I am pleased to inform you that our next ERIG Seminar is going to be held on Thursday, April 29th 2010 from 12.00 to 1.30pm at the VIP room.
Joana Comas Marti is going to present her research on:
“An Analysis of the Supply Chain Environmental Management Practices of Sustainability Leaders”
In the last two decades, awareness of environmental issues has grown considerably. Taking a supply chain or life cycle approach to managing such issues has become essential, giving rise to the concept of supply chain environmental management (SCEM). Contributing to the theoretical development of the field, we have developed a framework for comprehensive and systematic SCEM. It is structured in three dimensions: what, why and where, i.e. the action taken, the environmental impact being addressed with it, and the supply chain or life cycle stage where that impact takes place. Using this framework, we conducted a content analysis of the corporate responsibility (CR) reports of twelve sustainability leaders in six sectors. In this paper, we quantitatively assess to what extent firms take a supply-chain- or a firm-oriented approach, the attention given to different environmental aspects, and the actions most commonly taken. We discuss our results and compare the efforts of recognized sustainability leaders within and across sectors.
...and, as it is already a tradition, there will be Pizza!
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I am pleased to inform you that our second ERIG Seminar is going to be held on Thursday, April 8th 2010 from 11am to 1pm at ODY -1 0021.
(Please note that we are starting earlier this time and that we are having lunch afterwards, around 12-12.30)
This occasion, Niki Hynes is going to present her research on:
Title: “What risk?.. there’s no risk involved! I know what I am doing.. and if I don’t, I know someone who does”; Social networks, overconfidence, risk propensity and the illusion of control.”
Starting a new business is generally perceived to be a highly risky activity. Yet the attitude towards risk taking amongst entrepreneurs has not been shown to be very different from other people. More recent research has included cognitive biases as explanatory variables to better understand the individual characteristics of nascent entrepreneurs. Three variables which seem to be involved in the entrepreneurial decision making process are overconfidence, the illusion of control and the perception of risk. These cognitive biases may provide heuristics which affect entrepreneurial decision making by limiting information overload, and by colouring the way in which an individual absorbs and processes information. Thus what seems “objectively risky” to many people becomes a small risk to individuals with a cognitive bias of overconfidence. In general, overconfidence has been shown to have a positive effect on entrepreneurial entry (Koellinger et al., 2007; Wu & Knott, 2006) and overconfidence and the illusion of control negatively affect the perception of risk, which in turn increases the likelihood that entrepreneurial type decisions are made (De Carolis & Saparito, 2006; Simon et al., 1999).
Since the start up stages of any business rely heavily on outside influences, an individual’s network, their position within this network, and their ability to tap into external resources of many kinds can also affect the decision whether to start a business or not. Ibarra (1993) showed that not only the strength or size of the social network is important but the type of people within the network, and that restricting a network to similar individuals reduces access to information and can lead to a monoculture of norms (Granovetter, 1973, 1985). Birley et al., (1985), and Aldrich and Zimmer (1986) have also shown that the use of personal and professional social networks highly influences the success of a firm. Little attention has been paid to how these variables might interact at the very early or nascent stages of entrepreneurial activity.
This study explores the relationships between an individual’s networks and cognitive biases including perceptions of risk, over confidence and the illusion of control and the decision whether or not to become an entrepreneur. It extends previous work which examines the role of risk propensity (Forlani & Mullins, 2000), overconfidence (Koellinger et al., 2007), and the illusion of control (Simon et al., 1999), and links these variables to the separate stream of research which examines the role of social and human capital (Davidson & Honig, 2003), and the role of social networks.
The study uses empirical survey data from 147 Master and MBA students. Existing scales were used for risk propensity (Forlani & Mullins, 2000), illusion of control (Simon et al., 1999), overconfidence (Forbes, 2005). New scales were developed to examine the strength and breadth of an individuals’ network. In addition, data was captured about their social networking activity on existing sites such as Facebook, LinkedIn etc. This paper contributes to the literature by integrating the quite separate research streams of networking and social networking behaviours with other personal characteristics associated with entrepreneurial decision making.
...and, as it is already a tradition, there will be Pizza!
I am pleased to inform you that our second ERIG Seminar is going to be held on Thursday, March 11th 2010 from 12.00 to 1.30pm at ODY -1 0021.
Farah Abdallah (MIR+CET) is going to present her research on:
“Collaborating with your Rivals: Identifying Sources of Co-opetitive Performance”
There is a belief in the strategy literature that firms achieve superior performance when simultaneously engaging in collaborative and competitive relationships. This hybrid behavior has been named co-opetition. Despite extant research knowledge about how co-opetition improves firm performance remains limited. One reason for this gap may be the development of the strategy literature around two seemingly opposing perspectives – the competitive and the cooperative perspective. To address this gap and to synthesize these two perspectives we propose an integrated framework. This framework helps evaluate and understand how firms perform in co-opetitive networks. In this framework we first define co-opetitive performance based on the concepts of value creation and appropriation. Second, we propose three sources of co-opetitive performance: network resources, absorptive capacity, and relational capability. Finally, we analyze how these sources affect co-opetitive performance by conducting a survey among competing postal operators that have collaborated to develop a software standard IPS.
I am pleased to inform you that the first ERIG Seminar (the MTEI Internal Seminar) is going to be held on Thursday, February 4th 2010 from 12.00 to 1.30pm in the VIP room (ODY Building).
Christopher Tucci is going to open these new series by presenting his research on:
“Effects of Corporate Governance on Innovation Activities: Evidence from Emerging Markets”
This study investigates how firms' corporate governance influences their innovation activities (inferred from ex-ante and ex-post measures of the degree of innovation) after controlling for country-level governance. Using firm-level corporate governance rankings across 14 emerging markets, evidence confirms that superior corporate governance increases innovation activities. This is consistent with the agency theory. Additionally, firm-level corporate governance provisions affect innovation more in countries with weaker country-level governance. This suggests substitutability between firm-specific and country-level governance in determining firms' innovation activities.
...and, as it is already a tradition, there will be Pizza.