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Specialized in education and research in management, HEC Paris offers a complete and unique range of educational programs for the leaders of tomorrow: Masters Programs, MBA, PhD, HEC Executive MBA, TRIUM Global Executive MBA and Executive Education open-enrolment and custom programs.
Founded in 1881 by the Paris Chamber of Commerce and Industry and founding member of ParisTech, HEC Paris has a permanent faculty of 115 professors, more than 4,000 students and over 8,500 managers and executives in training every year.
The Master in Management - Grande Ecole Program is designed for students who hold a Bachelor’s degree in any field. The 1st academic year is comprised of general business courses; the 2nd academic year is devoted to the student’s area of specialization.
The school selects students that show the highest potential and then guides them towards the top careers in management. The vocation of the Grande Ecole program is therefore to train its students to become leaders, capable of anticipating changes in the world and of playing a responsible role within it.
HEC successfully meets this exciting challenge by:
- systematically registering all of the knowledge transmitted at HEC at the forefront of research, in all fields of management science;
- being up to date with the on-the-field practices and expectations of the businesses that the school has maintained extremely close relations with since its creation and developing leadership and entrepreneurial skills amongst the students;
- giving all its students the opportunity to have a more international outlook from the beginning and throughout their school life, whether this is through exchanges or double degrees or even on the campus itself, where more than 95 nationalities are brought together.
The Specialized Masters and MSc provide students with a specialization in a sector or a function. Lasting 8 to 12 months and taught full-time, they are aimed at candidates, with little or no professional experience, who have graduated from higher education in France or abroad, and wish to acquire an expertise in a specific field of management.
Six programs are offered in English: MSc in International Finance (with one option in Real Estate conferring a double degree with the University of Wisconsin), Masters in Strategic Management, MSc in International Business, MSc in Managerial & Financial Economics, MSc in Marketing, MSc in Sustainable Development.
Five programs are offered in French: Specialized Masters in International Law and Management, Specialized Masters for Entrepreneurs, Specialized Masters in Projects Management, Specialized Masters in Intelligence Marketing, Specialized Masters in Media Arts and Creation.
One program, two options: 16-month full-time MBA and 24-month part-time MBA.
The HEC MBA is divided into 2 phases. During the fundamental phase participants gain a solid foundation in 11 core business subjects. In the customized phase participants tailor the MBA to suit their individual career paths in selecting from a range of business concentrations, corporate experience and international exchanges.
Participants gain hands-on, practical experience through seminars integrated into the curriculum, such as the MBA Tournament and the off-campus leadership seminar at St-Cyr Military Academy.
The program offers participants a unique and valuable experience of being immersed in a student body of highly diverse nationalities, academic and professional backgrounds. Teamed with exceptionally talented peers, participants motivate each other to achieve, to realize their full potential and ultimately develop and sharpen their leadership skills.
A unique program: 8 majors • 5 locations • 1 single diploma
Specifically built to provide to the managers and to the executives around the world the opportunity to choose from eight majors, but also to follow their courses in five different international locations. The HEC Executive MBA is a program aimed toward senior executives around the world willing to accelerate and boost their career at the mid-term of their professional lives. The main values of our education program are based on strategy, change management, leadership and entrepreneurship.
The Executive MBA is conducted in Paris, Beijing, Shanghai, St. Petersburg and Doha and allows you to remain either in your home track throughout the program, or to take classes within different environments.
In order to fulfill the needs of the executives in today's world, we offer eight different majors: Entrepreneurship & Innovation, Differentiation and Innovation, Global Business Perspectives, Aerospace & Aviation Management in an Energy-Concerned Economy, Telecom & Digital Business, Services and Luxury Management. These majors will allow participants to specialize themselves in a specific field and increase their knowledge in various sectors.
TRIUM Global Executive MBA enables executives to understand the world, as it is today and will be tomorrow.
Ranked #3 Executive MBA worldwide by the Financial Times, it is a unique degree jointly awarded by 3 world-renowned universities: HEC Paris, London School of Economics & Political Science, New York University Stern School of Business.
Speed up your career!
Ranked #1 worldwide for Executive Education by the Financial Times, we offer training programs for business leaders and host over 8,500 executives and managers from the whole world. Our mission is to assist companies in training managers, future managers and leaders.
Our desire is to offer executive education programs specifically built for managers and executives. They allow you to gain perspective by revisiting your convictions, learn from the diversity of participants in the class and offer proximity and access to corporate issues. HEC Executive Education relies on the excellence of the faculty of HEC Paris, the expertise of its external speakers and the international reputation of its research in order to offer its customers a unique and unforgettable experience.
HEC Paris offers:
- a 4-year full-time doctoral program fully taught in English that meets the highest international standards
- a program which fosters originality, innovation and the ability to advance the frontier of management knowledge
- a first year dedicated to courses to give you a grasp of research skills and advanced conceptual frameworks in your field
- supervision by a world-class Faculty engaged in cutting-edge research
- placement at top-level academic institutions around the world.
If you are a university-level student or recent graduate (from any discipline) seeking an academic challenge and multi-cultural learning experience, our summer school experience is for you.
At the HEC PARIS Summer School, we will sharpen your mind, develop your analytical and decision-making skills, help you grasp complex challenges and strategic opportunities in today’s global economy.
The faculty is central to knowledge creation and dissemination at HEC. Our 115 permanent faculty (over half are from outside France) work on internationally acclaimed research in most of the major disciplines of management, reflecting the diversity of thought and cultures, the open-mindedness and the exacting intellectual standards promoted at HEC.
The permanent faculty is reinforced by 94 affiliate professors bringing their academic and professional skills to HEC's students and program participants, and 40 visiting professors each year who come to teach and carry out research alongside HEC's own professors.
All these professors enhance HEC's courses and programs through their research work, original teaching materials, and personal interaction with the business world; they contribute to corporate reflection on management issues and are involved in national and international scientific community debates.
At HEC Paris, companies find what they are looking for: interns, young graduates, MBA graduates, executive education programs, professors to work with on research or teaching projects. Drawing from this positive experience, some of them decide to support HEC's development and become HEC corporate partners.
- 2,000 internships
- 250 companies attending recruitment events on campus in 2012
- 18 Chairs and Center
- 47 HEC Foundation corporate partners
- 80 Club Campus partners
- 8,500 Executive Education participants
In the 'News Room', find everything you need to know about HEC Paris, our programs, faculty, international relationships, corporate partnerships and life on campus. In the blink of an eye, discover what the press says about HEC with our latest news postings.
If you're looking for a logo, photo or someone to contact, you can also find it here!
7 November 2014 - Room T004 - From 2:00 pm to 4:00 pm
Neda Ebrahim Khanjari
Assistant Professor in Management , The School of Business, Rutgers University
3 October 2014 - HEC Paris - Jouy en Josas Campus - Building S - Room S119 - From 10:30 am to 12:00 pm
In many industries, manufacturers pay commissions to retailer-hired sales agents to boost the demand for the manufacturers' products, and this type of payments are often called sales incentive fund (spiff). In this paper, we study the implications on the supply chain performance when a retailer hires sales agents but a manufacturer may obtain the capability to directly pay commissions to the retailer's sales agents. We show that when a manufacturer obtains the capability to pay spiffs directly to retailer-hired sales agents, the exact value of the wholesale price charged by the manufacturer to the retailer does not affect the equilibrium profits of the supply chain members, the effort level of retailer-hired sales agents, and the retail price of the retailer. In addition, when the manufacturer's wholesale price is exogenous, the retailer always benefits when the manufacturer obtains the capability to pay spiffs to retailer-hired sales agents, but the manufacturer benefits only if the manufacturer's wholesale price is large enough. Furthermore, we show that while spiff payments may not be necessary to help improve the supply chain performance when the manufacturer's wholesale price is exogenous, when the manufacturer's wholesale price is endogenous, having the capability of paying spiffs directly to retailer-hired sales agents by the manufacturer can increase the the supply chain's profit but decreases the manufacturer's profit. Consequently, if the manufacturer and the retailer can work out a transfer payment plan when the manufacturer builds its capability to directly reward retailer-hired sales agents, the manufacturer can invest in its capability of rewarding retailer-hired sales agents directly to coordinate the supply chain. In this case, the retail price charged by the retailer would become the same as the price charged by an integrated channel.
Eva Ascarza and Oded Netzer
Assistant Professor of Marketing and Associate Professor of Business , Columbia University
19 September 2014 - Room T033 - From 8:30 am to 6:00 pm
Unveiling Hidden Markov Models in Marketing
Customers or the business environment often transition over time from one mode of behavior to another. For example, a customer may transition from a more positive relationship with the firm to a less positive one due to exposure to an attractive competitor. However, managers often do not observe the customer’s buying behavior state, neither the transitions from one state to another. Rather, they need to infer such changes from the customer’s observed behaviors (e.g., purchases, transactions, searches). Hidden Markov models (HMMs) are valuable tools for such situations. More generally, HMMs are useful for situations in which the marketer or researcher is interested in identifying a (dynamic) latent state of the world from a series of (possibly noisy) observations. Recently, these models have been widely applied to marketing problems. In marketing, firms are often interested in understanding their customers’ latent buying behavior state and assessing how the firm can use its marketing levers to move customers to a more favorable state to the firm.
In this workshop we will discuss what are hidden Markov models, what are their advantages and perils and how should one go about applying such models to marketing data. We will demonstrate these topics using example of applications of these models in marketing and related fields. The workshop will also include hands on estimation of hidden Markov models using R. No pre-existing knowledge of R will be assumed, though participants are encouraged to install the R statistical software (freely available from http://www.r-project.org/) on the laptops prior to the workshop.
Assistant Professor of Marketing , Columbia Business School
18 September 2014 - Room T025 - From 1:00 pm to 2:30 pm
"How firms can go wrong by offering the right service contract: Evidence from a field experiment”
Eva Ascarza (with Raghuram Iyengar, and Martin Schleicher)
Service firms typically offer customers a menu of pricing plans so that they may select the appropriate plan. Past evidence suggests that this may not be always the case; often customers find themselves in tariffs that do not minimize their costs. An increasingly popular strategy is to recommend plans to customers. In this paper, we examine the effectiveness of this strategy using a randomized field experiment in which some customers were offered plan recommendations and some were not. Our results indicate that encouraging customers to switch to cost-minimizing plans can, surprisingly, harm firm profitability primarily due to an increase in customer churn. We propose two drivers for how the campaign increased churn, namely, by lowering customers’ inertia to switch plans and by enhancing customers’ sensitivity to past overage (i.e., usage beyond the free allowance). Our data provide empirical evidence for both drivers. By leveraging the richness of our field experiment, we assess the impact of targeted encouragement campaigns on customer behavior and firm revenues.
Associate Professor of Business , Columbia University
18 September 2014 - Room T025 - From 1:00 pm to 2:30 pm
"Idea Generation, Creativity, and Prototypicality”
Oded Netzer (with Olivier Toubia)
In this paper we use text mining and semantic network analysis tools to improve our understanding of the idea generation process. Our contribution is both theoretical and practical. From a theoretical perspective, we link the judged creativity of an idea to the semantic relationships among the set of concepts used to form this idea. The concepts related to any idea generation topic can be represented as a semantic network. Each idea contains a subset of these concepts, which form a semantic subnetwork. The structure of this subnetwork reflects a distribution between novel and familiar combination of concepts. We show a “beauty in averageness” or prototypicality effect, such that ideas with semantic subnetworks that have a more prototypical structure are judged as more creative. We show the robustness of this effect in eight studies across multiple domains. While we focus on judged creativity, the effect also holds with measures of overall idea quality coming from consumers or industry experts. From a practical perspective, we show that our research may be used to automatically text mine and identify promising ideas, and develop online idea generation tools that recommend concepts to users on the fly to help them improve their ideas.
Annual Earnings Guidance and the Smoothing of Analysts’ Multi-Period Forecasts , Stern School of Business, New York University
12 September 2014 - Room T004 - From 2:00 pm to 4:00 pm
This paper examines the effect of management annual earnings guidance on the volatility of analysts’ multi-period earnings forecasts and on the volatility of subsequent reported earnings. We conjecture that, facing the pressure to meet and beat analysts’ forecasts and driven by the perceived capital market benefits of reporting a smooth earnings path, managers issue annual guidance to smooth the time-series path of analyst forecasts, a strategy we term “expectation smoothing.” Our empirical results support our conjecture: the volatility in analysts’ multi-period forecasts is smoothed by annual guidance, which in turn results in smoother actual earnings and higher likelihood of meeting and beating analyst forecasts. We provide evidence that issuing quarterly guidance does not affect the smoothness of analysts’ earnings expectations and that managers with longer horizons are more likely to issue annual guidance, consistent with the unique longer term effects of annual earnings guidance.
Professor of Marketing , Karlsruhe Institute of Technology (KIT)
11 September 2014 - Room T022 - From 1:30 pm to 3:00 pm
Christian Homburg, Silke Esser, and Martin Klarmann
SHALLOW COMMUNICATORS VERSUS METICULOUS SPECIALISTS?
THE DEPARTMENTAL CULTURES OF MARKETING, SALES, AND R&D
Conventional wisdom holds that culture-like practices prevail in firms’ departments and that marketing may differ culturally from other functional areas, such as R&D and sales. This paper describes three studies that seeks to analyze departmental cultures empirically. The first study describes the departmental cultures of marketing, sales, and R&D based on responses from more than 600 German employees. Results confirm that differences in departmental culture exist, even if firm culture, educational background, personality, and industry affiliation are controlled for. The second study compares the German sample to data from China, France, and Russia. Results from this sample of more than 1,000 employees overall, reveal that the cultural profiles of departments are for the most part consistent across countries. Only for four out of ten relevant cultural dimensions differences emerge between countries. The third study looks at the impact of departmental cultures on decision-making. A survey of more than 150 individuals with a wide range of professional and private backgrounds reveals that departmental culture could indeed affect organizational decision-making, especially if departmental affiliation is activated.
Daniel W. Collins
Financial Statement Comparability and the Efficiency of Acquisition Decisions , University of Iowa
4 July 2014 - Room S210 - From 2:00 am to 4:00 am
This study examines whether acquirers make better acquisition decisions when target firms’ financial statements exhibit greater comparability with industry peer firms. We predict and find that acquirers’ make more profitable acquisition decisions when targets’ financial statements are more comparable—as evidenced by higher merger announcement returns, higher acquisition synergies, and better future operating performance. We also find that post-acquisition goodwill impairments and post-acquisition divestitures are less likely when target firms’ financial statements are more comparable. Finally, we find the effect of targets’ comparability is more pronounced when acquirers’ ex-ante information asymmetry is higher and when acquisitions are accomplished via tender offers to target shareholders. In total, our evidence suggests targets’ financial statement comparability helps acquirers make better acquisition-investment decisions and fosters more efficient capital allocation.
Associate Professor of Supply Chain Management , The University of Sidney Business School
23 June 2014 - HEC - Building S - Room S122 - From 11:00 am to 12:30 pm
Carbon emissions are receiving greater scrutiny in many countries due to international forces to reduce anthropogenic global climate changes. Having the world's highest per capita carbon dioxide emissions, Australia has debated the merits of introducing various governmental carbon policies for over two decades. Various Australian studies on the economic implications of carbon pricing focused on whether a determined tax rate on carbon emissions is more effective than free market trading. Initial simulation results revealed that a carbon tax in Australia can cut emissions across the economy effectively, but will cause a mild economic contraction. In 2011, for the first time in Australian history, carbon pricing legislation passed the Australian Federal Parliament and as a result a carbon tax was introduced in July 2012. Since then, empirical policy investigations have tended to focus on the impact of the scheme on the national economy and emission reductions.
From an organisational perspective, the focus has been placed on how best to respond to the new carbon regulatory policy and jointly improve the organisational economic and environmental performance. In particular, determining how the scheme would influence supply chain decisions; for example, when and on what supply chain processes to invest to minimise the economic impacts of the scheme while concurrently improving the emission performance. Using a set of supply chain planning and optimisation case studies, this presentation will discuss our empirical findings on the organisational implications of carbon taxing in Australia and the related policy insights that can be gained from these outcomes.
Performance Management in UK Higher Education Institutions: The Need for a Hybrid Approach , Cranfield University
20 June 2014 - Room X118 - From 2:00 am to 4:00 am
This research investigates current practice and trends in the institutional performance management of UK Higher Education Institutions (HEIs).
We adopt a holistic view of institutional performance management – we understand it as a package or a system of the formal and informal mechanisms an institution uses to facilitate the delivery of its mission. Individual performance development reviews or appraisals are just one small component of an institutional performance management system.
• Traditionally, HEIs have seen themselves as stewards of knowledge and education, focusing on long-term scholarly goals comprising the development of knowledge and the greater good for society at large.
• This view of HEIs is changing, as they are currently becoming more short-term and results/outputs driven due to the increased pressures to perform (e.g., international competition, reduced financial resources, research assessment frameworks, rankings).
• HEIs are intensifying their use of performance management mechanisms at all levels to facilitate the delivery of their goals.
• Nevertheless, we know little about the type of performance management mechanisms used in UK HEIs and the influence these mechanisms have on the wellbeing of staff and the performance of HEIs as a whole. This research was designed to address these gaps in our knowledge.
• We used case studies to look at the performance management mechanisms in six universities. Three Russell Group and three post-1992 universities were involved and the research focused on both academic and administrative staff. This included interviewing 110 key informants from across institutions, from vice chancellors to front line staff in central services and in four schools/faculties (Education, Math, Business & Management, and Art).
• We also surveyed staff working in 162 UK HEIs through an online survey obtaining over 1000 usable responses. The results from the survey were combined with other publicly available data, from the National Student Satisfaction survey, the last Research Assessment Exercise, the Higher Education Statistics Agency (HESA), and the Universities and College Union’s (UCU) academic staff wellbeing survey.
• The performance management mechanisms UK HEIs use can be classified into two categories: stewardship-based and agency-based.
• Stewardship approaches focus on long-term outcomes through people’s knowledge and values, autonomy and shared-leadership within a high trust environment.
• Agency approaches focus on short-term results or outputs through greater monitoring and control.
• Most UK HEIs adopt a combination of stewardship and agency performance management mechanisms but most institutions are moving towards an increased adoption and greater use of agency mechanisms.
• Institutions with a mission that is focused on long-term and highly complex goals, which are difficult or very costly to measure (e.g., research excellence, contribution to society) are likely to benefit from relying on stewardship performance management mechanisms to convey their mission.
• Institutions with a mission that is focused on short-term and low complex goals, which are often easy or economical to measure (e.g., cost-reduction, surplus maximization) are likely to benefit from relying on agency performance management mechanisms to convey their mission.
• Institutions with a diverse mission including goals with various degrees of complexity and time orientation will benefit from relying on a hybrid performance management approach.
• Most people in professional, administrative and support roles find agency performance management mechanisms helpful as they provide greater clarity and focus.
• Most people in academic roles find agency performance management mechanisms such as individual performance reviews as unhelpful and dysfunctional.
• Institutions’ use of stewardship mechanisms is associated with higher levels of staff wellbeing as well as higher student satisfaction.
• Institutions’ use of agency mechanisms is associated with lower levels of staff wellbeing as well as lower levels of institutional research excellence.
• High staff wellbeing is associated with higher HEI’s research excellence, students’ satisfaction, students’ employability, and financial results.
The report suggests that there is not a ‘once size fits all’ performance management approach for all institution and for all staff. Institutions need to adopt and use those performance management mechanisms that are ‘fit for purpose’. The current missions of HEIs are highly diverse comprising long-term outcomes as well as short-term results/outputs. The roles in their own context required for delivering the different HEIs missions require the co-existence of both stewardship and agency mechanisms. Thus the challenge for UK HEIs is to craft a hybrid performance management approach that will allow them to deliver across the breadth of their mission.
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