Smith Research

Think your boss is a jerk because he or she treated you unfairly? New Maryland Smith research reveals that having too much to do can affect a manager's ability to be fair.

Nobody likes to feel trapped. But employees benefit in some ways when two factors combine to pin them in place, making it harder for them to exit their organizations with valuable knowledge.

Western-based managers who feel out of sync with their teams might need a new word in their vocabulary. Maryland Smith professor Hui Liao examines the Chinese construct of moqi.

A design award signals quality and boosts business-to-consumer sales. The payoffs are less obvious in business-to-business markets. But new Smith School research shows the economic value.

"Multiple directorships may enhance firm performance through board connections, but may also hinder firm performance through time constraints," the authors write.

Setting prices for trendy items requires guesswork — unless you’re clairvoyant. For everyone else, professor Zhi-Long Chen has a dynamic model.

Who needs products? Many startups thrive below ground, according to research from the Smith School's Rajshree Agarwal.

There's more to signature size than meets the eye. As it turns out, chief financial officers with large signatures are more willing to exploit others and bend the truth in their favor.

New research from Smith School professor Debra L. Shapiro finds that innovation teams benefit when they include traditionalists and mavericks.

Team members aren’t always going to agree with leaders’ goals and strategies. And sometimes, having disagreement among teams is actually ideal for dealing with complex problems.