Seminars

CONTRACTS, ‘SOCIETAS’ AND CONSTITUTIONS : FORMS OF RIGHT SHARING IN ECONOMIC ORGANIZATION

Management & Human Resources

Speaker: Anna GRANDORI
Professor of Business Organization , Bocconi University , Italy

9 April 2014 - T022 - From 2:00 pm to 3:30 pm

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This paper explores alternative configurations of right sharing in economic organization in terms of the types of right shared (decision, reward, asset ownership) and the mode of sharing (via contracts or not). First, it is argued that what contracts can do in terms of right sharing is generally under-appraised, partly due to a narrow notion of contract prevailing in economics and in the Common Law contexts in which it has been elaborated. That notion is criticized, and a revised and extended typology of possible contracts proposed, infusing insights and juridical foundations from Civil Law and European traditions – in particular the possibility of right sharing (including property rights) and constitutional contracts establishing various forms of ‘societas’. Next, the different types of contracts are connected to the sharing of decision rights allowed by different organizational architectures. As a result, a typology of right sharing configurations is developed, and filled with examples of arrangements that recent empirical research reports as actually adopted in economic organization. The various forms of right sharing are not just described as possible or as prescribed by law, but reconstructed and comparatively assessed as efficient, effective and equitable modes of governing cooperation and exchange under increasing levels of uncertainty, knowledge distribution and interdependence.

Women Innovators: Challenges and Opportunities

Management & Human Resources

Speaker: Mengzi JIN
Singapore Management University

7 November 2018 - S211 - From 11:30 am to 1:00 pm



Innovation typically involves generating multiple novel ideas and selecting the most promising one for implementation. In this research, I examine how gender influences idea selection during the innovation process. I theorize that although women are equally capable as men in generating highly novel ideas, women and men differ in “novelty avoidance” during idea selection - the extent to which individuals refrain from pursuing the most novel ideas they have generated. In a laboratory study where students were instructed to make creative short-films for the university, I found support of the hypothesis. In a second laboratory study where students were instructed to make creative photo collages for the university, I found that the gendered effect is moderated by the presence of women in judging panels. Specifically, women’s novelty avoidance tendency is mitigated when there are more women appeared in the judging panel. In the third study conducted on a creative crowdsourcing platform featuring a sample of freelancers, I replicated the gender difference in novelty avoidance and found that fear of social backlash from demonstrating high creativity explains women’s novelty avoidance tendency. Overall, my work advances current understanding of the challenges and opportunities that women innovators face, thereby helping to close the gender gap in innovation and entrepreneurship.

The Double-Edged Sword Effect of Team-Level Proactive Personality on Team Performance: Team Potency and Team Cohesion as Mechanisms

Management & Human Resources

Speaker: Ruixue ZHANG
The Hong Kong University of Science and Technology

5 November 2018 - T104 - From 11:45 am to 1:15 pm


Abstract

While research has largely shown a positive linear relationship between proactive personality and job performance at the individual level, we know relatively little about how proactive personality functions and whether the same relationship holds at the team level. This study proposes a curvilinear relationship between team-level proactive personality and team performance and considers team potency and team cohesion as two explanatory mechanisms. In Study 1, using data collected from 94 teams in four companies, we established an inverted-U-shaped relationship between team-level proactive personality and team performance. In Study 2, using data collected from a sample of 101 nursing teams from three hospitals, we replicated the inverted-U-shaped relationship and further demonstrated that the relationship is mediated by team potency and team cohesion, respectively. Specifically, at low to moderate levels, team-level proactive personality increases team potency and team cohesion, but at moderate to high levels, such relationships become negative. Team potency and team cohesion are positively related to team performance and thus mediate the relationship between team-level proactive personality and team performance.

Keywords:
team-level proactive personality; team potency; team cohesion; curvilinear relationship

We’re not like those crazy hippies: the formation of an occupational group from a social movement mandate

Management & Human Resources

Speaker: Grace AUGUSTINE
Kellogg School of Management

31 October 2018 - S211 - From 11:00 am to 12:30 pm


Women and The Crowd: Justifications Entrepreneurs Use in Their Crowdfunding Pitches

Management & Human Resources

Speaker: Srinivas Santosh
University of Texas, Austin

30 October 2018 - Bernard Ramanantsoa room - From 8:45 am to 10:15 am


WHAT ABOUT THOSE LEFT BEHIND? UNDERSTANDING THE IMPACT OF COLLEAGUE EXIT ON THE CAREERS OF COLLABORATIVE WORKERS

Management & Human Resources

Speaker: Tracy Anderson
The Wharton School

30 October 2018 - S211 - From 11:00 am to 12:30 pm


Contacts  

Management & Human Resources Department  

Campus HEC Paris
1, rue de la Libération
78351 Jouy-en-Josas cedex
France

Featured Faculty  

Philippe GAUD

Management and Human Resources

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