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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 trainings 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 put into perspective by revisiting your convictions, enrich you thanks to the diversity of the participants 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 to 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.
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 'Press 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!
H. ONUR BODUR
Professor of Marketing , John Molson School of Business Concordia University
22 May 2014 - Room T022 - From 1:00 pm to 2:30 pm
The CSR Surprise Effect: When Unexpected CSR Activity Enhances Brand Evaluations
H. ONUR BODUR
This research examines the influence of the expectancy of corporate social responsibility
(CSR) activities on brand evaluations. We define expectancy of a CSR activity as the extent to
which a specific brand’s CSR activity deviates from consumers’ mental schema regarding
brands’ CSR activities. A deviation from a mental schema (i.e., unexpected information)
increases elaboration and influences evaluations. Exposed to unexpected CSR activities,
consumers scrutinize CSR information. Earlier research on CSR activities documents negative
effects of elaboration. Building on earlier work, we investigate to what extent expectancy of the
CSR activity prompts elaborations and whether the nature of elaborations positively influences
subsequent brand evaluations.
In three experiments, we examine the role of CSR expectancy and show a positive effect
of unexpected CSR activities when CSR fit is high. We also consider the underlying mechanism
of the positive influence of the unexpected CSR: When CSR fit is high, greater elaboration due
to unexpected CSR activity makes perceived sincerity of the brand’s motivation for CSR
involvement more salient, which enhances brand evaluations. The amount of elaboration does
not increase when the CSR activity is expected and consumers use simple heuristics. Finally, we
provide a boundary condition: Consumers who are generally involved in brands’ CSR activities
are not differentially affected by varying levels of CSR expectancy. However, a positive effect
of the unexpected CSR activity emerged for consumers with low levels of CSR involvement,
suggesting unexpected CSR can especially help attract those consumers who are less involved.
*Ali Tezer is doctoral student, Marketing Department, Concordia University. H. Onur Bodur is
Associate Professor, Marketing Department, Concordia University. Bianca Grohmann is
Associate Professor, Marketing Department, John Molson School of Business, 1455 De
Maisonneuve Blv. W., Montreal, QC, H3G 1M8 (Canada). The authors acknowledge the support
of Centre for Multidisciplinary Behavioural Business Research (CMBBR) and David O’Brien
Centre for Sustainable Enterprise (DOCSE) at Concordia University.
David A. Schweidel
Professor of Marketing , Emory University
20 May 2014 - Room T027 - From 3:00 pm to 4:30 pm
Building Social Media Intelligence
In the world of Facebook, Twitter and Yelp, water-cooler conversations with co-workers and backyard small talk with neighbors have moved from the physical world to the digital arena. In this new landscape, organizations ranging from Fortune 500 companies to government agencies to political campaigns continuously monitor online opinions in an effort to guide their actions. Are consumers satisfied with our product? How are our policies perceived? Do voters agree with our platform?
But measuring online opinion is more complex than just reading a few posted reviews. Social media is replete with its share of noise and chatter that can contaminate monitoring efforts. But by knowing what shapes online opinions, we can better uncover the valuable insights hidden in the social media chatter – insights that can inform our organization’s strategy. In this workshop, we discuss how organizations can move beyond the current practice of social media monitoring to develop social media intelligence that can drive marketing decisions.
Dr Felix B TAN
Professor of Information Systems and Head - Department of Business Information Systems - Faculty of Business and Law , Université de Technology Auckland Nouvelle Zélande
7 May 2014 - Salle du Conseil bâtiment V - From 2:00 pm to 3:30 pm
Both the academic and practitioner literature agree that competent Information Technology (IT) project management plays an important role in IT project success. Although effective project management is critical to better project outcomes, little empirical research has investigated skill requirements for IT Project Managers (PMs). This study addresses this gap by asking nineteen practicing IT PMs to describe the characteristics of both competent and incompetent IT PMs. A semi-structured interview method known as the repertory grid technique is used to elicit these skills. These skills are further sorted into nine skill categories: client management, communication, general management, leadership, personal integrity, planning and control, problem solving, systems development, and team development. This study complements existing research by providing a richer understanding of several skills which were narrowly defined (e.g., client management, planning and control, and problem solving) and by introducing two new skill categories which had not been previously discussed (e.g., personal integrity and team development). Analysis of the individual repertory grids reveals four distinct ways in which study participants combined skill categories to form skill archetypes for effective IT PMs. We describe these four skill archetypes -- general manager, problem solver, client representative, and balanced – and discuss how this knowledge can be useful for practitioners, researchers, and educators. The presentation concludes with suggestions for future research
Dr Felix B Tan is Professor of Information Systems and Head of the Business Information Systems department in the Faculty of Business and Law at Auckland University of Technology, New Zealand. He served as the Editor-in-Chief of the Journal of Global Information Management from 1998-2012. He was on the Council of the Association for Information Systems between 2003 and 2005.
Dr. Tan is internationally known for his work in the global IT field. His research interests fall broadly in 2 categories: IT user behavior and the management of IS. Dr Tan has published in MIS Quarterly, Information & Management, Information Systems Journal, Journal of Information Technology, IEEE Transactions on Engineering Management, International Journal of Electronic Commerce, Communications of the AIS, Communications of the ACM as well as other journals and refereed conference proceedings.
11 April 2014 - HEC Paris - Jouy en Josas Campus - Building T - Room T022 - From 11:00 am to 12:30 pm
We study the use of threshold discounting, the practice of offering a discounted price service only if at least a given number of customers show interest in it. In recent years, firms like Groupon and others in the newly created multi-billion-dollar online deals industry have popularized this approach. We model a capacity-constrained firm servicing a random-sized population of strategic customers in two representative time periods, a desirable hot period and a less desirable slow period. A comparison with the more traditional approaches typically employed in these circumstances (slow period discounting and closure) reveals that threshold discounting boosts the firm's operational performance on account of two advantages. First, the contingent discount incentivizes slow period consumption when the market for the service is large and reduces supply of the service when the market is small, in effect allowing the firm to respond to the service's unobserved market potential. Second, activation of the threshold discount signals the market state to strategic customers, supplying them with additional information on service availability, and inducing them into self-selecting the consumption period to one that improves the firm's capacity utilization and profit. Unlike in a typical setting with strategic customers, strategic behavior in our setting helps the firm, and a higher fraction of strategic customers in the population increases the firm's profits. When threshold discounts are offered through an intermediary, we find that the arrangements most used in practice distort the incentives of the intermediary, which can diminish the advantages of threshold discounting. We consider alternate deal designs, and we find that the best designs compromise the service provider's flexibility in order to provide strategic customers with clear offer terms.
Professor of Business Organization , Bocconi University , Italy
9 April 2014 - T022 - From 2:00 pm to 3:30 pmDownload
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.
Associate Professor at the Zicklin School of Business, Baruch College, CUNY and Visiting Associate Professor at Universidad Pompeu Fabra.
7 April 2014 - Room T022 - From 1:00 pm to 2:30 pm
A Meaningful Embrace: Contingent Effects of Embodied Cues of Affection
Rhonda Hadi, Oxford University
Ana Valenzuela, Baruch College & Universitat Pompeu Fabra
Can a mere gesture lead to intimate product bonding? In this research, we find that affectionate gestures (e.g. hugging, stroking) can serve as routes to object attachment. We suggest that the mere execution of an affectionate gesture can generate emotional attachment, which translates into enhanced product attitudes. However, this effect is contingent on the existence of facilitating conditions via the presence of humanlike characteristics in the target object of the affectionate gesture.
Accounting and Taxation: Conjoined Twins or Separate Siblings? , University of Essex
28 March 2014 - Room T004 - From 2:00 am to 4:00 am
Accounting technologies play a key role in the estimation of taxable corporate profits. In the neoliberal world marked by mobility of capital and competition, they are also mobilised by transnational corporations to shift profits to low/no tax jurisdictions and erode the tax base of a country. Transnational corporations use transfer pricing, royalty and management fees to shift profits and avoid taxes. The loss of tax revenues is a source of crisis for governments as without this they cannot meet social mandates. The efforts to check erosion of tax base and shifting of profits have become a major issue in international politics. Historically, accounting and taxation had a closer relationship as both shared elements of historical costs and realisation principle. However, in recent years the trajectories of the two have diverged. With their emphasis on economic values, valuation models and the assumed needs of capital markets, international financial reporting standards (IFRSs) have diluted the usefulness of conventional accounting numbers for taxation purposes. The pressures to arrest profit shifting have resulted in two broad proposals for reform. The first advanced by the Organisation for Economic Co-operation and Development (OECD) proposes to primarily tweak transfer pricing practices. This paper argues that this cannot address the fault lines of corporate tax avoidance. The second approach under the general heading of ‘unitary taxation’ advocates a fundamental reform of the way taxable profits are ascertained. It holds out possibilities of negating arbitrary shifting of profits. However, it too relies on accounting logics. As traditional accounting logics have been contaminated by IFRSs, basic elements of accounting for the purposes of calculating taxable profits and tax liabilities will probably need to be redefined.
25 March 2014 - Room T022 - From 1:30 pm to 3:00 pm
This research explores consumer attitudes toward one-sided messages that present only the negative aspects of consuming unhealthy foods. Building on the psychological reactance and dietary restraint literatures, we propose that dieters view these messages as limiting their freedom to choose, thereby leading to a feeling of reactance. This reactance, in turn, activates an eating goal and behavior that runs opposite to that intended by the message, such as increasing consumption of unhealthy food. Studies 1 and 2 demonstrate that dieters (but not nondieters) who view the one-sided message exhibit a higher level of reactance, have more positive thoughts about unhealthy foods, and subsequently consume more unhealthy foods. Study 3 sheds light on the mediating role of reactance. In study 4, we explore a boundary condition in which a one-sided message that presents negative aspects of healthy food creates reactance among both dieters and nondieters.
Associate professor of Business Administration , Harvard Business School, USA
21 March 2014 - T020 - From 10:30 am to 12:00 pm
How are morals manufactured? To start answering this question, I will present my most recent book project titled “Manufacturing Morals: The Values of Silence in Business School Education" (University of Chicago Press). With an initial goal of promoting "better” business standards, few organizations have aimed to produce higher morals as deliberately as the Harvard Business School (HBS). Moreover, few have tried doing so for such a long period. The project looks at faculty socialization at HBS as a window into this pursuit. In doing so, the project revisits the apparent contradiction between routines and morals, and uncovers the possible role of silence in shaping morals. The implications of such a model of socialization for studying corporate morals will also be discussed.
Geographic Proximity and Analyst Coverage Decisions: Evidence from IPOs , University of Waterloo
7 March 2014 - Room at HEC Champerret - From 2:30 am to 4:00 am
We study how geographic proximity influences analysts’ decisions to cover firms, and how
local analyst coverage influences firm visibility, using hand-collected data on locations of 4,986 analysts covering 3,108 U.S. firms that went public during 1996 – 2009. We find analysts 80% more likely to cover local firms than non-local ones. Local non-underwriter analysts initiate coverage one to three weeks earlier than distant ones. These effects are more prominent for smaller, less visible firms. Because early analyst coverage helps attract other analysts and new institutions to newly public firms, less visible firms may use local coverage as a stepping-stone to increased visibility
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