Impact Investing Should Be Hard

A business man walks on a high wire holding a balance stick with piles of coins on one side and a globe on the other.

(Outlet: Stanford Social Innovation Review) Striving for value-adding impact means demanding additionality. There is a presumption that impact investors are shouldering unique burdens to achieve impact, but is this true? To answer this question, Michael Brown, Head of Research at the ESG Initiative, and Wharton Professor of Management Katherine Klein, in collaboration with other members of the Impact Finance Research Consortium, administered a rich, multifaceted survey to over 200 impact fund managers across the globe (particularly in private equity and venture capital).Read More

How to Resolve Conflict in Business

Two business men holding briefcases with antlers on their heads stand off angrily on an outdoor wasteland.

(Outlet: Wharton Magazine) Alas, disputes, disagreements, and discord are parts of human nature (and that seems to go double for the nature of business). But research into a variety of scenarios, from interpersonal tension to geopolitical friction, offers hope for a more successful path forward. Here, five Wharton faculty share insights about conflict in its many forms and how to navigate it, resolve it, reframe it, or even avoid it entirely, for better results.Read More

Well-being as a driver for climate transition: From individual action to policy change

A sheet of stickers that say "I Voted"

(Outlet: Environmental Innovations Initiative) In recent work, part of the Public Deliberation on Climate Transitions and Well-Being research community, supported by the Environmental Innovations Initiative, Quinn, Kimbrough, and colleagues are seeking community input to understand how to enhance collective action on climate change through public deliberations. Read More