Tuesday, July 31, 2012

Comprendre et identifier les consommateurs qui ont tendance à tout garder

PINSON Christian, GUILLARD Valerie
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Recherche et Applications en Marketing, 27, 3(2012) 57-79

Les consommateurs doivent fréquemment prendre une décision concernant des produits encore utilisables mais dont ils n’ont plus l’utilité et qui ne valent pas, à leurs yeux, la peine d’être revendus. Cet article montre que certains consommateurs ont tendance à les garder au lieu de s’en débarrasser. Deux études qualitatives et neuf études quantitatives ont permis d’analyser ce comportement récurrent et de proposer une échelle de tendance à « tout » garder composée de quatre dimensions (instrumentale, sociale, économique et sentimentale). Nous montrons que cette tendance peut être un frein lors du processus de remplacement des produits : un consommateur qui a tendance à « tout » garder risque de repousser cette décision de remplacement s’il ne sait pas quoi faire du produit remplacé.

Monday, July 30, 2012

Friday, July 27, 2012

GODART Frederic
Trend Networks: Multidimensional Proximity and the Formation of Aesthetic Choices in the Creative Economy Regional Studies (2012)

In sociology, a key challenge is to comprehend the formation of aesthetic choices in the highly uncertain settings of the creative industries. The multidimensional proximity perspective—which goes beyond the geographical—developed in economic geography can be used to complement sociological approaches to the formation of choices in creative contexts. The question is explored using a comprehensive large-scale longitudinal dataset of high-end fashion organizations and their selection of stylistic trends presented at bi-annual fashion shows. Using a social network analysis approach, proximity constructs (geographical, temporal, organizational, and status-based) are used to explain the choice of trends conceptualized as temporary proximity.

Thursday, July 26, 2012

GODART Frederic, BARKEY Karen
Empires, Federated Arrangements, and Kingdoms: Using Political Models of Governance to Understand Firms’ Creative Performance Organization Studies34, 1 (2013) 79-104

Firms can be conceived as political entities in which various stakeholders struggle against each other to reach goals. From this standpoint, the organizational structure of a firm, together with the power relations and strategies deployed by stakeholders, constitute a governance regime. It is understood that the economic performance of a firm is impacted by the type of governance regime which is at play among its different stakeholders, but little is known on the effects of governance regimes on organizational creative performance. Adopting a center/periphery perspective, we look at business groups, a well-known type of business firm in creative settings. A salient question is thus to know how firms affiliated to various types of business groups perform vis-à-vis unaffiliated firms, and what are the underlying political processes. We define three different regimes of governance—empires, federated arrangements, and kingdoms—each characterized by specific regulation and integration features. Regulation refers to the type of rule (from the center to the periphery), to the autonomy of peripheral entities, and to the regime’s level of flexibility; integration captures the extent to which projects of the center and the periphery are consonant as well as the local elites’ type of mobility. We devise empirical tests for a realm of the creative economy by employing organizational and network analysis of 293 fashion houses over seven seasons. Overall we find that, although both empires and federated arrangements perform better than kingdoms, federated arrangements perform best in creative contexts because they are hybrids of empires and kingdoms.
YANG Yinping, FALCAO Horacio, DELICADO Nuno, ORTONY Andrew
Effects of Communicating Issue Priority for Preference Tradeoffs in Agent-human Negotiations
INSEAD Working Paper 2012/71/DS

This study explores the consequences of a software agent volunteering one of its issue priorities and inviting its human counterpart to reciprocate in order to obtain preference tradeoffs in a multi-issue e-commerce negotiation scenario. Results indicated that while the agent followed the same negotiation strategy algorithm, agent-human dyads achieved better agreement rate and joint outcomes, and the human negotiators experienced more positive post-negotiation affect when the agent volunteered to communicate an issue priority than when it didn’t. The findings have implications for automated negotiation research and practice.

Tuesday, July 24, 2012

Global Strategic Management, 3rd ed., Palgrave Macmillan (2012) 560 p.

How many of us are aware that HSBC, 'The World's Local Bank', originated in Hong Kong and Shanghai? Business managers need to have a global vision in order to be successful, with the skills to formulate and implement strategy across borders. Global Strategic Management lays down the foundations of 'traditional' strategy theory from a global perspective, while highlighting issues unique to companies operating worldwide and discusses truly 'transnational' firms, whose place of origin can no longer be pinpointed. The third edition of this popular text offers substantially revised chapters on Emerging global players and Global trends, as well as more coverage of ethics and sustainability, and outsourcing and offshoring. It also includes: • All new Mini Cases with questions, to help you analyse the activities of 'transnational' firms such as Shell, Danone, Siemens and eBay • New Examples which are highlighted throughout, demonstrating how each aspect of theory has been applied in real-life organisations • New and improved learning features to aid your understanding and help with revision Visit www.palgrave.com/business/lasserre3e for self-test questions, useful weblinks and resources, links to long cases online and a searchable glossary. Lecturers can access PowerPoint presentations, a lecturer manual and a testbank.
Finalist, 2012 Blackrock/NACD Award
Corporate Governance & Responsible Investment

"Balancing Short-term Earnings and Long-term Competitiveness: How Does Corporate Governance Affect Competitive Behavior under Earnings pressure?"

FALCAO Horacio
A Competition Without Winners or Losers? The Ontogeny of a New Negotiation Event Format in Assessing Our Students, Assessing Ourselves C. Honeyman, J. Coben, N. Ebner (Eds.) DRI Press (2012)

This article challenges the competition format so well-spread around the world in that it creates serious challenges for the teaching of integrative negotiation strategies. The premise is that by the very nature of the competition format, the students are pushed away from integrative strategies since the format itself demands a winner and a loser, thus favoring distributive strategies only. The article goes on to argue that competition formats are unnatural compared with real life post-graduation, since negotiation reality often requires a mix of integrative and distributive strategies to work best. The core of the article is dedicated to making recommendations of other negotiation event formats that can generate the same benefits as the competition without the drawbacks highlighted in the first part of the article
FALCAO Horacio, DELICADO N. et al.
Assessing Negotiation Competitions in Assessing Our Students, Assessing Ourselves C. Honeyman, J. Coben, N. Ebner (Eds.) DRI Press (2012)

For many students, the first moment when “the rubber hits the road” in their learning is when they themselves hit the road, at a multi-institution competition. Across a remarkable array of institutions and cultures, the authors assess what has been learned about assessing students in competition environments. Noting that by definition, a competition requires winners (or does it? See next chapter: A Competition Without Winners or Losers? The Ontogeny of a New Negotiation Event Format) they suggest that students might be judged either by the “outcome” of the negotiation, or in combination with or exclusively by criteria more related to “style and process,” in the way that competitions in gymnastics, figure skating and diving are judged.

Monday, July 23, 2012

Are you a Victim of the Victim Syndrome
INSEAD Working Paper 2012/70/EFE

People who suffer from the victim syndrome are always complaining about the “bad things that happen” in their lives. Because they believe they have no control over the way events unfold, they don’t feel a sense of responsibility for them. One moment, they present themselves dramatically as victims; the next, they morph into victimizers, hurting the people trying to help them and leaving would-be helpers with a sense of utter frustration. People with a victim mentality display passive-aggressive characteristics when interacting with others. Their behavior has a self-defeating, almost masochistic quality. The victim style becomes a relational mode—a life affirming activity: I am miserable therefore I am. In this article, I present three examples of people with this syndrome and a checklist that can be used to identify sufferers. I also discuss the concept of secondary gain—the “benefits” people get from perpetuating a problem—and the developmental origins of the victim mind-set. The article ends with advice on how to help people who suffer from the victim syndrome.
WEBBER Douglas
How Likely is it that the EU will Disintegrate? A Critical Analysis of Competing Theoretical Perspectives Euroscope (Sussex European Institute) 49 (2012) 57-59

During the last half century, the EU has proved to be an extremely robust regional organisation, bea-ring out the prognosis of its founding father, Jean Monnet, that ‘Europe will be forged in crises and will be the sum of the solutions adopted for these crises’. The on-going crisis of the euro since 2010 has nonetheless raised the spectre of the disin-tegration of the eurozone, if not of the EU itself. Given that in history most other regional organisa-tions have failed, it would be naïve simply to assu-me that the EU will be spared this fate.
WEBBER Douglas
Regionalism and EU-Asian Relations: Patterns, Trends and Determinants in The Palgrave Handbook of EU- Asia Relations Thomas Christiansen, Emil Kirchner, Philomena Murray (Eds.) Palgrave Macmillan (2013)

Relations between Europe and Asia are not nearly as close, intensive and multi-dimensional as those linking Europe and the US or the US and Asia. They have not been transformed as much as was widely anticipated in the 1990s. This chapter explores how patterns and trends in regionalism in Europe and Asia have affected the evolution of relations between the two regions. It assesses how different patterns of regionalism have shaped and constrained the scope for genuine interregional cooperation. Identifying the end of the Cold War as a watershed in the history of regional cooperation in both Europe and Asia, it shows how this geopolitical earthquake has reduced the significance of the relationship to both sides, compared with intraregional relations. It concludes that, even as the weight of Asian countries in the world economy continues to grow, this state of affairs is unlikely to undergo any radical change.
When Spending Hurts European Business Review (2012) 41-43

Thorstein Veblen coined the term conspicuous consumption in 1899 to describe spending with the intention of gaining social status.1 Back then, large estates, vintage silverware, and expensive clothes were the typical symbols of status and they were only available to the privileged few. With rising income and the emergence of a large consumer class, conspicuous consumption became a common phenomenon observed in all tiers of society. Today poor households spend a greater proportion of their budget on conspicuous consumption than richer households2,3 and this conspicuous consumption often comes at the expense of spending on healthcare and education4,5 and at the expense of saving, leading to increased household debt and bankruptcy.6,7 For example, in the years leading up to the recession, the saving rate in the US was only 1% in the lowest income quintile as opposed to 24% in the highest quintile.8 Still, we do not fully understand why people engage in conspicuous consumption and what could be done to encourage consumers to think more about their long-term needs rather than zero-sum status games. For example, an important question for social scientists and policy makers is whether increasing social equality would necessarily reduce status competition, and when it may actually backfire and encourage conspicuous consumption.

Friday, July 20, 2012

AVCI Buket, LOUTFI Zeina, MIHM Jürgen, BELAVINA Elena, KECK Steffen
Under the Influence: Newsvendor Decisions in a Social Context Production & Operations Management Forthcoming

Friday, July 13, 2012

A Game Theoretic Model of International Influenza Vaccination Coordination

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Management Science 59, 7 (2013) 1650-1670

Influenza vaccination decisions in one country can influence the size of an outbreak in other countries due to interdependent risks from infectious disease transmission. This paper examines the inefficiency in the allocation of influenza vaccines that is due to interdependent risk of infection across borders and proposes a contractual mechanism to reduce such inefficiencies. The proposed contract is based on an epidemic model that accounts for intranational transmission and that from a source country where the dominant strain emerges. The contract reduces the overall financial burden of infection globally and improves the total number infected by seasonal influenza outbreaks. This is consistent with recent recommendations to improve pandemic preparedness. Numerical experiments demonstrate that the benefits of the contract can prevent millions of influenza cases and save tens of millions of dollars and that the benefits are even greater when cross-border transmission is higher, even if cross-border transmission parameters have moderate estimation errors.

Thursday, July 12, 2012

Credit Standards and Segregation
INSEAD Working Paper 2012/68/EPS revised version of 2011/87/EPS

How do credit standards on the mortgage market affect neighborhood choice and the resulting level of urban segregation? To answer this question, we first develop a model of neighbourhood choice with credit constraints. The model shows that a relaxation of credit standards can either increase or decrease segregation, depending on racial income gaps and on races' preferences for neighborhoods. We then estimate the effect of the relaxation of credit standards that accompanied the 1995_2006 mortgage credit boom on the level of school segregation. Census tract racial composition is strongly correlated with the racial composition of the 10 closest schools in the cross section. Matching a national data set of mortgage originations with annual racial demographics of each of the public schools in the United States from 1995 to 2006, we find that the relaxation of credit standards has caused an increase in the segregation of blacks through a lower exposure of blacks to hispanics and whites.

Monday, July 9, 2012

SOSA Manuel
Realizing the Need for Rework: From Task Interdependence to Social Networks
INSEAD Working Paper 2012/67/TOM revised version of 2011/79/TOM

Design rework is a core phenomenon in new product development. Yet carrying out design rework presupposes recognizing the need for it. We characterize the types of interpersonal knowledge transfer that help developers realize the need for design rework in new product development (NPD). Although realizing the need for rework might initially be perceived as negative (since it triggers the repetition of tasks that were once considered finished), it is ultimately positive because the resulting (corrective or completion) actions lead to higher-quality products. As predicted by the NPD literature, we find that individuals who interact frequently with colleagues to address their task interdependences are more likely to realize the need for rework. We also learn that interacting with colleagues who have different expertise in process-related knowledge (as opposed to product-related knowledge) facilitates realizing the need for rework. However, to develop a deeper understanding of how individuals recognize the need for rework when interacting with others, we must expand our views beyond task interdependence and expertise-related factors. In particular, organizational variables—both formal and informal—play a significant role. With respect to formal hierarchical structures, actors of superior rank are less likely to realize the need for rework regardless of whether or not their interacting partner is of superior rank; however, actors of superior rank are more likely to trigger realizing the need for rework when interacting with partners of subordinate rank. By examining an organization’s informal structure, we discover that the social “embeddedness” of developers (i.e., the energy and attention invested in a dyadic relationship) significantly influences their propensity to realize the need for rework. Several related hypotheses are tested in a sociometric study conducted within the development department of a software company, after which we discuss the implications for behavioral operations in new product development.
Build, Borrow or Buy: Solving the Growth Dilemma Harvard Business Review Press(2012) 208 p.

Business ecosystems change constantly. Opportunities come and go and the race is won by the most agile. Today’s business leaders know all too well that to compete and grow, they must regularly expand or reinvent – but how should they go about bridging the resource gap? No matter their size or pedigree, firms have a limited number of options: they can innovate internally (build); enter into contracts or alliances and joint ventures (borrow); or merge or acquire (buy). Three clear choices – it seems simple enough – but in their new book, BUILD, BORROW, OR BUY: SOLVING THE GROWTH DILEMMA (August 21, 2012, Harvard Business Review Press) Laurence Capron and Will Mitchell show how ineffectively most companies plan for growth. Drawing on two decades of research and interviews with senior executives across the world, the authors present a step-by-step Resource Pathways Framework that helps business leaders assess the potential benefits and risks of all the possible sourcing modes for their company, and select the best option for each new growth initiative. Throughout the book Capron and Mitchell present cautionary tales of poorly considered growth plans including those of Schering-Plough, Toys 'R' Us, the Indian automotive firm Hero, and BP’s beleaguered Russian ventures. But case studies from Cisco, Johnson & Johnson, and GE in the USA, Danone in Europe, Massmart and MTN in Africa, Tata in India, Banco Itaú in Brazil, Coca-Cola FEMSA in Latin America, and others both large and small, illustrate how firms grow more quickly and with less disruption by implicitly following Resource Pathways Framework principles. The core message is clear: firms that learn to select the right pathways to obtain new resources gain competitive advantage. 
For more information, visit www.build-borrow-buy.com 

You can download the first chapter at the following page:
This chapter - The Resource Pathways Framework - presents the core framework that outlines the main criteria for firms to choose between the three main growth pathways, Build (Internal Development), Borrow (licensing & alliances) and Buy (M&As).