“I highly recommend this book to both the professional and leisure reader. Erin has shown to be one of the main representatives of the next generation scholars who combine deep conceptual models with very practical applications. A must-read!”—Fons Trompenaars, Author of Riding the Waves of Culture
(Video Published on 11 Feb. 2014 ("Advice to young managers" at 5m12))
Peter Cappelli is the George W. Taylor Professor of Management at the University of Pennsylvania's Wharton School and the director of its Center for Human Resources.
Monika Hamori is a professor of human resource management, and Rocio Bonet is an assistant professor of human resource management, at the IE Business School, in Madrid. Prof. Hamori's work was published in Organization Science, the Academy of Management Annals, the Academy of Management Perspectives and Human Resource Management, among others.
...Over the past 30 years we've seen executives' education levels rise. About 65% of the leaders in 2011 held graduate degrees, compared with 62% in 2001 and 46% in 1980. Companies with the most MBAs in their senior ranks included Sears (75%), Sunoco (70%), and Disney (63%)...
Dr. Naím gained international recognition with the successful re-launch of the prominent journal Foreign Policy and, over his fourteen years (1996-2010) as editor, turned the magazine into a modern, award-winning publication on global politics and economics...
...In the early 1990s, Dr. Naím served as Venezuela’s Minister of Trade and Industry, as director of Venezuela’s Central Bank, and as executive director of the World Bank. He was previously professor of business and economics and dean of IESA, Venezuela’s leading business school (Wikipedia). Dr. Naím holds MSc and PhD degrees from the Massachusetts Institute of Technology. He lives in Washington DC.
This week, I was at the Tuck School of Business at Dartmouth, talking about the difference between price and value. I built the presentation around two points that I have made in my posts before. The first is that there are two different processes at work in markets. There is the pricing process, where the price of an asset (stock, bond or real estate) is set by demand and supply, with all the factors (rational, irrational or just behavioral) that go with this process. The other is the value process where we attempt to attach a value to an asset based upon its fundamentals: cash flows, growth and risk. For shorthand, I will call those who play the pricing game “traders” and those who play the value game “investors”, with no moral judgments attached to either. The second is that while there is absolutely nothing wrong or shameful about being either an investor (No, you are not a stodgy, boring, stuck-in-the-mud old fogey!!) or a trader (No, you are not a shallow, short term speculator!!), it can be dangerous to think that you can control or even explain how the other side works. When you are wearing your investor cape, you can be mystified by what traders do and react to, and if you are in your trader mode, you are just as likely to be bamboozled by the thought processes of investors. So, at the risk of ending up with a split personality, let me try looking at Facebook’s acquisition of Whatsapp for $19 billion, with $15 billion coming from Facebook stock and $4 billion from cash, using both perspectives.
Timothy Snyder is Housum Professor of History at Yale and a visiting fellow at the Institute for Human Sciences in Vienna. He is the author of Bloodlands: Europe Between Hitler and Stalin. (February 2014). (It has received a number of honors, including the Leipzig Prize for European Understanding and the Ralph Waldo Emerson Award in the Humanities. It was named a book of the year by some dozen publications, has been translated into more than twenty languages, and was a bestseller in four countries.)
Special thanks to Professor Juzar Motiwalla from National University of Singapore (Singapore), Professor Dave Duarte from Cape Town Graduate Business School (South Africa), Professor Jean-Claude Jouret, Mr. Damien Van Achter from IHECS (Belgium) and Professor Julien Levy from HEC Paris (France) for their contribution in helping us find these world-class projects.
The American Marketing Association has ranked Ravi Dhar, the George Rogers Clark Professor of Management and Marketing and director of the Center for Customer Insights, as the single most productive scholar publishing in premier marketing journals over the past five years.
The ranking of the top 50 marketing scholars, conducted in December by the AMA’s marketing doctoral student group, was among a series of citations that Dhar received in 2013. In November, Dhar’s alma mater, the Indian Institute of Management Calcutta, honored him with a distinguished alumni award, and in March the Society of Consumer Psychology gave Dhar its Distinguished Scientific Research award...
The bimonthly WIPO Magazine (available in English, French and Spanish) shows intellectual property, creativity and innovation in action across the world, and highlights WIPO activities which support them.
The World Intellectual Property Organization (WIPO) is one of the 17 specialized agencies of the United Nations. WIPO was created in 1967 "to encourage creative activity, to promote the protection of intellectual property throughout the world." WIPO currently has 186 member states, administers 26 international treaties, and is headquartered in Geneva, Switzerland...
The seminar series features economists from around the world, presenting their latest research to a policy-oriented audience. It seeks to stimulate an informed discourse on the effects of IP policies on economic performance.
Videos of the seminars and relevant background material are available on this webpage. The views expressed by the seminar speakers are personal and do not necessarily reflect those of WIPO...
In this interview, Intellectual Property Watch’s William New sat down with Prof. Chidi Oguamanam, a professor in the University of Ottawa Faculty of Law, to talk about his recent book, “Intellectual Property in Global Governance: A Development Question.” The book, published by Routledge, covers issues of the knowledge economy, structures and regime dynamics, human rights, agriculture, traditional/indigenous knowledge, traditional cultural expressions/folklore, and management of intellectual property in global governance.
Intellectual Property Watch (IPW):Could you please tell us about the book?
Chidi Oguamanam (CO): The first thing that will strike you is how the work brings the concept of global governance into IP analytical framework. Normally, when you talk about global governance, it resonates with the social and political scientists, administrators, development and international relations practitioners and miscellaneous actors at the global level, but hardly with those involved in IP law and policy. So, this work adds to the new trend in interdisciplinary exploration and understanding of IP.
IPW:How does the book address international organisations and IP policy?
CO: Most discussions about IP have been about regimes and institutions, such as WIPO, WTO, UNESCO, FAO, WHO, UNCTAD, etc. These include core IP regimes and institutions as well as those that are peripheral in regard to the subject of IP. But rarely has there been an attempt to weave the operational dynamics of these actors and institutions within the framework of global governance with a dedicated focus on IP.
The book explores how has IP has increasingly become ubiquitous in almost all critical sites of international law and policy, including trade, development, health, agriculture, environment, climate change, biotechnology and ICTs and their ramifications for north-south relations which constitute an integral aspect of global governance dynamic...
Based on our analysis (Dean Eric Johnson and co-authors), we argue that policymakers should focus on providing guidelines designed to help healthcare organizations achieve operational maturity regarding IT security rather than simply imposing single-solution compliance requirements. Similar to teaching a person to fish, regulations should encourage organizations to actively develop and maintain their own action plans rather than providing check-box requirement lists.
Prof. Hugenholtz is a member of the Dutch Copyright Committee that advises the Minister of Justice of the Netherlands, and has acted as a consultant to the World Intellectual Property Organisation (WIPO), the European Commission, and several national governments. He has been on international missions representing WIPO in China and Indonesia, and is a regular speaker at international conferences.
Prof. Hugenholtz is General Editor of the Information Law Series,which is published by Kluwer Law International. In 2001 he was elected a finalist in the Law category of the World Technology Awards (Wikipedia - World Technology Award#Law)
Everyone agrees that copyright in the European Union is in a state of crisis. But there is disagreement on what caused it and what to do about it. Rights holders generally complain that copyright law has left them defenceless against mass-scale infringement over digital networks, and call for enhanced copyright enforcement mechanisms. Authors lament that the law does little to protect their right to receive fair compensation from the copyright industries and the users of their works alike. Users and consumers accuse the copyright industries of abusing copyright, and using it as an instrument to conserve monopoly power and sustain outdated business models.
When I first talked to Entrepreneurship Professor Julio de Castro back in July about shooting this video, he was very enthusiastic until the moment I mentioned the yips. Nobody talks about that, he said, it’s just bad luck. Well, after a bit of to-ing and fro-ing, he finally agreed to do it.
Yips or the yips is the loss of fine motor skills without apparent explanation in one of a number of different sports. Athletes affected by the yips demonstrate a sudden, unexplained loss of previous skills.
In golf, the yips is a movement disorder that most-commonly interferes with putting. The term yips is said to have been popularized by Tommy Armour—a golf champion and later a golf teacher—to explain the difficulties that led him to abandon tournament play. The technical term is focal dystonia.
Check out what Prof. de Castro has to say about yips, golf, and entrepreneurs.
In this video IE Professors of Strategic Management, Marketing, Finance, HR, Law and Leadership talk briefly about their field of research while boxing, jogging, or flying in a balloon or in a helicopter… One of them even confesses that the best leadership professor she ever had was Geranio, the horse that she rides. Enjoy!!!
In this video IE Professors of Entrepreneurship, Operations Management, Information Systems, Liberal Arts & Economy talk briefly about their field of research while parachuting, singing, bunjee-jumping or simply by telling a story or asking a question… One of them even confesses that there are no truths only myths!!! Should we believe them? Enjoy!!!
INSEAD Associate Professor of Organisational Behaviour Gianpiero Petriglieri, nominated for the Thinkers50 2013 "Future Thinker Award," comments on the crisis of trust facing today's leaders, and how to resolve it.
Gianpiero Petriglieri (@gpetriglieri) is Associate Professor of Organisational Behaviour at INSEAD. He directs the Management Acceleration Programme, the school’s flagship executive programme for emerging leaders, and the INSEAD initiative for Learning Innovation and Teaching Excellence. He is also vice-chair of the World Economic Forum’s Global Agenda Council on new models of leadership.
Gianpiero’s interests bridge the domains of leadership, identity, adult development and experiential learning. His research explores how and where people develop and sustain the personal foundations and professional abilities to exercise leadership mindfully, effectively and responsibly. He is particularly concerned with the development of leadership in a day and age in which authenticity and mobility have replaced loyalty and advancement as hallmarks of virtue and success.
"Negotiation Genius" was awarded the 2008 Outstanding Book Award by the International Institute for Conflict Prevention and Resolution(Wikipedia).
Deepak Malhotra is a Professor at the Harvard Business School, where he teaches Negotiation courses to MBA and Executive students. Deepak has won multiple awards for his teaching, including the MBA Class of 2011 Faculty Award at HBS
An absolutely brilliant negotiation framework and tool kit of negotiation strategies, compellingly illustrated from extensive real and complex situations. It’s the most comprehensive, wise, practical book on the subject I’ve ever seen.”—Stephen R. Covey, author of The 7 Habits of Highly Effective Peopleand The 8th Habit: From Effectiveness to Greatness
“Shortly after I sat down with Negotiation Genius, I reached for pen and pad and began to make notes. Thirty-five years in the space with hundreds of major negotiations, and this work still has something to teach me. It’s the rare book that I would recommend to people at any experience level. With its engaging blend of real-world stories, intelligent tools, and emphasis on ethics and integrity, it is must reading for all who wish to excel.” —Brian McGrath, Global Vice President, Chief Procurement Officer, Johnson & Johnson Consumer Companies
“For both the novice and the master, Negotiation Genius is the single, most essential source for the basic understanding of this increasingly important skill set.” —Warren Bennis, Distinguished Professor of Management, University of Southern California; coauthor of Judgment: How Winning Leaders Make Great Calls
Heading to the Academy of Management conference today. That makes 16 consecutive years of hanging out w/ fellow nerds @AOMConnect! Wow.
Dr. Nirmalya Kumar is Professor of Marketing and Co-Director of Aditya Birla India Centre at London Business School. He is one of the world's leading thinkers on strategy and marketing; having also taught at Harvard Business School, IMD (Switzerland) and Northwestern University (Kellogg School of Management).
As an author, Nirmalya has written seven books, five of which are published by Harvard Business Press: Marketing as Strategy (2004), Private Label Strategy (2007), Value Merchants (2007), India's Global Powerhouses (2009), and India Inside (2012). His latest book is Brand Breakout: How Emerging Market Brands Will Go Global..
Can India become a global hub for innovation? Nirmalya Kumar thinks it already has. He details four types of "invisible innovation" currently coming out of India and explains why companies that used to just outsource manufacturing jobs are starting to move top management positions overseas, too.
Nirmalya Kumar is a professor of Marketing at the London Business School and a passionate voice for new entrepreneurs in India. Full bio »
Just as companies that build their business on “best practice,” ensure that they will never do more than anyone else, companies that let big data dominate their thinking and management style will not be the ones who change the rules of the game in their industry...
...support deeper collaboration between NGOs, governments and businesses, to have all entities pull together in the same direction in the name of progress. “NGOs that are really moving the needle have found partnerships and ways to collaborate,” he says. “Governments that are making progress are enabling shared value in business rather than seeing government as the only player.” Rethinking kneejerk antipathy towards business and fostering collaboration and competition might just provide the scale necessary to solve some seemingly unsolvable problems...
We have started to learn thr is no tradeoff between social progress and economic efficiency in any fundamental sense http://t.co/9R5DyVVQhU
31 Aug 2012.
Columbia Business School professors Joseph Stiglitz and Bruce Greenwald discuss co-teaching the EMBA course Globalization, Markets, and the Changing Economic Landscape, while students share their experiences studying with such accomplished — and politically divergent — economic luminaries.
The growing popularity of online dating sites is altering one of the most fundamental human activities of finding a date or a marriage partner. Online dating platforms offer new capabilities, such as intensive search, big-data based mate recommendations and varying levels of anonymity, whose parallels do not exist in the physical world. In this study we examine the impact of one such anonymity-related feature, which is unique to the online dating environment, on matching outcomes. This feature allows users to provide a weak signal – the ability to view a potential mate’s profile and leave a clear, definitive and observable trail without actually messaging the individual – an ability that is close to impossible to achieve in the physical world. Based on a large scale controlled randomized trial in partnership with one of the largest online dating companies, we demonstrate causally that weak signaling is a key mechanism in achieving higher levels of matching outcomes. Our results show that this is especially true for women, helping them overcome social frictions coming from established social norms that discourage them from making the first move in dating. Our treatment involves gifting one month of anonymous profile viewing to a randomly selected subset of 50,000 users from a pool of 100,000 randomly selected new users of the site. Anonymous profile viewing is a feature that allows individuals to visit profiles of potential mates anonymously, without leaving a trace, while retaining the ability to know who visited their own profiles. Conventional wisdom suggests that anonymous profile viewing should be associated with improved matching by lowering search costs and allowing users to explore their options freely. At the same time, however, anonymous profile viewing also takes away the ability for our treatment group to send a weak signal, thereby increasing social frictions. We find that social frictions, hitherto not considered by the literature, dominate search frictions, leading to a significant drop in matches for those treated.
In an earlier paper, we showed that integrated individual accounts, allowing individuals to borrow against future pensions when they are unemployed, can be welfare increasing, because it allows increased inter-temporal consumption smoothing without attenuating incentives to search. Here, we examine from a lifetime perspective how the optimal mix between publicly provided unemployment insurance (UI) and loans against pension accounts changes over time in a model where unemployment may occur in any period. Even loans can have an adverse effect on search, because they attenuate the consequences of unemployment; and even more so when there is a chance that the loan will not be repaid. As we present the optimal mix of loans and UI as the one that balances the adverse incentive costs with the benefits of inter-state and inter-temporal smoothing while taking into consideration the interactions between loans and UI benefits, we provide general conditions under which loans should still be a part of the unemployment package for the young unemployed. We also show that, if the incidence of long-term unemployment is relatively low, the optimal mix entails more loans and a smaller UI benefit for the young than for the old, while the amount of consumption for the unemployed young is greater than for the unemployed old. We demonstrate that there will be incentives to save excessively in good states as well as to borrow excessively from the market when unemployed. Individuals and markets do not take into account the externalities of such actions: they affect search, and thus the magnitude of UI payments and loan defaults in subsequent periods. Finally, we show how non-market groups can improve welfare through loan-cosigning, which may be voluntarily provided within the group, as it allows income smoothing with lower incentive costs, and while the income sharing is less effective than market pooling, the incentive benefits of co-signing dominate.
Forget planning and networking...it's a sure-fire way to remain stuck!
“It’s interesting to note that the Chinese ideogram for crisis has two key characters,” says INSEAD Professor of Organisational Behaviour, Herminia Ibarra. “One stands for opportunity and the other for danger.”
...“We like to think that the key to a successful career change is knowing what we want to do next then using that knowledge to guide our actions,” she writes. “But studying people in the throes of career change crisis led me to a startling conclusion: change actually happens the other way around. Doing comes first, knowing second.”
March 15, 2013. Ioannis Ioannou (@iioannoulbs), Assistant Professor of Strategy and Entrepreneurship at London Business School and Heather Hancock, Managing Partner, Innovation Talent and Brand at Deloitte discuss corporate social innovation and how large organisations can use their skills, expertise and synergies to help solve major environmental and social challenges.
I just spent a few weeks in Japan and China on a book tour for the Japanese and Chinese versions of the Startup Owners Manual. In these series of 5 posts, I thought I’d share what I learned in China. All the usual caveats apply...
June 23, 2011 - Harvard Business Review recently sat down with Hitotsubashi ICS Professor Emeritus Ikujiro Nonaka and former Hitotsubashi ICS dean Hirotaka Takeuchi (now professor at HBS) to talk about what it means to be a leader who does what is right not only for his or her company, but also for the society. They recently wrote a Harvard Business Review article entitled The Wise Leader.
When Princeton professor Anne-Marie Slaughter published an essay in The Atlantic titled,
"Why Women Still Can't Have It All," in July 2012 (most popular article of all-time of The Atlantic), she touched a nerve
across generations and among both men and women, setting off a renewed
public debate on women's progress and work-life balance.
Slaughter recently visited campus as a guest lecturer in the
Authors@Wharton series and spoke directly to the people who she says
inspired her to write the piece: this generation's students. In an
interview for Knowledge@Wharton with Stewart Friedman, Wharton practice professor of management and director of the Wharton Work/Life Integration Project,
Slaughter, former director of policy planning for the U.S. State
Department, shares what it was like to draw back the curtain on her life
as someone perceived to "have it all," and why she passed up the
promotion of a lifetime to be with her family. She also suggests how
companies can make life better for both women and men, and what society
collectively must do to support the next generation.
An edited transcript of the conversation follows...
Christensen: I wrote a piece for The New York Times
just before the election. I was wrestling with a paradox. If you look
at the financial measures of prosperity in the economy, things seem to
be going just great, especially company balance sheets. They haven’t
been so strong in decades.
Howe: High market caps all around.
Christensen: It looks like the economy is emerging
from the recession in an exciting way, but we’re not creating more jobs
or income for the average person. And in all humility, I think I
articulated a simple model that explains why. The bad actors are
business school professors like me who have been teaching people what I
call the Doctrine of New Finance. We’ve encouraged managers to measure
profitability based on a return on net assets, or return on capital
employed. That encourages companies to liberate their capital, so they
invest in efficiency innovations, which means they can make more money
with fewer resources. But what the economy ultimately needs are
empowering innovations—like the Model T, the transistor radio.
Empowering innovations require long-term investments, which tie up
capital for years and years. So companies are using capital to create
more capital, and consequently the world is awash in capital but the
innovations we need to advance aren’t there.
Howe: What’s the solution?
Christensen: I don’t know the solution, but I
believe solutions exist. The government can’t dictate, “Oh, that’s an
empowering innovation and that’s not.” But what government can do is
create tax rates that transform what I call migratory capital into
productive capital. Migratory capital flows to investments that will
maximize the speed with which it can then be withdrawn, which plays to
the doctrine of new finance. Productive capital wants to stay on the job
and not go truant after 366 days.
Howe: Can we structure a tax code that encourages that?
Christensen: Absolutely. The idea would be to peg a
tax rate to the length of time the capital is deployed. The longer the
capital is invested, the lower rate it’s taxed at, until it gradually
approaches zero and maybe goes negative.