Research Seminars

Article TBD

Accounting & Management Control

Speaker: Yves GENDRON
Laval

29 October 2015 - From 2:00 pm to 4:00 pm


Article TBD

Accounting & Management Control

Speaker: Yue LI
Rotman

19 June 2015 - From 2:00 pm to 4:00 pm


Emergent Phenomena and Process Dynamics: The Next Frontier for Team Research

Management & Human Resources

Speaker: Steve W. J. KOZLOWSKI
Michigan State University USA

12 June 2015 - R09 - Building S - From 2:00 pm to 3:30 pm


Emergence has received relatively limited direct research attention in the micro and meso disciplines of organizational science (i.e., organizational psychology, organizational behavior, and human resource management). It has largely been treated as latent and assumed, assessed within a limited conceptualization, and examined in a static fashion. This is part of a broader problem in organizational psychology and behavior research (OP/B) that treats team (and other) processes as static constructs. I will discuss emergence as a multilevel process and focus on its point of origin, interaction patterns, and the dynamics of how phenomena emerge. I will discuss how emergent phenomena are typically studied in organizational science and the limitations inherent in the dominant approaches. Once emerged, team processes also exhibit dynamics with respect to the stability of the emerged phenomenon, the form of emergence, and variability in its level. Given these conceptual complexities, investigating emergence is challenging and necessitates new methodologies. I will discuss innovations in research design and measurement that are required to advance understanding of emergence as a process and team processes as dynamic phenomena. I will present some novel approaches and will illustrate them by highlighting my current research.

Background Readings (for those who may be interested)

Cronin, M. A., Weingart, L. R., & Todorova, G. (2011). Dynamics in groups: Are we there yet? The Academy of Management Annals, 5, 571-612.

Kozlowski, S. W. J., & Chao, G. T. (2012). The dynamics of emergence: Cognition and cohesion in work teams. Managerial and Decision Economics, 33, 335-354.

Kozlowski, S. W. J., Chao, G. T., Grand, J. A., Braun, M. T., & Kuljanin, G. (2013). Advancing multilevel research design: Capturing the dynamics of emergence. Organizational Research Methods, 16, 581-615.

Kozlowski, S. W. J., & Klein, K. J. (2000). A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research and methods in organizations: Foundations, extensions, and new directions (pp. 3-90). San Francisco, CA: Jossey-Bass.

Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26, 356-376.

Finance

Speaker: Johannes Stroebel
New York University

11 June 2015


Finance

Speaker: Gustavo Manso
Berkeley

4 June 2015


Article TBD

Accounting & Management Control

Speaker: Lakshmanan SHIVAKUMAR (Shiva°
LBS

29 May 2015 - From 2:00 pm to 4:00 pm


Finance

Speaker: Snehal Banerjee
Kellogg

21 May 2015


Transmission of Risk in a Supply Chain: The Case of the Refinery Industry

Operations Management & Information Technology

Speaker: Hamed Ghoddusi
Professeur Assistant en Finance , Howe School of Technology Management, Stevens Institute of Technology

19 May 2015 - HEC Paris - Jouy en Josas Campus - Building S - Room 126 - From 10:30 am to 12:00 pm


We develop an equilibrium model of price dynamics and the transmission of shocks in a supply chain and determine the equilibrium price process for the input, the output, and the spread between input and output prices. We then present a set of stylized facts about crack spreads and calibrate our model for the case of crude oil and refined products. As we show, the relative volatility of oil and gasoline, as well as their correlation depends on the volatility and correlations of supply and demand shocks, elasticities, the convexity of the production function, and the competitiveness of the refinery market. Our research has implications for understanding the volatility of energy markets, investment incentives and optimal regulation of supply chains, and optimal risk management policies.

Hamed Ghoddusi is an Assistant Professor of Finance at the Howe School of Technology Management, Stevens Institute of Technology. Before joining Stevens he was a postdoctoral associate at MIT's Engineering Systems Division (ESD). He has received his Ph.D. from the Vienna Graduate School of Finance (VGSF) and holds degrees in Economics, Management Science, and Industrial Engineering from the Institute for Advanced Studies (Vienna) and Sharif University of Technology (Tehran). Hamed has been a visiting scholar/consultant at Oxford Institute for Energy Studies (OIES), International Institute for Applied Systems Analysis (IIASA), UT Austin, UC Berkeley, UNDP, and UNIDO. His research interests include Energy and Resource Economics, Society-Centered Financial Innovation, Macro-Finance, and Risk Management. He has done research on biofuels, natural gas, crude oil, refinery, electricity, and energy project financing markets.

In Search of “Good Governance”: Institutional Contention and The Transformation of the U.S. Director Elite

Management & Human Resources

Speaker: Marta GELETKANYCZ
Associate professor of strategic management , Carroll School of Management, Boston College, USA

11 May 2015 - T015 - From 11:00 am to 12:30 pm


The last two decades have witnessed a call for corporate governance reform spanning not only continents, but also a diverse array of stakeholder groups. This research explores the ongoing social movement behind governance reform in the U.S. and the interactions of institutions central to that initiative. In a departure from extant study of social movements, we find a shared frame is unrelated to collective mobilization among key institutional actors. Their failure to coalesce produces a unique form of uncertainty – one borne of homo- (rather than hetero-) geneous logic. We further explore the response of firms to these developments. Our findings suggest the political economy of U.S. corporate directorships has been upended. The new director elite bears little resemblance to its forebearers, even profiles as recent as the year 2000. Implications for research and practice, including governance effectiveness, are discussed.

The Right Metric for the Right Decision, Manager, Firm, and Industry: Correcting for Endogenous Selection Effects

Marketing

Speaker: Peter LENK
Professor of Technology and Operations and Marketing , University of Michigan

11 May 2015 - Room T022 - From 1:30 pm to 3:00 pm


The Right Metric for the Right Decision, Manager, Firm, and Industry: Correcting for Endogenous Selection Effects

Peter Lenk
Coauthors Ofer Mintz, Timothy Gilbride, and Imran Currim

Abstract

While there has been much progress in research on metrics to improve marketing’s accountability, currently little or no research has linked the effectiveness of a metric to its use and the outcome of an individual marketing mix decision. This study measures metric effectiveness and metric use in the context of the marketing mix decision and managerial, firm, and industry characteristics. Our econometric model adjusted for potential endogeneity bais in the measurement of metric effectiveness due to selection effects since managers do not randomly select metrics for different marketing mix decisions. Our hierarchical Bayes model includes a regression model that relates the overall performance of the marketing mix decision to latent, post hoc metric effectiveness and a correlated, multivariate probit model for metric use. The likelihood of metric use depends on the managers’ ex ante beliefs about metric effectiveness. The main findings show (i) there is no “silver” metric that is always beneficial to employ, though Willingness to Recommend and Awareness come close, (ii) type of marketing mix is the most important driver of metric effectiveness, but managerial, firm, and industry characteristics matter, and (iii) managers over-employ financial metrics and under-employ marketing metrics relative to their perceived effectiveness. The implications of this work generate several theoretical, methodological, and managerial contributions.