Knowledge at Wharton

Once defined by the red envelopes used to deliver DVDs for its mail order service Netflix has turned its focus toward allowing subscribers to stream movies and other programming directly to their computers and television sets. The move has reaped rewards including an increasing customer base but created friction with the entertainment and technology companies Netflix competes with -- and in many cases relies on for gaining access to content. Wharton marketing professors Peter Fader and Raghuram Iyengar and operations and information management professor Kartik Hosanagar recently spoke with Knowledge at Wharton about what the future may hold for Netflix.

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Julian Assange the Australian founder of WikiLeaks the controversial website that has been posting classified government documents is now being held without bail in the U.K. awaiting extradition to Sweden on a rape charge. But sensational news aside his site’s recent release of confidential U.S. State Department cables has opened up a fundamental debate over privacy of information versus public access on the open web. It also has implications for businesses and corporations with sensitive information to shield according to experts at Wharton and the University of Pennsylvania.

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In the world of web browsers it’s beginning to look a lot like the 1990s. Back then the Internet was just starting to become an integral part of daily life and Netscape Navigator and Microsoft Internet Explorer vied for control of the market. This time around the browser battle includes an increasing number of competitors most notably Internet Explorer Mozilla Firefox and Google Chrome. Newcomers like RockMelt a start-up that promises to integrate web browsing with social networking are banking on innovative new features to stand out. But does winning the browser space mean much in environments -- like mobile devices -- that increasingly focus on standalone web-connected apps?

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Conventional wisdom tells us that leaders are the men and women who stand up speak out give orders make plans and are generally the most dominant outgoing people in a group. But that is not always the case according to new research on leadership and group dynamics from Wharton management professor Adam Grant and two colleagues who challenge the assumption that the most effective leaders are extraverts.

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Africa today contributes barely 1.5% to world trade but its future is brighter than that number might suggest. The continent has a growing middle class institutions that are investing heavily in infrastructure and in another decade it will emerge as a market of one billion consumers. Elkanah Odembo Kenya’s ambassador to the U.S. visited Wharton recently and spoke with Knowledge at Wharton about the potential rewards and risks of investing in Africa.

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After years of declining market share and unprofitability -- and a multi-million dollar bailout by the United States government -- General Motors is once again a publicly held company. The automaker which raised some $20 billion through last week’s initial public offering is on sounder footing than it has been in years. Yet the new GM still must compete in a tough global market. So the question remains: Can the new GM perform better than the old GM? Knowledge at Wharton posed this question and others to Wharton management professor John Paul MacDuffie.

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In the U.S. infrastructure is usually silent and forgotten -- until the power goes off the ATM stops working or a neighborhood is consumed by fire. In September a 54-year-old gas pipeline exploded in San Bruno Calif. killing eight people and damaging more than 50 homes. Seven weeks earlier an oil pipeline rupture in Michigan spilled more than a million gallons of crude. According to experts the country’s infrastructure is a huge market that holds tremendous business opportunities but the bulk of entrepreneurs and investors still wait on the sidelines because the projects are costly complicated and often risky.

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While the dust settles on the U.S.’s midterm elections questions abound about where the country’s international trade and economic policies go from here. As it stands the U.S. is squarely ”at a disadvantage” with countries like China argues economist Clyde Prestowitz a former trade negotiator and author of The Betrayal of American Prosperity. Wharton management professor Stephen J. Kobrin and Knowledge at Wharton spoke with Prestowitz about the elections and beyond how the U.S.’s economic leadership is being undermined whether China’s development is a threat or an opportunity and what options President Obama has to take global economies off the path of ”mutually assured destruction.”

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Groupon -- from the words ”group” and ”coupon” -- negotiates deeply discounted deals with businesses and alerts its legion of e-mail subscribers to the offer. Since its founding in 2008 Groupon has amassed 25 million subscribers in 29 countries and a host of competing sites have crowded the market hoping to tap into the potential of ”social” commerce. But are group buying sites just a passing fancy? And what should they do to stand out from the pack and achieve long-term sustainability?

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Members of Generation Y -- a group of approximately 70 million young people between the ages of 15 and 30 -- are starting their careers in perhaps the worst job market since the Great Depression. Experts say the experience creates both immediate and long-term negative impacts including lower salaries now and in the future. And while their reduced spending power is not expected to have a lasting drag on the U.S. economy it does have significant repercussions for how these young people conduct their adult lives and careers.

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