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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, 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 and Université Paris-Saclay, HEC Paris has a permanent faculty of 106 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.
6 programs are offered in English: MSc in International Finance (with one option in Real Estate conferring a double degree with the University of Wisconsin), MSc in Strategic Management, MSc in International Business, MSc in Managerial & Financial Economics, MSc in Marketing, MSc in Sustainable Development.
4 programs are offered in French: Specialized Masters in International Law and Management, Specialized Masters for Entrepreneurs, Specialized Masters in Projects Management, 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.
- 2,450 internships
- 262 companies attending recruitment events on campus
- 18 Chairs and Centers
- 45 HEC Foundation corporate partners
- 66 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!
29 October 2015 - From 2:00 pm to 4:00 pm
19 June 2015 - From 2:00 pm to 4:00 pm
Steve W. J. KOZLOWSKI
Michigan State University USA
12 June 2015 - R09 - Building S - From 1:30 pm to 3:00 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.
New York University
11 June 2015
Assistant Professor , Singapore Management University
5 June 2015 - HEC Paris - Jouy en Josas Campus - Building S - Room 227 - From 10:30 am to 12:00 pm
This paper studies the farmland allocation decision of a farmer between two crops in a multi-period framework. In each growing period, the farmer chooses the allocation in the presence of revenue uncertainty, and crop rotation benefits across periods, i.e. revenue is stochastically larger when a crop is planted in a rotated land (where the other crop was planted in the previous period). We identify two strategies, monoculture, i.e. fully allocate the farmland to one of the crops, and rotate, i.e. plant each crop in the rotated farmland, which characterize the optimal allocation decision in each period. Our analysis provides rules of thumb for the impact of revenue uncertainty: The farmer benefits from a lower revenue correlation between the two crops. Interestingly, the farmer benefits from a higher revenue volatility only when this volatility is sufficiently high; otherwise, a lower revenue volatility increases the profitability. We propose a heuristic allocation policy which we characterize in closed form. Using a calibration based on a representative farmer planting corn and soybean in Iowa, we show that the proposed policy is near-optimal, and significantly outperforms the commonly used heuristic allocation policies in practice (such as the myopic policy, always-rotate policy and monoculture policy).
4 June 2015
Associate Professor of Marketing , Harvey Sanders Fellow of Retail Management at the Robert H. Smith School of Business at the University of Maryland.
2 June 2015 - Room T022 - From 10:30 am to 12:00 pm
"How Bad Is Shopping Cart Abandonment? An Investigation across Multiple Shopping Sessions"
Shopping cart abandonment is considered the bane of Internet retailing and has received increasing attention in the retail industry. Most shopping cart abandonment metrics used in practice are based on purchase outcomes within a given web navigation session and ignore the fact that online consumers can and often do break up a given shopping task into multiple shopping sessions. In this study, we investigate online cart abandonment across multiple shopping sessions and examine its connections to consumers’ order and purchase spending decisions. We propose a joint model of cart, order, and spending decisions that takes into account their interdependencies within and across shopping sessions, and provide a method for accurately predicting the eventual shopping cart abandonment rate. We illustrate the application of our proposed methodology using data provided by an online grocery retailer and examine the effectiveness of shopping cart recovery promotions under different scenarios through simulation analyses.
Our study shows that consumers often break a shopping task into multiple shopping sessions, and that the eventual shopping cart abandonment rate is much lower when this is taken into consideration. We find strong interdependences between the cart and order decisions within and across shopping sessions as well as interesting interaction effects of the promotion level and time since the previous shopping session on cart, order, and spending decisions. For example, promotions increase old cart recovery within a certain time period since the previous shopping session, but encourage new cart usage afterward. Our simulation results indicate that shopping cart abandonment is not always harmful to retailers, and that they should take a holistic approach to designing retargeting email promotions and focus on increasing consumer spending instead of maximizing shopping cart recovery.
PepsiCo Chaired Professor of Consumer Science , Robert H. Smith School of Business at the University of Maryland
1 June 2015 - Room S228 - From 8:30 am to 6:00 pm
Eye-Tracking for Visual Marketing
Assessing and Improving The Effectiveness of Visual Marketing Using Eye-Tracking
As consumers, we are exposed every day to several hundreds of advertisements on television, in newspapers, magazines, the yellow pages, retail feature ads, and on the internet and mobile devices. The eyes guide consumers across shelves, through aisles, stores, malls, and websites when exploring, searching, and making decisions on products and brands. In all these situations “visual marketing” is relevant, that is, the strategic utilization by firms of commercial and non-commercial visual signs and symbols to communicate with consumers. As a consequence, there is an increasing need to measure visual attention through eye tracking technology, to assess the effectiveness of visual marketing. In the last decade there has been a rapid growth in commercial applications of eye-tracking technology in the United States, Europe, Asia, and Australia to assess the effectiveness of visual marketing efforts. Firms such as Kraft Foods, Microsoft, Google, Yahoo, IBM, Pepsico, Pfizer, P&G, and Unilever are leading users of the methodology in product and communication development, and in pre- and post-tests of their visual marketing activity. With the increasing demand from marketing practitioners, global providers of eye-tracking data conduct hundreds of studies each year.
This workshop provides the foundations of visual attention and eye tracking, and in particular (1) reviews the anatomy of the eye and the visual brain, (2) provides a conceptual framework for eye-tracking research in marketing and an overview of vision and attention, (3) reviews the marketing literature on eye tracking applications, and (4) provides a hands-on demonstration of the eye tracking technology.
We provide the theory of visual attention and eye-movements that
serves as a basis for evaluating eye-tracking research and for discussing
salient and emerging issues in visual marketing. Motivated from its rising
importance in marketing practice and its potential for theoretical
contribution, we first review eye-tracking research for visual marketing.
Then, we discuss the structure of the eye, the visual brain, eye-movements,
and methods for recording and analyzing them. Next, we
describe our theory and review eye-tracking applications in marketing
based on it. We conclude with an outlook on future theory and method
development and recommendations for practice.
Lakshmanan SHIVAKUMAR (Shiva)
29 May 2015 - HEC Campus, room T020 - From 2:00 pm to 4:00 pm
This paper examines whether firms provide greater compensation-related textual disclosures to better explain the compensation awarded to their senior management team. Applying a textual analysis based approach to parse the contents of proxy statements for balanced scorecard related keywords and phrases, we create a text-based score and find that it is highly associated with the incidence of higher compensation. We then look at the Say-on-Pay setting, to assess whether greater textual performance disclosures are considered credible by shareholders when they cast their advisory votes on executive compensation. We find that firms that provide more compensation-related textual disclosures have a higher probability of obtaining SoP approval (i.e. over 70% support). We also find that firms that fail to obtain SoP approval provide greater disclosures in the following period. Finally, we find evidence suggesting that providing greater disclosures in response to past SoP disapproval increases the probability of obtaining an approval in the next SoP vote.
28 May 2015
This paper exploits a novel hand-collected dataset to provide a comprehensive analysis of the social relationships that underlie illegal insider trading networks. I find that inside information flows through strong social ties based on family, friends, geographic proximity, and ancestry. On average, inside tips originate from corporate executives and reach buy-side investors after three links in the network. Inside traders earn prodigious returns of 35% over 21 days, with traders farther from the original source earning lower returns, but higher dollar gains. More broadly, this paper provides some of the only evidence on information networks that employs direct observations of person-to-person communication.
HEC Paris - 1, rue de la Libération
78351 Jouy en Josas Cedex
Phone: +33 (0)188.8.131.52.00
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