When it comes to the renewable energy transition, all actors in the supply chain have different stakes, incentives and barriers. HEC Paris Professor Sam Aflaki aims to help organizations contribute to this renewable energy transition in the fields of supply chain management, sustainability and energy efficiency. In this interview, he discusses his ongoing research, exploring the dynamics of stakeholders' incentives, technological advancements, and the challenges shaping sustainable practices in today's world.
By Sam Aflaki
If companies anticipate that the government might impose caps on carbon emissions, they will likely invest in green technologies. This, in turn, drives down the cost of achieving reductions for all. That’s according to HEC Paris finance professors Augustin Landier and Bruno Biais. In “Emission Caps and Investment in Green Technologies,” the co-authors also show that if these firms don’t think carbon restrictions are coming, they won’t invest, and the government eventually will find it too costly to the economy to impose caps. In other words, companies’ expectations about future government action play a crucial role in reducing the carbon emissions driving rapid climate change. So, ask the researchers, how can a balance be found? 4 key findings: Anticipating future regulations spurs green technology investments, lowering emission reduction costs; Early investments in green technologies create a self-fulfilling prophecy, facilitating feasible emissions caps; Private and public actions synergize for desired outcomes through a complementary equilibrium; One large investor can have a significant influence.
By Bruno Biais , Augustin Landier
Millions of consumers, employees and investors are seeking to align their purchases, jobs and investments with their values. They want transparency and clear understanding of the brands they consume, work for, and invest in to be able to verify how they are contributing to sustainable development. Amid such a growing, unparalleled scrutiny, companies are increasingly held responsible for their business behavior, notably their environmental and social footprints. Yet there is one impact that is rarely discussed, as it remains hidden to the public eye. This is the ‘political footprint’ companies leave behind through the exercise of corporate political activities, be it lobbying or political contributions, and which often contradicts companies’ public statements.
By Alberto Alemanno
Despite environmental, social, and governance (ESG) funds gaining popularity, their impact on reducing negative externalities, such as greenhouse gas emissions, may be limited if not approached strategically. In our study, entitled “ESG Investing: How to Optimize Impact,” forthcoming in the Review of Financial Studies, we show that investment capital could actually influence the behavior of more highly polluting companies to drive positive change for the planet.
By Stefano Lovo , Augustin Landier
Over the past decades, HEC Paris Professor Bertrand Quélin has investigated public-private partnerships and sustainable cities. These partnerships and initiatives are essential to integrating social, economic, and environmental objectives while ensuring equitable access to resources and services.
By Bertrand Quélin
In Europe, nearly 80% of diaper packaging depicting a sleeping baby show unsafe sleeping positions – that’s the shocking finding from Professor Anne Laure Sellier of HEC Paris and her colleagues from across Europe.
By Anne Laure Sellier
Individual states and intergovernmental organizations increasingly use financial sanctions to punish or influence the behavior of targeted entities. However, a recent study by Matthias Efing of HEC Paris, Stefan Goldbach of Deutsche Bundesbank, Germany, and Volker Nitsch of CESifo and Technische Universität Darmstadt, Germany, shows that even universally adopted sanctions can distort bank capital flows and competition if they are not uniformly enforced.
By Matthias Efing
The linear “take-make-waste” business model is a recipe for killing the planet. With global circularity at 7.2 %, supply chains create enormous amounts of waste, a vital driver of the triple planetary crisis of climate change, biodiversity loss, and pollution. Recent research by Daniel Halbheer (HEC Paris) and his colleagues Stefan Buehler (University of St. Gallen) and Rachel Chen (UC Davis) shows how going circular by recycling end-of-life products can improve profit and reduce the corporate waste footprint.
By Daniel Halbheer
How long does it take to form a new habit, whether starting a yoga routine or flossing after brushing teeth? A wide-ranging study by Anastasia Buyalskaya from HEC Paris, Hung Ho of the University of Chicago, Xiaomin Li and Colin Camerer of California Institute of Technology, and Katherine L. Milkman and Angela L. Duckworth of the University of Pennsylvania, applies machine learning to answer that question. Three key facts: Machine learning: The study uses large datasets and machine learning to uncover the diverse contextual variables influencing habit formation. Debunking the 21-days myth: There is actually not a fixed timeframe to establish new habits. Context matters: Certain variables had very little effect on the formation of a habit, whereas other factors turned out to matter a lot.
By Anastasia Buyalskaya
These days, workers at management consulting, investment banking, accounting, and law firms tend to be as interested in their career paths as they are in their salaries—which often means jumping from one firm to another in pursuit of better opportunities. But their career paths and motivation can be powerfully influenced by what sort of tasks an employer assigns to them. A study by Raphaël Lévy, Associate Professor of Economics and Decision Sciences at HEC Paris, and his colleague Heski Bar-Isaac, Professor in the Joseph L. Rotman School of Management at the University of Toronto, explores how these firms’ task allocation strikes a balance between producing value for the business and offering workers opportunities to prove their talent. Three key findings: • “Lose it to use it”: To attract and motivate employees, employers sometimes sell their jobs as springboards to a great career even outside the firm. • Employees are motivated to perform when granted exposure on the labor market and when assigned to tasks allowing them to showcase their skills. • Different human resources policies coexist: some firms consent to high exposure to their employees to boost their professional advancement, others, more concerned with employee retention, offer flatter career paths.
By Raphaël Levy