Sarah Magnus-Sharpe

Sarah Magnus-Sharpe is the director of Public Relations and Communications for the Cornell SC Johnson College of Business

Workers hands on keboard
Johnson School

Search platforms rewrite the rules of online shopping

Johnson School professors offer perspective into how platforms design rankings and use behavioral and demographic information to influence consumer decisions.

Female professor with students
Johnson School

Could learning about happiness improve economics education?

Integrating happiness research into courses ranging from macroeconomics to electives can benefit students, according to Johnson School professor.

Inventors and engineers working in an office.
Dyson School

The talent spark: How inventors fire up startup ecosystems

New research from SC Johnson College examined how the arrival of inventors in U.S. counties influenced the growth of startups from 2000-2016.

Group of people in an office
Johnson School

Complex incentives shape worker effort, for better or worse

Johnson School professors used data to examine how workers respond to complex pay structures.

600×400-underwater
Johnson School

How biodiversity startups raise capital

Biodiversity startups raise less capital than other startups but attract a broader coalition of investors, according to new research that used machine learning.

Solar panels
Dyson School

Advancing large-scale solar boosts farmland prices

Legislative support for solar projects in New York state has increased the price of farmland near energy infrastructure and could disincentivize the use of land for farming. 

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Dyson School

Richard ‘Doc’ Aplin, emeritus professor of marketing, dies at 96

In the late 1990s, the Richard Aplin Teaching Excellence Fund was established by alumnus J. Patrick Mulcahy ’66, MBA ’67.

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Johnson School

Rank less, bond more: Rethinking performance feedback

The study explored how relative performance information affects social bonding and cooperation in the workplace.

Boss speaking with employee
Nolan School

The speed trap: why leaders’ quick pivots can seem inauthentic

The research team conducted three studies in a leader-centric workplace with over 3,000 participants.