Research Seminars

Finance

Speaker: Sergey Chernenko
Fisher College of Business

15 March 2018 - From 2:00 pm to 3:15 pm


Finance

Speaker: Dragon Tang
School of Economics and Finance, HKU

8 March 2018 - From 2:00 pm to 3:15 pm


Finance

Speaker: Geert Bekaert
Columbia Business School

1 March 2018 - From 2:00 pm to 3:15 pm


Finance

Speaker: Fred Malherbe
London Business School

7 December 2017 - T004 - From 2:00 pm to 3:15 pm


Finance

Speaker: Andrea Vedolin
LSE

23 November 2017 - T004 - From 2:00 pm to 3:15 pm


Finance

Speaker: Francesca Cornelli
London Business School

16 November 2017 - T004 - From 2:00 pm to 3:15 pm


Finance

Speaker: Sabrina Howell
NYU Stern School of Business

9 November 2017 - T017 - From 2:00 pm to 3:15 pm


When Two Heads Are Worse than One: Understanding the Costs of Co-Leadership

Management & Human Resources

Speaker: Frederic Godart
INSEAD

7 November 2017 - Bernard Ramanantsoa room - From 10:45 am to 12:15 pm


The present research examined the effectiveness of co-leadership, a situation where two individuals jointly occupy the same formally assigned role at the top of a hierarchy. We integrate insights from the social hierarchy and leadership literatures to present the Social Hierarchy Model of Co-Leadership. This model proposes that co-leadership generally hurts team performance because co-led teams are more likely than solo-led teams to suffer from coordination and conflict problems. However, our model also proposes that when the co-leaders have a strong relationship, this underperformance will disappear. Four studies using qualitative, experimental, and archival data support this model. Our qualitative study established the prevalence of co-leadership configurations and how co-leaders affect team processes and performance. Our experiment established causality: teams randomly assigned to have co-leaders were less creative than solo-lead teams. Archival analyses of mountaineering expeditions replicated the negative effects of co-leadership: co-led teams were more likely to experience a fatality than solo-led teams. Additional archival analyses of high-end fashion design teams replicated the negative effects of co-leadership and found that co-leadership no longer hurt creativity when the co-leaders were co-founders of their firm. The current data and the Social Hierarchy Model of Co-Leadership offer numerous theoretical and practical implications.

Finance

Speaker: Raman Uppal
EDHEC Business School

2 November 2017 - T004 - From 2:00 pm to 3:15 pm


Are policymakers ambiguity averse?

Economics & Decision Sciences

Speaker: Professor Loïc Berger
IESEG

26 October 2017 - HEC Campus - T Building - Room T017 - From 2:00 pm to 3:00 pm


We investigate the ambiguity preferences of a unique sample of real-life policymakers at the Paris UN climate conference (COP21). We find that policymakers are generally ambiguity averse. Using a simple design which explicitly makes the distinction between objective and subjective probabilities presented in different layers, we are moreover able to detect a strong association between preferences towards model uncertainty and those towards ambiguity. These results suggest that the preferences policymakers exhibit towards ambiguity are not necessarily due to an irrational behavior (such as the inability to reduce compound lotteries), but rather to intrinsic preferences over unknown probabilities, thus shedding new light on the role that ambiguity models can play in informing policymaking. Results are confirmed in a laboratory experiment with university students.


JavaScriptSettings