, and concession stands at movie theaters, stadiums and arenas. &#8220;There is a huge likelihood that the &#8216;soda ban&#8217; will be the next McLean&#8221; &#8212; a healthier burger option added to the McDonald&#8217;s menu in 1991 that failed to catch on with customers, says Brian Wansink, a Cornell marketing professor and director of the school&#8217;s Food and Brand Lab. &#8220;For 10 years after [that product was introduced], fast food companies were hesitant to come out with new [health-conscious] products because they didn&#8217;t want to be the next McLean.&#8221; (MORE: Will Google’s Insanely-Fast Kansas City Network Shame U.S. ISPs?) The soda ban is a similar gamble, he notes, because &#8220;it&#8217;s visible, it&#8217;s controversial and if it doesn&#8217;t overwhelmingly succeed, people will look at all subsequent public health efforts with tremendous disdain and distrust.&#8221; And the odds are not stacked in favor of the ban, or a growing number of efforts in other cities to tax sugary beverages, Wansink adds. As evidence, he cites 150 years of economic research that shows &#8220;if people really want something, they are going to find a way to buy what they want.&#8221; Some experts argue that bans or taxes could give consumers pause &#8212; either due to a raised consciousness about the health risks associated with too much soda, or, in the case of a tax, because the drinks will become more expensive. But others worry that such methods of curbing obesity will have a number of unintended consequences &#8212; even hurting low-income Americans, many of whom already suffer from a lack of affordable food<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=49483&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://business.time.com/2012/09/25/will-banning-or-taxing-soda-really-make-us-healthier/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
	<primary_category>Taxes</primary_category><primary_category_link>http://business.time.com/category/economy-policy/taxes-economy-policy/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2011/06/rtr2ky51.jpg?w=240</featured_image>
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			<media:title type="html">A shopper walks by the sodas aisle at a grocery store in Los Angeles</media:title>
		</media:content>

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			<media:title type="html">timeknowledgewharton</media:title>
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		<title>&#8216;Moral Decoupling:&#8217; How Consumers Justify Supporting a Tarnished Brand</title>
		<link>http://business.time.com/2012/09/17/moral-decoupling-how-consumers-justify-supporting-a-tarnished-brand/</link>
		<comments>http://business.time.com/2012/09/17/moral-decoupling-how-consumers-justify-supporting-a-tarnished-brand/#comments</comments>
		<pubDate>Mon, 17 Sep 2012 12:00:08 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Ideas for Business]]></category>
		<category><![CDATA[Bill Clinton]]></category>
		<category><![CDATA[moral decoupling]]></category>
		<category><![CDATA[Tiger Woods]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=49375</guid>
		<description><![CDATA[Recent history is littered with high-profile people -- actors, athletes and politicians -- who have not only survived scandals, but thrived beyond them.<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=49375&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://business.time.com/2012/09/17/moral-decoupling-how-consumers-justify-supporting-a-tarnished-brand/feed/</wfw:commentRss>
		<slash:comments>3</slash:comments>
	<primary_category>Ideas for Business</primary_category><primary_category_link>http://business.time.com/category/ideas-for-business/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2012/09/151660788.jpg?w=240</featured_image>
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			<media:title type="html">BMW Championship - Final Round</media:title>
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			<media:title type="html">timeknowledgewharton</media:title>
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		<title>Race, Gender and Careers: Why &#8216;Stuffing the Pipeline&#8217; Is Not Enough</title>
		<link>http://business.time.com/2012/09/07/race-gender-and-careers-why-stuffing-the-pipeline-is-not-enough/</link>
		<comments>http://business.time.com/2012/09/07/race-gender-and-careers-why-stuffing-the-pipeline-is-not-enough/#comments</comments>
		<pubDate>Fri, 07 Sep 2012 15:00:59 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Career Strategies]]></category>
		<category><![CDATA[Careers & Workplace]]></category>
		<category><![CDATA[Management & Leadership]]></category>
		<category><![CDATA[diversity]]></category>
		<category><![CDATA[gender]]></category>
		<category><![CDATA[race]]></category>
		<category><![CDATA[workplace]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=48632</guid>
		<description><![CDATA[When Wharton operations and information management professor Katherine L. Milkman was earning her doctorate at Harvard University in business and computer science, it became clear that she would pursue a career as a professor. As she started looking around at job prospects, it also became evident that academia (particularly in her chosen field) was awash with white males. That&#8217;s when inspiration struck. Milkman wanted to know how race and gender affect career mobility for young professionals, especially those entering career fields where they must be promoted to remain (e.g., law firms, universities, consulting firms). Looking for more than anecdotal evidence, Milkman collaborated with her graduate school mentor, Harvard Business School professor Kathleen L. McGinn, to co-author a research paper titled, &#8220;Looking Up and Looking Out: Career Mobility Effects of Demographic Similarity Among Professionals&#8221; (forthcoming in Organization Science). &#8220;Most of my research is very selfish,&#8221; Milkman says. &#8220;My own experiences tend to lead to questions I find interesting. You observe the world around you, and it generates hypotheses. I started this work when I was a student. Kathleen and I were really interested in the phenomenon whereby people look for a role model who resembles them and how that search influences the decisions they make.&#8221; Using five years of personnel data and employee interviews from a large national law firm, the professors were able to document what many in the working world already believe is true and what other past research has also suggested &#8212; the higher the number of female supervisors, the higher the probability of promotion for junior-level female employees. (There were too few minority supervisors to explore this pattern as a function of race.) Their research showed the same notion holds true for the probability of exit for junior-level women. That is, social cohesion between demographically similar junior and senior colleagues helps organizations retain young, upwardly mobile professionals. (MORE: 8 Ways Washington Could Really Help Small Business) While there are obvious benefits associated with placing junior employees in work groups with senior mentors with whom they can identify, the professors found a perplexing side<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=48632&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://business.time.com/2012/09/07/race-gender-and-careers-why-stuffing-the-pipeline-is-not-enough/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
	<primary_category>Management &amp; Leadership</primary_category><primary_category_link>http://business.time.com/category/management-leadership/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2012/03/biz_women_0322_blog.jpg?w=240</featured_image>
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			<media:title type="html">biz_women_0322_blog</media:title>
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			<media:title type="html">timeknowledgewharton</media:title>
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		<title>Seems Awkward, Ignores the Rules, but Brilliant: Meet the Maverick Job Candidate</title>
		<link>http://business.time.com/2012/08/29/seems-awkward-ignores-the-rules-but-brilliant-meet-the-maverick-job-candidate/</link>
		<comments>http://business.time.com/2012/08/29/seems-awkward-ignores-the-rules-but-brilliant-meet-the-maverick-job-candidate/#comments</comments>
		<pubDate>Wed, 29 Aug 2012 14:17:36 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Management & Leadership]]></category>
		<category><![CDATA[British Journal of Psychology]]></category>
		<category><![CDATA[Elliroma Gardner]]></category>
		<category><![CDATA[maverick]]></category>
		<category><![CDATA[workplace psychology]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=47883</guid>
		<description><![CDATA[In a paper recently published in the British Journal of Psychology,Elliroma Gardner, an organizational psychologist at the London School of Economics and Political Science, found that employees with maverick personalities could be secret weapons for making businesses successful. Gardiner&#8217;s research interests are in the role of individual differences in an organizational setting. By encouraging creative, independent thinkers to come up with innovative, brilliant ideas and giving workers the support and time to pursue their projects, companies could introduce their next Angry Birds or Google News to the marketplace. In an economic climate where employees might be asked to do more with fewer resources, she says, hiring that maverick employee may be the way a company can increase their profits. An edited transcript of the conversation follows. Q: How do you define maverickism? Elliroma Gardiner: Maverickism is essentially a construct we coined to capture and describe maverick tendencies. I view this construct as falling along a continuum such that individuals high in maverickism are those individuals who are innovative, independently minded, goal-focused and successful through risk-taking, where as individuals low on this scale would be described as more team-focused and less radical in terms of both thinking style and execution of work activities. Rather than simply saying someone is a maverick or is not a maverick, we argue that individuals fall along a range. Some people are likely to be high in maverickism, others moderate and some low. By constructing this scale, we are able to better quantitatively measure maverick tendencies. For instance, we can now investigate what traits are most associated with someone who&#8217;s thought of as a maverick, as well as identify who&#8217;s a maverick and who&#8217;s not in the general public. The types of mavericks I talk about in my article are popularly known, names such as Sir Richard Branson and Steve Jobs. They are world famous and they&#8217;ve accomplished the most amazing things. However, when we use these famous examples over and over, it seems as if this is something that only one in a million people ever have the<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=47883&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://business.time.com/2012/08/29/seems-awkward-ignores-the-rules-but-brilliant-meet-the-maverick-job-candidate/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
	<primary_category>Management &amp; Leadership</primary_category><primary_category_link>http://business.time.com/category/management-leadership/</primary_category_link>
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			<media:title type="html">timeknowledgewharton</media:title>
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		<title>High-speed Railways: Worth Their Hefty Price Tag?</title>
		<link>http://business.time.com/2012/08/27/high-speed-railways-worth-their-hefty-price-tag/</link>
		<comments>http://business.time.com/2012/08/27/high-speed-railways-worth-their-hefty-price-tag/#comments</comments>
		<pubDate>Mon, 27 Aug 2012 12:00:12 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Economy & Policy]]></category>
		<category><![CDATA[Government]]></category>
		<category><![CDATA[Tourism]]></category>
		<category><![CDATA[Transportation]]></category>
		<category><![CDATA[Amtrak]]></category>
		<category><![CDATA[high-speed rail]]></category>
		<category><![CDATA[infrastructure]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=47586</guid>
		<description><![CDATA[Imagine riding from Philadelphia to New York in only 37 minutes, or from Boston to Washington, D.C., in just three hours on a cutting-edge, high-speed transportation network linking every major city in the Northeast &#8212; essentially, a rail-centric economic &#8220;mega-region.&#8221; Those are just some of the promises behind Amtrak&#8217;s ambitious new high-speed rail proposal for the Northeast Corridor &#8212; the railway stretch between Boston and Washington D.C. Under the plan, the aging, crowded infrastructure of the region&#8217;s existing rail system would be replaced by a network on par with the most advanced systems in the world. According to Amtrak, the project &#8212; which would be completed by 2040 &#8212; would ensure the economic viability of the region for decades to come, cementing its status as one of the most important business districts in the United States. To many observers, that sounds wonderful in theory. But there&#8217;s just one problem: The cost. Amtrak &#8212; which for years has drawn criticism for its inability to turn a profit &#8212; has admitted that its newest vision would cost a staggering $151 billion, most of which would come from government funding. That&#8217;s a massive price to pay at a time when the federal government is struggling to find ways to deliver on such entitlement programs as Social Security and Medicare. (MORE: Should Mitt Romney Embrace his Inner Rich-Guy?) Yet Amtrak executives say that the investment, like investments that have been made in high-speed rail elsewhere in the world, would prove to be well worth it. According to experts at Wharton and the University of Pennsylvania, the massive project does in fact hold vast economic potential, and could, over the long haul, help revive local economies, improve employment numbers and generate greater productivity up and down the Corridor, while at the same time alleviating congested roadways and airspace. Those exact same arguments, they note, have been borne out by recent high-speed rail successes in the United Kingdom, and were also used by high-speed rail backers in California to win approval in early July for a multibillion-dollar line<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=47586&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://business.time.com/2012/08/27/high-speed-railways-worth-their-hefty-price-tag/feed/</wfw:commentRss>
		<slash:comments>4</slash:comments>
	<primary_category>Transportation</primary_category><primary_category_link>http://business.time.com/category/companies-industries/transportation-companies-industries/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2012/08/149977846.jpg?w=240</featured_image>
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			<media:title type="html">Amtrak Acela High Speed Rail</media:title>
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			<media:title type="html">timeknowledgewharton</media:title>
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		<title>Can Entrepreneurship Bring Change Where the Arab Spring Has Not?</title>
		<link>http://business.time.com/2012/08/22/can-entrepreneurship-bring-change-where-the-arab-spring-has-not/</link>
		<comments>http://business.time.com/2012/08/22/can-entrepreneurship-bring-change-where-the-arab-spring-has-not/#comments</comments>
		<pubDate>Wed, 22 Aug 2012 12:00:01 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Asia]]></category>
		<category><![CDATA[Economy & Policy]]></category>
		<category><![CDATA[Entrepreneurship]]></category>
		<category><![CDATA[arab spring]]></category>
		<category><![CDATA[Dubai]]></category>
		<category><![CDATA[Egypt]]></category>
		<category><![CDATA[entrepreneurship]]></category>
		<category><![CDATA[United Arab Emirates]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=46960</guid>
		<description><![CDATA[Ambitious and talented, the next generation of Arab entrepreneurs is readily seeking out opportunities to develop and grow, testing ideas in venues such as MIT Enterprise Forum's competition. Dissatisfied by the stalled promise of the Arab Spring, they say that entrepreneurship in the Middle East can yield truly lasting and beneficial change for the region.<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=46960&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://business.time.com/2012/08/22/can-entrepreneurship-bring-change-where-the-arab-spring-has-not/feed/</wfw:commentRss>
		<slash:comments>12</slash:comments>
	<primary_category>Entrepreneurship</primary_category><primary_category_link>http://business.time.com/category/small-business/entrepreneurship-small-business/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2012/08/2100_biz_eygpyt_0821.jpg?w=240</featured_image>
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			<media:title type="html">Young businesspeople in Egypt</media:title>
		</media:content>

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			<media:title type="html">timeknowledgewharton</media:title>
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		<title>What&#8217;s in a Title? Overcoming a &#8216;Crisis&#8217; of CEO Credibility</title>
		<link>http://business.time.com/2012/08/21/whats-in-a-title-overcoming-a-crisis-of-ceo-credibility/</link>
		<comments>http://business.time.com/2012/08/21/whats-in-a-title-overcoming-a-crisis-of-ceo-credibility/#comments</comments>
		<pubDate>Tue, 21 Aug 2012 14:00:22 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Management & Leadership]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Barclays]]></category>
		<category><![CDATA[CEO]]></category>
		<category><![CDATA[Jamie Dimon]]></category>
		<category><![CDATA[JPMorgan]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[LIBOR scandal]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[Robert Diamond]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=46962</guid>
		<description><![CDATA[In April, when JPMorgan&#8217;s so-called &#8220;London Whale&#8221; derivative trading scandal broke, CEO Jamie Dimon seemed to know little about the errant trades, praising the chief investment officer involved and dismissing the backlash as a &#8220;tempest in a teapot.&#8221; Two months later, an investigation estimated the losses from these trades at $5.8 billion. After the LIBOR scandal was uncovered in June, with Britain&#8217;s Barclays Bank as one of the primary players, then-CEO Robert Diamond claimed he knew nothing about the possible rate manipulation until the allegations came to light. And even after he resigned, he told Parliament the same line, despite the fact that Diamond had signed off on a 2011 annual report mentioning an investigation of the bank for possible rate fixing. Meanwhile, questions over when Republican candidate Mitt Romney really left the helm of Bain Capital have become a talking point on the Presidential campaign trail. Should Dimon and Diamond have known about these massive cover-ups at their organizations? What role did they play in allowing these problems to go on for so long? How much responsibility did Romney have for decisions made at Bain after he was apparently no longer in charge of day-to-day operations? And how has the business environment changed such that the once honorable and respected role of the CEO has turned into such a dubious and scandal-plagued burden? &#8220;Right now, we have a crisis of trust and credibility, and CEOs need to overcome that,&#8221; says Thomas Donaldson, a Wharton professor of legal studies and business ethics. (MORE: How to Get Innovation from the Big Middle) Most experts agree that the role of CEO has become much more complicated over the last few decades. As Donaldson notes, the days of Henry Ford-style leadership &#8212; when knowing everything about your product was enough &#8212; are long gone. For example, in 1927, Ford sold 250,000 Model T Cars to consumers in the U.S. Last year, Ford sold more than five million cars and various other vehicles in dozens of countries. And Ford is no longer just selling cars &#8212; it also<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=46962&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
		<wfw:commentRss>http://business.time.com/2012/08/21/whats-in-a-title-overcoming-a-crisis-of-ceo-credibility/feed/</wfw:commentRss>
		<slash:comments>2</slash:comments>
	<primary_category>Management &amp; Leadership</primary_category><primary_category_link>http://business.time.com/category/management-leadership/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2012/06/600_dimon.jpg?w=240</featured_image>
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			<media:title type="html">timeknowledgewharton</media:title>
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		<title>Going Boss-Free: Utopia or &#8216;Lord of the Flies&#8217;?</title>
		<link>http://business.time.com/2012/08/09/going-boss-free-utopia-or-lord-of-the-flies/</link>
		<comments>http://business.time.com/2012/08/09/going-boss-free-utopia-or-lord-of-the-flies/#comments</comments>
		<pubDate>Thu, 09 Aug 2012 12:00:29 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[boss free workplace]]></category>
		<category><![CDATA[bossless office]]></category>
		<category><![CDATA[collaboration]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[management]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=45919</guid>
		<description><![CDATA[The bossless office: Is it the wave of the future or an idea that will always be a utopian dream, given the inevitable intrusion of human nature? Recent articles in the business press have extolled the benefits of work environments where there are no bosses and no titles, where employees decide among themselves which projects to pursue and which people to hire and fire, and where each employee is responsible for deciding his or her own salary, raises and vacation days. Reactions to the idea are varied. Even proponents of bossless offices note that decisions can take longer to make when there is no hierarchy. In addition, human nature suggests that someone will most likely rise to the forefront of any group and, even without the title, assume the role of leader &#8212; not always in a helpful way. But these proponents also say that a flat organization allows employees to work more creatively, more productively and more independently, and feel a greater stake in the success of the company. A bossless office &#8220;is a very democratic way of thinking about work,&#8221; says Wharton management professor Adam Cobb. &#8220;Everyone takes part in the decisions, so it&#8217;s not being directed from above. The idea is that the people doing the actual work probably have a better sense of how to get it done than their bosses do. It&#8217;s a matter of distributing the expertise to where the expertise actually lies.&#8221; Peer Pressure On the other hand, Cobb says, an office with no boss or manager overseeing the work flow can be disastrous. He cites an academic paper from several years ago that examined the fate of a small company whose owners decided to try and stave off bankruptcy by letting the employees run the company. &#8220;Over time, the workers became more oppressed than when the bosses were there,&#8221; notes Cobb. &#8220;Everyone became a monitor, constantly checking up on their fellow employees, even setting up a board to track what time people came into work and when they left.&#8221; (MORE: Work from Home<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=45919&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>1</slash:comments>
	<primary_category>Management Strategies</primary_category><primary_category_link>http://business.time.com/category/management-leadership/management-strategies-management-leadership/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2012/08/200326722-004.jpg?w=240</featured_image>
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		<title>Innovation Almost Bankrupted Lego — Until It Rebuilt with a Better Blueprint</title>
		<link>http://business.time.com/2012/07/23/innovation-almost-bankrupted-lego-until-it-rebuilt-with-a-better-blueprint/</link>
		<comments>http://business.time.com/2012/07/23/innovation-almost-bankrupted-lego-until-it-rebuilt-with-a-better-blueprint/#comments</comments>
		<pubDate>Mon, 23 Jul 2012 15:00:11 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Ideas for Business]]></category>
		<category><![CDATA[innovation]]></category>
		<category><![CDATA[kirk christiansen]]></category>
		<category><![CDATA[lego]]></category>
		<category><![CDATA[legoland]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=44197</guid>
		<description><![CDATA[It was 2003, exactly 56 years after Ole Kirk Christiansen bought the first plastic-injection molding machine in Denmark to start manufacturing plastic bricks for building-block toys. On the surface, or so it seemed, the Lego Group had done everything right over that time period. The company was an iconic name in the toy business — plastic building-block toys were Legos in customers&#8217; minds, just like all tissues were Kleenex and all flavored ice pops were Popsicles. Lego was also rare among big companies in that the firm was still run by the founding family, with Christiansen&#8217;s grandson Kjeld Kirk serving as CEO. While Lego had always looked for new products, after a sales slump in 1993, the firm tripled its offerings and in 2000 went on a binge of innovation, adding on Lego-branded electronics, amusement parks, interactive video games, jewelry, education centers and alliances with the Harry Potter franchise and the Star Wars movies. Speaking at a recent conference on innovation at Wharton&#8217;s William and Phyllis Mack Center, Wharton practice professor of operations and information management David Robertson said Kjeld Kirk Christiansen and his leadership team adhered to nearly every one of the major principles that are widely prescribed by experts in launching its spate of innovation in 2000: the firm found relatively competition-free markets where Lego could dominate; management sought the participation of a number of different constituencies from both inside and outside the firm and hired a diverse and creative staff; it tried to create new products that disrupted existing markets; and it listened to customer feedback. Innovation became a focus of every aspect of the company, with the goal of turning it into the world&#8217;s strongest brand among families by 2005. (MORE: How LinkedIn Makes Money Off Your Resume — and Why That&#8217;s Good for You) In short, Lego had created an innovative culture that seemingly would have been the envy of any firm. &#8220;Lego followed all the advice of the experts,&#8221; said Robertson. &#8220;And yet it almost went bankrupt.&#8221; Robertson&#8217;s forthcoming book, Brick by Brick: How Lego Reinvented Its Innovation<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=44197&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>4</slash:comments>
	<primary_category>Ideas for Business</primary_category><primary_category_link>http://business.time.com/category/ideas-for-business/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2012/07/biz_lego_0720.jpg?w=240</featured_image>
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			<media:title type="html">Inside A Lego Factory In The Czech Republic</media:title>
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		<title>USA 10-K: Why America Needs an Annual Report</title>
		<link>http://business.time.com/2012/07/10/usa-10-k-why-america-needs-an-annual-report/</link>
		<comments>http://business.time.com/2012/07/10/usa-10-k-why-america-needs-an-annual-report/#comments</comments>
		<pubDate>Tue, 10 Jul 2012 09:45:07 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Economy & Policy]]></category>
		<category><![CDATA[Planning]]></category>
		<category><![CDATA[10-k]]></category>
		<category><![CDATA[annual report]]></category>
		<category><![CDATA[economy]]></category>
		<category><![CDATA[great depression]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=42670</guid>
		<description><![CDATA[Authors Jay Clayton, David N. Lawrence, Stephen Labaton, Matthew Lawrence, and Carl Schramm propose that the U.S. should adopt a simple solution that was successfully used to restore trust in public companies and markets after the Great Depression: an annual report that spells out the most significant issues the country faces.  A week after we celebrated the 236th birthday of our great nation, it would be easy to conclude that the American dream is under pressure and that we are a nation deeply divided. Trust is low. Temperatures are high. Conflict is amplified by an insatiable 24-7 news cycle and easy-access by all to the megaphone of digital technologies. Consensus feels beyond reach. Fortunately, we have the context of &#8220;being here before.&#8221; Since 1776, we have united to confront wars, economic crises, the struggle for civil rights and threats of terrorism. When challenged as a country, our citizens rise, rebound and become stronger. In the words of former President Clinton: &#8220;People have been betting against America for 200 years, and they all wound up losing money.&#8221; We have defied the world&#8217;s odds-makers in the past not through luck or complacency, but by drawing upon our greatest leaders to find clarity of thought, honesty in approach and simplicity in communication. Transparency has always been the basis for our national trust. When our elected leaders provide the American people with a candid and comprehensive assessment of the issues of the day, the American people, in turn, provide the support, consensus and shared sacrifice necessary for bold action. The issues of today largely center on our deteriorating financial condition, the growing gulf between our most and least fortunate, and the prospects for our children&#8217;s future. Make no mistake: These are combined matters of economic, national and global security. The American people are waiting for our leaders to provide a candid and complete assessment of where we stand, how we got here and, most importantly, where we must go. (MORE: LIBOR Scandal: The Crime of the Century?) As The Wall Street Journal columnist Peggy Noonan, a former presidential<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=42670&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>1</slash:comments>
	<primary_category>Economy &amp; Policy</primary_category><primary_category_link>http://business.time.com/category/economy-policy/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2012/07/2100_biz_americanflag_0709.jpg?w=240</featured_image>
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		<title>How Forces That Drive the Mobile Industry&#8217;s Growth Also Threaten Its Future</title>
		<link>http://business.time.com/2012/06/28/how-forces-that-drive-the-mobile-industrys-growth-also-threaten-its-future/</link>
		<comments>http://business.time.com/2012/06/28/how-forces-that-drive-the-mobile-industrys-growth-also-threaten-its-future/#comments</comments>
		<pubDate>Thu, 28 Jun 2012 15:00:18 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Mobile]]></category>
		<category><![CDATA[Technology & Media]]></category>
		<category><![CDATA[Telecom]]></category>
		<category><![CDATA[cell phones]]></category>
		<category><![CDATA[Internet]]></category>
		<category><![CDATA[mobile industry]]></category>
		<category><![CDATA[smartphones]]></category>
		<category><![CDATA[vertical integration]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=41745</guid>
		<description><![CDATA[The mobile industry is enjoying a remarkable moment in business history, one that ought to make executives from other industries look on it with envy. Thanks to the burgeoning popularity of smartphones, demand for mobile bandwidth is guaranteed to outstrip supply for many years to come. Mobile is where some of the world&#8217;s most innovative and entrepreneurially rewarding companies are being created; the business sector hasn&#8217;t seen such a hotbed for innovation since the early days of the Internet. Considering the steady growth of mobile in even the poorest parts of the world, it&#8217;s fair to say that everyone, everywhere will soon be a mobile customer. But for Terry Kramer, former regional president of Vodafone Americas, that is just the sanguine half of the precarious, best-of times, worst-of-times situation in which mobile carriers currently find themselves. Speaking June 1 at Wharton&#8217;s San Francisco campus, Kramer told his audience how the same forces that are driving mobile&#8217;s success are simultaneously threatening the industry&#8217;s very foundation. Kramer described life in a mobile boardroom as one in which executives perpetually worry about two macro trends: first, relentless demand and the accompanying need for expensive infrastructure build-outs, even while revenue growth slows; and second, becoming &#8220;commoditized&#8221; by the same devices and apps that are causing so much of the sector&#8217;s current success. &#8220;They worry a lot about becoming dumb pipes,&#8221; said Kramer, referring to a scenario in which mobile network operators merely provide the mechanics to connect a customer&#8217;s phone to the Internet, rather than also offering games, applications or other services. &#8220;As soon as that happens, margins collapse completely.&#8221; Kramer&#8217;s 20-year career in the mobile industry was capped by his heading up Vodafone Americas, where he was responsible for overseeing the U.K.-based Vodafone&#8217;s 45% investment stake in America&#8217;s Verizon Wireless. Vodafone is the world&#8217;s second-largest mobile carrier, with market capitalization of more than $130 billion. (China Mobile, with more than 600 million subscribers, is the largest.) (MORE: Google Maps: Now Helping Your Boss Track Your Every Move) Kramer retired from the company two years<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=41745&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>0</slash:comments>
	<primary_category>Mobile</primary_category><primary_category_link>http://business.time.com/category/technology-media/mobile/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2012/06/117846779.jpg?w=240</featured_image>
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			<media:title type="html">Multiple cell phones on table</media:title>
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		<title>The Vicious Cycle of the Gender Pay Gap</title>
		<link>http://business.time.com/2012/06/08/the-vicious-cycle-of-the-gender-pay-gap-2/</link>
		<comments>http://business.time.com/2012/06/08/the-vicious-cycle-of-the-gender-pay-gap-2/#comments</comments>
		<pubDate>Fri, 08 Jun 2012 10:45:12 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Careers & Workplace]]></category>
		<category><![CDATA[Economy & Policy]]></category>
		<category><![CDATA[discrimination]]></category>
		<category><![CDATA[gender]]></category>
		<category><![CDATA[gender pay gap]]></category>
		<category><![CDATA[women]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=39859</guid>
		<description><![CDATA[The gender pay gap is a labyrinth of unconscious prejudice and blatant discrimination, a byproduct of unbalanced professional opportunities, educational prospects and deeply-entrenched societal norms. With so many forces at work, getting to the root of glass ceiling issues within a single firm or industry is difficult, if not impossible. Janice Fanning Madden, a Wharton real estate professor and a professor of regional science and sociology at the University of Pennsylvania, had the rare opportunity to examine the mechanics of the pay gap among male and female stockbrokers while acting as an expert witness in class action lawsuits filed against two large brokerage firms in the early 2000s. Women from the firms claimed that the pay structure at the companies unfairly benefitted men. Leadership at the brokerage houses contended that both men and women were paid using the same commission-based system and that women were paid less on average because they were worse sales people than men. (MORE: The Real Reason Women Don’t Help Other Women At Work) Madden found that women were assigned inferior accounts, which led to them earning lower returns and smaller commissions. As Madden notes in &#8220;Performance-Support Bias and the Gender Pay Gap among Stockbrokers,&#8221; this perpetuated a vicious cycle because the firms doled out amenities that often aid in better returns &#8212; such as bigger or more attractive offices, support staff and mentors &#8212; based on employees&#8217; sales records. Thus, women not being given the opportunity to handle a lucrative account today also hurt their chances of being given advantages that could have a significant impact on their future efforts. &#8220;I wasn&#8217;t able to see what kind of offices [the women] had, what kind of secretaries or what kind of titles,&#8221; Madden says. &#8220;But the decisions of assigning those things to women were made by the same people who were stiffing them on the accounts. They were probably dealing with less support in these other areas, even when they had the same type of account [as men] to work with.&#8221; Using a &#8220;natural experiment&#8221; based<img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=39859&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>5</slash:comments>
	<primary_category>Careers &amp; Workplace</primary_category><primary_category_link>http://business.time.com/category/careers-workplace/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2012/03/businesswoman.jpg?w=240</featured_image>
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		<title>China&#8217;s Antiquated Financial System: The Creaking Grows Louder</title>
		<link>http://business.time.com/2012/06/05/chinas-antiquated-financial-system-the-creaking-grows-louder/</link>
		<comments>http://business.time.com/2012/06/05/chinas-antiquated-financial-system-the-creaking-grows-louder/#comments</comments>
		<pubDate>Wed, 06 Jun 2012 03:16:33 +0000</pubDate>
		<dc:creator>Knowledge@Wharton</dc:creator>
				<category><![CDATA[Asia]]></category>
		<category><![CDATA[Companies & Industries]]></category>
		<category><![CDATA[Currency]]></category>
		<category><![CDATA[Economy]]></category>
		<category><![CDATA[Economy & Policy]]></category>
		<category><![CDATA[Finance]]></category>
		<category><![CDATA[Bank of China]]></category>
		<category><![CDATA[china]]></category>
		<category><![CDATA[currency wars]]></category>
		<category><![CDATA[financial liberalization]]></category>
		<category><![CDATA[state-owned enterprises]]></category>

		<guid isPermaLink="false">http://business.time.com/?p=39448</guid>
		<description><![CDATA[Experts say further financial liberalization is in the cards for China, as both domestic and external pressures mount. <img alt="" border="0" src="http://stats.wordpress.com/b.gif?host=business.time.com&#038;blog=31173800&#038;post=39448&#038;subd=timebusinessblog&#038;ref=&#038;feed=1" width="1" height="1" />]]></description>
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		<slash:comments>7</slash:comments>
	<primary_category>Asia</primary_category><primary_category_link>http://business.time.com/category/economy-policy/asia/</primary_category_link><featured_image>http://timebusinessblog.files.wordpress.com/2012/03/china_bank_0312.jpg?w=240</featured_image>
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