Tuesday, February 20, 2018

Department Seminar Series HILA LIFSHITZ-ASSAF - NEOMA - March 13th 2018




The Management Department
Department Seminar Series

 Hila Lifshitz-Assaf
NYU


 Tuesday, March 13th 2018
   Room N231 at 10:00 am (5.00 p.m in Singapore)

Theme:  “Navigating Through the Fog of Self-Organizing for Accelerated Innovation: 

A Study of Makeathons’ Product Development Process”


   Abstract: “The literature is extensive on “the innovation journey” of new product development processes in traditional forms of organizing that span months or years. Recently, hackathons and makeathons suggest accelerating the innovation process, the “journey,” into a “sprint” of only a few days. Moreover, this accelerated process is self-organized, absent of structure or guidance. The existing innovation literature would expect these ambiguity-enhancing conditions to result in failure to produce new working products. Yet this process often leads to working, innovative products. To investigate this puzzle, we closely study the product development process of 13 projects across two assistive technology makeathons. We find divergent reactions to these conditions that play a critical role in enabling successful development of working products for individuals with disabilities under this extremely limited time frame or not. Some projects navigated through the fog of self-organizing for innovation by “setting a course,” reducing ambiguity, while other projects were “tacking” through the fog, sustaining the self-organizing process and ambiguity. From a temporal perspective, the same time frame was interpreted very differently: the course setting projects compressed time whereas the tacking projects deepened time, perceiving this time frame to be discontinuous to their past and future ones. Only tacking projects were able to produce functioning new products by the end of the makeathon. This study contributes to theories on innovation processes, self-organizing, and temporality."

A

Management Department MOS - Maciej workiewicz - A Behavioral Theory of Problemistic Search

The Management Department & The Research Center
- MOS  WORKSHOP -

Maciej workiewicz

will present his paper

Tuesday, March 6th 2018
   Room N231 – 9:15 a.m in Cergy
4:15 p.m in Singapore

Theme: A Behavioral Theory of Problemistic Search”


Abstract: One of the central ideas in the Behavioral Theory of the Firm is that when organizations’ performance falls below aspirations, search is triggered to find solutions to the performance shortfall. However, empirical results on this triggering effect have been mixed. We argue and show based on a computational model, that these mixed results arise because aspirations not only function as a triggering mechanism but also encode the performance feedback into a simpler binary (satisfactory/ unsatisfactory) format better suited to boundedly rational decision makers. Our encoding view of aspirations not only explains prior mixed results but also leads to specific predictions under what conditions search will occur

Department Seminar Series BIRGIT SCHYNS - NEOMA - February 13th 2017

The Management Department
Department Seminar Series

BIRGIT SCHYNS

NEOMA
Tuesday, February 13th 2018


   Room N517 at 10:00 am (5:00 p.m in Singapore)

Theme:  Is it me or you? – How reactions to abusive supervision are shaped by leader behavior

and follower perceptions

Abstract: There is a growing interest in understanding the perceptual and attributional processes involved in reactions towards abusive leadership. Our research examines the influence of different leadership (constructive, laissez faire, low and high abusive) behaviors on follower reactions in two experimental studies. We also conducted a field study to validate our results further. Specifically, we focus on the role of perception of abusive supervision as a mediator (in the experimental studies) between leader abusive behavior and reactions as well as attribution as a moderator in the relationship between perception of abusive supervision and reactions. After conducting a pre-study, data from several samples were collected using first, a two point experimental design with vignettes (Study 1 and 2) and, second, a cross-sectional field study (Study 3). Regression analyses using bootstrapping as well as moderated regressions were used to test the hypotheses. Experimental variation of leadership behavior results in systematic differences in perceptions and reactions towards behaviors. Perception partly mediates the relationship between leadership behavior and reactions (Study 1 and 2). We also found that attribution moderates the relationship between the perception of abusive supervision and reactions in both Study 2 and 3. The differences in results between the studies reflect that in Study 1 and 2 abusive behavior was manipulated and in Study 3 actual leader behavior was assessed. The research presented here adds to our understanding of the processes involved in how abusive leadership influences reactions and the role that followers’ perceptions and attributions play in this relationship. Our research can help leaders to better understand their own role and the followers’ role for the perception of abusive supervision and reactions towards those behaviors. Our results highlight that the avoidance of abusive supervision should be taken seriously and followers’ perception and suffering is not only due to subjective judgment but reflects actual differences in behavior. However, in practice, abusive behaviors might sometimes be ambiguous.

Monday, February 19, 2018

Club AgroAlia - La levée de fonds - L'oeil de l'expert

Mardi 13 février, AgroAlia, le club des entreprises de l'agroalimentaire de la CCI Paris et Ile de France réunissait ses membres pour parler de la levée de fonds. En première partie, Matthieu Vincent, fondateur de DigitalFoodLab, présentait ses réflexions et exposait ses conseils pour bien gérer une levée de fonds. En deuxième partie, j'apportais mon témoignage sur la manière dont je décrypte les dossiers qui me sont confiés, les points d'attention et les astuces que nous déployons, comme experts, pour nous assurer de la qualité du projet, mais surtout de l'aptitude de l'équipe à mettre en oeuvre avec succès le projet proposé.

L'ESSEC est partenaire d'AgroAlia. 

Contact AgroAlia : ebeiner@cci-paris-idf.fr et à l'ESSEC (Olivier Fourcadet)

Intervention lors de la convention 2018 des cadres de Septodont

Septodont est une entreprise méconnue du grand public. Il s'agit cependant d'un des leaders mondiaux des anesthésiques dentaires et d'autres produits pour les dentistes. Cette entreprise vient de fêter son 85 eme anniversaire. Son siège est en région parisienne (à Saint Maur des Fossés dans le Val de Marne). Elle dispose de 6 sites de production dans le monde et ses produits sont distribués dans 150 pays.

C'est avec un grand plaisir que j'ai accepté l'invitation de ses dirigeants d'accompagner les équipes de Septondont dans leurs réflexions stratégiques lors de leur convention annuelle 2018, à Paris.

Septodont est une également une entreprise impliquée dans l'accompagnement social. Ainsi Septodont a lancé il y a plusieurs mois la première école Sociale du numérique.

Sunday, February 18, 2018

Communication: Stratégie de sortie dans les industries déclinantes

Je suis heureux de présenter mon article intitulé

"Il faut savoir quitter la table de jeu, au bon moment!" 

lors de la



February 22-23/22-23 Février 2018, Collège des Bernardins, Paris

En suivant la perspective développée par E. Morin sur la relation entre l'incertitude et la stratégie (

« Alors que l'ignorance de l'incertitude conduit à l'erreur, la certitude de l'incertitude conduit... à la stratégie » - Morin, 1986), je m'attache à mieux identifier les causes et les zones d'incertitudes associées à la sortie d'une entreprise dans une industrie déclinante. Pour cela j'utilise comme colonne vertébrale, le modèle développé par Ghemawat et Nalebuff (1985) dans l'industrie du rafinage du minerais d'aluminium que j'applique, après des adaptations substantielles des structures de coûts des établissements, au secteur de la viande bovine. La zone d'incertitude en phase terminale est délimitée par l'existence d'un équilibre unique (sous-jeux) vs l'existence de deux équilibres de Nash. Nous aboutissons à la première conclusion que la similitude de la taille des établissements est la principale source d'incertitude. En général, les établissements les moins efficients (habituellement les établissements de petite taille) sont les derniers à sortir s'ils sont confrontés à des établissements de grande taille. Le système initial est ensuite élargi pour prendre en considération :
  1. La phase de désinvestissement au cours de laquelle les entreprises ferment certains de leurs établissements pour s'ajuster à une demande déclinante. Cette phase précède la phase terminale. La recherche d'efficience, en éliminant les établissements les moins productifs, produit un affrontement incertain dans la phase terminale.
  2. Les relations verticales que les entreprises entretiennent avec leurs fournisseurs et avec leurs clients. Le maillon le plus faible d'une chaine limite la force de l'ensemble de la chaine. La fermeture d'un établissement de taille importante dans un maillon de la chaine de valeur produit des effets sur les entreprises des autres maillons. Plus particulièrement, elle force les entreprises dont la taille est la plus grande à quitter la table du jeu. Cette observation débouche sur des possibles stratégies d'alliance entre clients et fournisseurs.
Cette modélisation suggère que les entreprises qui souhaitent gérer de manière idéale leur sortie doivent former des alliances verticales et s'attacher à gérer un dilemme lors de la phase de désinvestissement, entre éliminer leurs établissements les plus efficients pour se placer en position de sortir plus tardivement ou de tirer des bénéfices immédiats en éliminant leurs établissements les moins efficients. Cette décision est, elle-même, affectée par des jeux complexes d'interactions horizontales et verticales.

Cette communication sera disponible sur demande par e-mail (fourcadet@essec.edu) ou dans les actes de la conférence.

Tuesday, January 16, 2018

Management Department MOS – ALLYING UNDER UNCERTAINTY: R&D MULTIMARKET CONTACT AND ENTRANT-MARKET INCUMBENT ALLIANCE FORMATION


The Management Department & The Research Center
- MOS  WORKSHOP -

Ha Hoang & Archita Sarmah

will present their paper

Tuesday, January 23rd 2018
   Room N231 – 9:15 a.m in Cergy
4:15 p.m in Singapore

Theme: Allying Under Uncertainty: R&D Multimarket Contact and Entrant-Market Incumbent Alliance Formation”

Abstract: This study examines the decision by an entrant to form an alliance with a R&D market incumbent who is already present with active R&D projects. We examined the collaborative entry decisions of 62 biopharmaceutical firms into 189 R&D markets over a 10-year period. While accounting for firm, dyad, and market-level influences, our analysis reveals that increasing levels of R&D multimarket contact (MMC) facilitates entrant-market incumbent R&D alliance formation. Furthermore, when a market incumbent has footholds in shared markets that constitute the entrant’s spheres of influence, the likelihood of R&D alliance formation between them increases. R&D MMC thus facilitates alliance formation in exploration contexts by reducing uncertainty and raising the prospects of future collaborative gains.  Implications for alliance formation, multimarket contact and competitive dynamics are discussed. 

Department Seminar Series MONA MENSMANN - LEUPHANA UNIVERSITY- January 16th 2017


The Management Department
Department Seminar Series

Mona Mensmann

LEUPHANA UNIVERSITY


 Tuesday, January 16th 2017

   Room N231 at 9:30 am (4.30 p.m in Singapore)

Theme“Teaching personal initiative beats traditional training in boosting 

small business in West Africa”


   Abstract: "Standard business training programs aim to boost the incomes of the millions of self-employed business owners in developing countries by teaching basic financial and marketing practices, yet the impacts of such programs are mixed. We tested whether a psychology-based personal initiative training approach, which teaches a proactive mindset and focuses on entrepreneurial behaviors, could have more success. A randomized controlled trial in Togo assigned microenterprise owners to a control group (n = 500), a leading business training program (n = 500), or a personal initiative training program (n = 500). Four follow-up surveys tracked outcomes for firms over 2 years and showed that personal initiative training increased firm profits by 30%, compared with a statistically insignificant 11%for traditional training. The training is cost-effective, paying for itself within 1 year."

Wednesday, November 8, 2017

Department Seminar Series NEVENA RADOYNOVSKA - KELLOGG SCHOOL OF MANAGEMENT - December 7th 2017


The Management Department
Department Seminar Series

Nevena Radoynovska

KELLOGG SCHOOL OF MANAGEMENT



 Thursday, December 7th 2017
   Room N517 at 10:00 am (5.00 p.m in Singapore)


ThemeEntrepreneuring Your Life” or Entrepreneurship for Growth: Means Versus Ends-Based Theories of Social Impact Through Entrepreneurship”



      Abstract: "How do organizational actors in local entrepreneurial ecosystems understand their role in tackling “grand challenges” and effecting social change? National governments and supranational institutions increasingly promote entrepreneurship as a solution to socio-economic disparities across individuals, communities and regions. Yet, despite impressive growth in public and scholarly attention to the latter, we know surprisingly little about how, and to what extent, such initiatives succeed or fail in achieving social impact. This paper argues that a primary reason for the inconclusive evidence is that, although scholarship has recognized the multifaceted nature of the input (different forms of entrepreneurship), it assumes a much narrower conceptualization of the outcome (social impact), without adequately examining how organizations construe their role in effecting social change. This paper builds on recent theoretical frameworks for understanding the role of private organizations in positive social change by studying an initiative to promote entrepreneurship in disadvantaged communities in France (colloquially known as banlieues). I take a grounded-theory approach, relying on 46 interviews with entrepreneurs and organizations that support entrepreneurs(hip) in the banlieues, as well as archival and observational data. I theorize that what appears to be a broad policy towards reducing community inequalities through entrepreneurship is translated locally by organizations as two distinct approaches: a means- versus an ends-based approach. Notably, the latter constitute divergent organizational theories of social impact, based on different (1) targets of impact, (2) measures of impact, and (3) identified barriers to achieving impact, across multiple levels (individual, community, societal). Ultimately, means- versus ends-based theories carry distinct implications for evaluating organizations’ social impact. The paper contributes to a cross-level perspective on the relationship between organizations, entrepreneurship, and positive social change."

Department Seminar Series NISHANI BOURMAULT - NEOMA - November 14th 2017


The Management Department
Department Seminar Series

NISHANI BOURMAULT

NEOMA


Tuesday, November 14th 2017
   Room N231 at 10:00 am (5.00 p.m in Singapore)


Theme“When Stepping Up Also Means Stepping Down: Managerial Role Transitions for Members of High Reliability Occupations”



Abstract: "In past literature on work transitions into managerial roles, a key challenge for newcomers is assumed to be the increase in responsibility that the new job entails. However, little attention has been paid to individuals’ occupational backgrounds before transitioning. To better understand managerial transitions, this study compares the shifting responsibilities of supervisors coming from a high-reliability occupation, where small errors can lead to serious consequences, versus a low-reliability occupation, where such concerns do not exist. Drawing mainly on interviews with former Paris subway drivers (high-reliability) and station agents (low-reliability) now promoted to supervisors, we analyze the change in “responsibility” experienced during such a transition. We find that this responsibility has multiple facets, some of which actually lessen as one moves up. For subway drivers, stepping up into a managerial role entails lower task significance, lower temporal immediacy, and lower task independence; creating a certain loss of what we label “personal” responsibility. By contrast, former station agents reported no such loss. Building on the imprinting literature, we suggest that workers coming from high-reliability occupations might experience a similar “managerial blues.” Overall, our findings shed light on how specific occupational backgrounds shape the experience of responsibility when moving up the hierarchy."