In an article published in the Journal of Accounting Research, researchers have developed a novel method to assess depression in CEOs by using machine learning models to analyze vocal acoustic features from conference call recordings.

Online A-B testing in digital advertising may not be delivering the reliable insights marketers expect, potentially creating misleading conclusions about ad performance.

The pharmaceutical industry argues that lower prices will have catastrophic effects on research and development, while other suggest that curbing drug prices will result in only modest cuts in the number of new drugs developed. A new study finds that the typical cost of developing new medications may not be as high as generally believed, with a few ultra-costly medications skewing public discussions about the cost of pharmaceutical research and development.

Cancer screening is key to saving patients’ lives since an earlier stage diagnosis improves survival rates, decreases morbidity, and leads to less intensive treatments. Early detection also has the potential to save Canada’s health care system major money. The United States adopted breast cancer screening for women in their Forties due to an increase in the incidence of breast cancer in younger women, with recent research from the University of Ottawa confirming this rise.

A recent study published in the Strategic Management Journal reveals that employees' external affiliations with rival organizations can significantly hinder collaboration within their primary workplace. This research, conducted by Thorsten Grohsjean (Bocconi University), Henning Piezunka (The Wharton School), and Maren Mickeler (ESSEC Business School), sheds light on how competitive external relationships disrupt internal teamwork, offering crucial insights for managers across industries.

The study examines a phenomenon often overlooked: colleagues who, outside of their workplace, are affiliated with organizations that compete with one another. Using the professional soccer industry as a testing ground, the researchers found that these dual-affiliated employees were less likely to collaborate effectively when working for their shared employer. The research highlights the dual impact of external competition and personal rivalries, which spill over into workplace dynamics.