Studies show family-led companies implement better long-term planning and generally have greater internal organizational commitment than public companies.

Imagine taking a dozen related but independently-run businesses, each with its own unique product, merging them into a cohesive business segment within an enormous corporation and driving up sales roughly 30 percent — all during an intense, three-and-a-half year period.

Marianne Jennings, a professor of legal and ethical studies in business at W. P. Carey School of Business, recently noted that major business scandals used to be spaced about 10 years apart. Unfortunately, the cycle now appears to be compressing.

A small but growing number of U.S. hospitals are using a version of quid pro quo to achieve two crucial goals: lock in the "rainmaker" physicians — the ones who are at the top of their specializations — and secure the best deal from suppliers.

The Millennials — people aged 14 to 31 — are streaming into the workplace. They have been called "entitled" and "tough to manage" because they need much direction and praise. On the other hand, they're tech-savvy, nimble, enthusiastic and achievement-oriented.

In 2005, Brad Casper exceeded his own career projections and goals by being hired as president and CEO at The Dial Corporation. Asked by an audience at the W. P. Carey School of Business how he did it, Casper remained off-the-cuff and humble.

Success in business is all about creating an exceptional customer experience, and then enhancing it. But how do we innovate the customer experience to make it exceptional?

Two entrepreneurial CEOs shared some of the challenges they have faced and lessons they have learned with attendees at "Entrepreneurship: From IP to IPO and Beyond," a seminar presented by the W. P. Carey MBA Executive Program.

The Federal Open Market Committee voted 9-1 today to lower the rate at which banks lend to each other to 3 percent from 3.5 percent. Just eight days ago the Fed lowered that rate by three-quarters of a percent.

Business researchers have long proposed that when employees find their work meaningful and fulfilling, they are more likely to do that work well, and, as a result, help their companies succeed.