Strategy and Statistics
Area chair: Benjamin Cole
Associate chair: Alex Markle
Whether you’re working at a law or financial firm, advertising or insurance agency, hospital, pharmaceutical company, or other type of organization, strategy and statistics are key to an organization’s overall performance. Strategy creates a vision and emphasizes resources needed for firms to develop a competitive advantage. Statistics provides the data and tools executives need to make decisions. Together, these disciplines work continuously to support the firm’s long-term sustainability and growth.
At the Gabelli School, students can specialize in either field, preparing for careers as consultants, analysts, general managers, statisticians, strategy staff, and advisors.
The application of statistical analysis is showcased through the MS in Applied Statistics and Decision-Making program, through which students gain skills in statistical theory, methods, and computation.
For students interested specifically in managing goals and making recommendations in healthcare, there are dedicated options at all levels: undergraduate students can complete a secondary concentration in the business of healthcare; graduate students can choose a secondary concentration in healthcare. Additionally, the area prepares students in the interdisciplinary MS in Health Administration.
The strategy and statistics area is also home to the Global Healthcare Innovation Management Center, which leads research in measures of healthcare value and the pharmaceutical industry and conducts multi-stakeholder dialogues on healthcare policy and operations.
Fabrizio, K., and Eun‐Hee Kim, 2019, “Reluctant Disclosure and Transparency: Evidence from Environmental Disclosures,” Organization Science, 30(6): 1125-1393.
Benjamin M. Cole, and David Chandler, 2019, “A Model of Competitive Impression Management: Edison versus Westinghouse in the War of the Currents,” Administrative Science Quarterly, 64(4): 1020-1063.
Julian Friedland, and Benjamin M. Cole, 2019, “From Homo-economicus to Homo-virtus: A System-Theoretic Model for Raising Moral Self-Awareness,” Journal of Business Ethics, 155(1), 191-205.
David Oliver and Benjamin M. Cole, 2019, “The Interplay of Product and Process in Skunkworks Identity Work: An Inductive Model,” Strategic Management Journal, 40(9): 1491-1514.
Navid Asgari, Vivek Tandon, Kulwant Singh, and Will Mitchell, 2018, “Creating and taming discord: How firms manage embedded competition in alliance portfolios to limit alliance termination,” Strategic Management Journal, 39(12), 3273-3299. (2018)
Alex B. Markle, and Yuval Rottenstreich, 2018, “Simultaneous Preferences for Hedging and Doubling Down: Focal Prospects, Background Positions, and Nonconsequentialist Conceptualizations of Uncertainty,” Management Science, 64(12), 5461-5959. (2018)
Navid Asgari, Kulwant Singh, and Will Mitchell, 2017, “Alliance portfolio reconfiguration following a technological discontinuity,” Strategic Management Journal, 38 (5), 1062-1081. (2017)
Eun‐Hee Kim, and Yoo Na Youm, 2017, “How Do Social Media Affect Analyst Stock Recommendations? Evidence from S&P 500 Electric Power Companies' Twitter Accounts,” Strategic Management Journal, 38(13), 2599-2622.