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Caroline Flammer
Caroline Flammer Boston University Phone: 617-353-5397 Questrom School of Business Email: [email protected] 595 Commonwealth Avenue, Office 634A Web: http://sites.bu.edu/cflammer/ Boston, MA 02215 ACADEMIC EMPLOYMENT 2016 – present Questrom School of Business, Boston University Associate Professor of Strategy & Innovation (with tenure, 2018 – present) Dean’s Research Scholar (2018 – present) Fellow of the Susilo Institute (2020 – present) Academic Director, Social Impact MBA (2018 – present) Academic Director, Minor in Sustainable Energy (BU-wide program; 2020 – present) PhD Coordinator, Strategy & Innovation (2017 – present) Assistant Professor of Strategy & Innovation (2016 – 2018) 2013 – 2016 Ivey Business School, University of Western Ontario Assistant Professor of Strategy (2013 – 2016) MBA ’80 Faculty Fellow (2015 – 2016) EDITORIAL POSITIONS Associate Editor, Strategic Management Journal Associate Editor, Management Science (Special Issue: Business and Climate Change) EDUCATION MIT Sloan School of Management Post-doctoral researcher, Global Economics and Management, 2011 – 2013 University of St. Gallen Ph.D. in Economics, 2009 New York University Visiting Ph.D. Student, Economics Department, 2007 – 2009 University of St. Gallen Lic. oec. (M.Sc. equivalent) in Economics and Business Administration, 2002 RESEARCH INTERESTS Competitive strategy Impact investing Climate change Corporate governance Corporate social responsibility Innovation Updated: July 1, 2020 1 RESEARCH Publications: Flammer C. 2020. Corporate Green Bonds, Journal of Financial Economics, forthcoming. o Winner of the 2018 PGGM Sustainable Asset Pricing and Impact Paper Award, Global Research Alliance for Sustainable Finance and Investment (GRASFI). o Winner of the 2018 Sustainable Finance Geneva Innovation Award, Geneva Summit on Sustainable Finance. Flammer C, Kacperczyk AJ. 2019. Corporate Social Responsibility as a Defense against Knowledge Spillovers: Evidence from the Inevitable Disclosure Doctrine, Strategic Management Journal, 40(8): 1243–1267. -
Creating a Global Champion
D IMPACTL STORIES CREATING A GLOBAL CHAMPION A CUSTOM CASE STUDY WITH IESE BUSINESS SCHOOL, HEC PARIS AND THE TRATON GROUP (FORMERLY VOLKSWAGEN TRUCK & BUS) DL+ | IESE Business School, HEC Paris and the TRATON GROUP The TRATON GROUP is benefiting from a successful collaboration between business schools HEC Paris and Barcelona-based IESE oming together is a beginning, staying together The TRATON GROUP designed the program By Tom Nash is progress, and working together is success.” with HEC Paris and Barcelona-based IESE. “ This observation, made a century ago by Nineteen executives with high board potential C Henry Ford, has been borne out more recently were chosen from the group and its strategic by another giant of vehicle manufacture, the TRATON partners, Volkswagen Commercial Vehicles GROUP. The German multinational group is benefiting from a and Navistar, to come together for four newfound ‘togetherness’ inspired by an innovative leadership program modules spread over 10 months. development initiative. The modules took the participants to Rennes and San Francisco with HEC, and Beijing and The TRATON GROUP’s first ‘Executive Elite Program’ was put Barcelona with IESE, familiarising them with together in collaboration with both a French and a Spanish different cultures, as well as teaching them new business school, took place in four countries (on three management theories, and inspiring in them continents), and involved participants from all over the world. innovative commercial thinking. 2 CEO Andreas Renschler is intent on further enhancing efficiency, professionalism and innovation – taking the group to the next level The hallmark of this complex industry is Innovation… future leaders need to anticipate And shape the future DL+ | IESE Business School, HEC Paris and the TRATON GROUP A growing business an ongoing development initiative, and its first iteration was Volkswagen Truck & Bus (officially renamed the TRATON launched in Spring 2017. -
Newsletter #7
NEWSLETTER 7 PhD PROGRAM The Scholarship Journey student, is one of the co-organizers of the positions, in spite of the uncertainties Academy of Management’s new series related to the health situation. Currently in the Pandemic ‘Thursdays with OMT (organization and there are two students on the Singapore management theory)’, which provides campus, working with our faculty. How are we to navigate the times of the information about the 2020 job market. covid-19? How are we to keep our focus on our At the traditional Poster session in December work when everything – life and death, no less Outside of the pandemic, the 2019-20 16 students presented their work, from the – pulls us away from the concentration and year has been a good one, as you’ll see in third year to those close to graduation. the doggedness necessary for scholarship? the other pages of this newsletter. A big The Dean of Faculty Michel Baroni and the When, even when we manage, we may feel accomplishment has been the financing Dean of Research Jose Miguel Gaspar were guilty about our seemingly egotistic pursuit? of 5th year students, a necessary measure present and handed the prizes. Bravo to Should we even follow this lengthy journey, given the average time to graduate, and the winners: Yingting (Marketing), Mohsen when the world grapples with urgent matters? which brings us in line with comparable (Finance), and Obinna (Management)! A programs. An important step toward the special thanks to the 3 students – Mouna, These are the questions that preoccupy creation of a Spring Methods Camp was the Arslan, and Caecilia – who volunteered their the PhD students, as reported in a survey creation of a Machine Learning course by time and energy to organize the event. -
Top MBA Programmes Top EMBA Programmes Top Masters in Management Programmes Top Open Enrolment Programmes
Top 10 business schools per programme and in selected categories in 2016 Top MBA programmes Top EMBA programmes Top masters in management programmes Top open enrolment programmes Rank Business School Rank Business School Rank Business School Rank Business School 1 Insead 1 Insead 1 University of St Gallen 1 IMD 2 London Business School 2 HEC Paris 2 HEC Paris 2 Iese Business School 3 University of Cambridge: Judge 3 London Business School 3 Essec Business School 3 Esade Business School 4 IE Business School 4 University of Oxford: Saïd 4 ESCP Europe 4 HEC Paris 5 IMD 5 IE Business School 5 RSM, Erasmus University 5 University of Oxford: Saïd 6 HEC Paris 6 Iese Business School 6 London Business School 6 Insead 7 Iese Business School 7 ESCP Europe 7 IE Business School 7 London Business School 8 Esade Business School 8 University of Cambridge: Judge 8 WU (Vienna University) 8 ESMT Berlin 9 SDA Bocconi 9 Kedge Business School 9 Esade Business School 9 Essec Business School 10 University of Oxford: Saïd 10 Warwick Business School 10 WHU Beisheim 10 Henley Business School Top MBA salaries Top EMBA salaries Top masters in management salaries Top customised programmes Rank Business School Rank Business School Rank Business School Rank Business School 1 Insead 1 HEC Paris 1 University of St Gallen 1 Iese Business School 2 IE Business School 2 Insead 2 WHU Beisheim 2 HEC Paris 3 IMD 3 IMD 3 HEC Paris 3 IMD 4 University of Cambridge: Judge 4 Iese Business School 4 HHL Leipzig GSM 4 London Business School 5 London Business School 5 University of Oxford: -
Executive MBA Ranking 2010
Business Education OCTobeR 25 2010 Executive MBA ranking 2010 www.ft.com/businesseducation/emba RANKING Financial Times EMBA 2010 Career progress School diversity Idea generation The top 100 executive MBA programmes 2010 2009 2008 3 years School name Country Programme name S a l a r y t o d a y ( U S $ ) (%) increase Salary rank progress Career rank experience Work rank Aims achieved (%) faculty Women (%) students Women (%) board Women faculty International (%) International rank students board International (%) course International rank experience Languages with Faculty (%) doctorates rank doctoral FT rank research FT 2010 Rank 1 1 2 1 Kellogg/Hong Kong UST Business School China Kellogg-HKUST EMBA 392,076 69 16 2 2 22 15 15 94 2 99 33 1 97 5 12 1 2 3 1 2 Columbia/London Business School US/UK EMBA Global Americas & Europe 305,306 109 17 23 3 20 23 13 69 18 39 7 1 97 12 7 2 3 2 3 3 Trium: HEC Paris/LSE/New York University: Stern France/UK/US Trium EMBA 314,473 71 75 5 1 24 17 13 90 4 76 2 1 99 8 25 3 4 5 6 5 Insead France/Singapore/United Arab Emirates Insead Gemba 227,080 75 24 4 4 14 16 17 91 15 80 3 1 95 18 11 4 5 4 7 5 University of Chicago: Booth US/UK/Singapore EMBA 236,633 83 21 15 7 15 18 13 79 14 38 15 1 97 16 3 5 6 8 9 8 London Business School UK EMBA 184,488 90 5 29 5 24 26 20 85 6 75 17 1 98 36 6 6 7 7 5 6 IE Business School Spain EMBA 169,240 144 14 66 41 33 27 23 52 40 82 75 1 91 66 63 7 8 5 4 6 University of Pennsylvania: Wharton US Wharton MBA for Executives 213,468 68 19 67 26 19 17 9 37 30 56 67 1 100 1 1 8 9 10 17 12 -
New Renovated B-School Facilities
Business School Facilities: Recent Construction and Renovation Institution Name B-school Name Building/Facility Name Activity Year Status University of Calgary Haskayne School of Business Scurfield Hall New Building 1986 Complete University of Cincinnati School of Business Carl H. Lindner Hall New Building 1987 Complete Brock University Faculty of Business Taro Hall New Building 1990 Complete The University of Arizona Eller College of Management McClelland Hall New Building 1992 Complete University of California, Berkeley Haas School of Business Haas School of Business complex New Building 1995 Complete University of California, Los Angeles Anderson School of Management Management Education Complex New Building 1995 Complete Boston University School of Management Rafik B. Hariri Building New Building 1996 Complete Creighton University College of Business College of Business Building Renovation/Expansion 1996 Complete Northern Kentucky University Haile/US Bank College of Business unknown unknown 1996 Complete University of Georgia The Terry College of Business Brooks Hall Renovation/Expansion 1996 Complete William and Rosemary Gallagher University of Montana School of Business Administration Business Building New Building 1996 Complete University of Virginia-Darden Darden Graduate School of Business Saunders Hall New Building 1996 Complete The Arnold and Mabel Beckman Chapman University Argyros School of Business and Economics Business and Technology Hall New Building 1997 Complete Peter F. Drucker & Masatoshi Ito Graduate Claremont Graduate -
Alemany, Ricard
1 As I finished my first year of the MBA, one of my mentor’s advice was to read. Used to reading case studies, the question really was “what books should I read?”. After two years at IESE, and experiencing first hand the breadth and depth of knowledge shared from IESE Faculty, I thought the most valuable advice on what to read was right in front of me. How could I continue to learn from professors beyond the classroom, once the MBA path comes to an end. I thought a reading list from IESE Faculty could serve not just me, but my whole class and perhaps future IESE graduates, as a guide to continue learning. Therefore, I asked professors for book recommendations that would inspire and guide us in our future endeavors. The document that follows is the result of it. I hope you find this document insightful and useful. I would like to thank all the participating professors for their recommendations and participation in the project and for sharing their knowledge not only in class, but also beyond it. Additionally, I am grateful for the help and patience of Eduardo Pérez (IESE MBA 2019), the creative genius, who has given shape of the document that I here present to you. Antonio Recio Sanromán. " Our brain is like our body: it needs exercise. If you don’t read at least one good book every month, you will lose most of the good intellectual and analytical shape you got during the MBA reading every day case after case… So, don’t stop reading. -
ESADE Entrepreneurship Institute
ESADE Entrepreneurship Institute Activity Report 2016/17 ESADE Activity Report 2016-2017 3 3 Contents 1. ESADE Entrepreneurship Institute..............................................................-4- 1.1. What happened in the 2016-17 academic year..................................................-4- 1.2. Awards & recognition.............................................................................................-6- 2. Activities in the 2016-17 academic year.................................................-8- 2.1. Teaching....................................................................................................-8- 2.1.1. Undergraduate BBA...........................................................................................-8- 2.1.2. Masters of Science..........................................................................................-10- 2.1.3. MBA.........................................................................................................................-16- 2.1.4. Executive Education........................................................................................-18- 2.1.5. Tutors.......................................................................................................................-23- 2.2. Research....................................................................................................-25- 2.2.1. Highlights..................................................................................................-25- 2.2.2. ESADE Entrepreneurship Research Seminars...........................................-26- -
WILLIE DOHERTY B
WILLIE DOHERTY b. 1959, Derry, Northern Ireland Lives and works in Derry EDUCATION 1978-81 BA Hons Degree in Sculpture, Ulster Polytechnic, York Street 1977-78 Foundation Course, Ulster Polytechnic, Jordanstown FORTHCOMING & CURRENT EXHIBITIONS 2020 ENDLESS, Kerlin Gallery, online viewing room, (27 May - 16 June 2020), (solo) SOLO EXHIBITIONS 2018 Remains, Regional Cultural Centre, Letterkenny, Ireland Inquieta, Galeria Moises Perez de Albeniz, Madrid, Spain 2017 Galerie Peter Kilchmann, Zurich, Switzerland Remains, Art Sonje Center, Seoul, South Korea No Return, Alexander and Bonin, New York, USA Loose Ends, Matt’s Gallery, London, UK 2016 Passage, Alexander and Bonin, New York Lydney Park Estate, Gloucestershire, presented by Matt’s Gallery + BLACKROCK Loose Ends, Regional Centre, Letterkenny; Kerlin Gallery, Dublin, Ireland Home, Villa Merkel, Germany 2015 Again and Again, Fundaçao Calouste Gulbenkian, CAM, Lisbon Panopticon, Utah Museum of Contemporary Art (UMOCA), Salt Lake City 2014 The Amnesiac and other recent video and photographic works, Alexander and Bonin, New York, USA UNSEEN, Museum De Pont, Tilburg The Amnesiac, Galería Moisés Pérez de Albéniz, Madrid REMAINS, Kerlin Gallery, Dublin 2013 UNSEEN, City Factory Gallery, Derry Secretion, Neue Galerie, Museumslandschaft Hessen Kassel Secretion, The Annex, IMMA, Dublin Without Trace, Galerie Peter Kilchmann, Zurich 2012 Secretion, Statens Museum for Kunst, National Gallery of Denmark, Copenhagen LAPSE, Kerlin Gallery, Dublin Photo/text/85/92, Matts Gallery, London One Place Twice, -
A League of Their Own: the Top 10 MBA Programmes in Selected Categories As Rated by the 2010 Graduates
A league of their own: the top 10 MBA programmes in selected categories As rated by the 2010 graduates Top for corporate strategy Top for e-business Top for economics Top for entrepreneurship Top for finance Rank Business School Rank Business School Rank Business School Rank Business School Rank Business School 1 Harvard Business School 1 Stanford Graduate School of Business 1 University of Chicago: Booth 1 Stanford Graduate School of Business 1 Columbia Business School 2 Stanford Graduate School of Business 2 MIT: Sloan 2 University of Cape Town GSB 2 MIT: Sloan 2 New York University: Stern 3 University of Michigan: Ross 3 University of California at Berkeley: Haas 3 University of Rochester: Simon 3 Babson College: Olin 3 Rice University: Jones 4 University of Strathclyde Business School 4 Carnegie Mellon: Tepper 4 Yale School of Management 4 Imperial College Business School 4 University of Rochester: Simon 5 Lancaster University Management School 5 University of Maryland: Smith 5 MIT: Sloan 5 IMD 5 University of Pennsylvania: Wharton 6 Dartmouth College: Tuck 6 USC: Marshall 6 Cranfield School of Management 6 University of California at Berkeley: Haas 6 University of Chicago: Booth 7 University of Cambridge: Judge 7 IE Business School 7 Warwick Business School 7 Rice University: Jones 7 London Business School 8 Ohio State University: Fisher 8 Shanghai Jiao Tong University: Antai 8 Hong Kong UST Business School 8 University of California, San Diego: Rady 8 University of Toronto: Rotman 9 Northwestern University: Kellogg 9 Harvard Business -
GROWING INTERNATIONAL SALES Global Segmentation Toolkit Using Segmentation to Win International Sales CONTENTS
GROWING INTERNATIONAL SALES Global Segmentation Toolkit Using segmentation to win international sales CONTENTS − Introduction − Culturally Curious − Social Energisers − Great Escapers − Understanding experiential tourism − The experience wheel − The 5 stage digital consumer journey − Direct and indirect sales channels − Overview − Air and ferry routes − Snapshot of the market − 5 steps to developing your sales plan − Overseas sales action plan template − Fáilte Ireland − Tourism Ireland INTRODUCTION In 2013 Irish tourism saw a significant and well deserved growth in overseas visitor numbers with many markets now back or close to peak performance levels. Overall growth of 7.2% in 2013 was reflected in an increase from Great Britain (GB) of +5.6%, the United States (US) +14.5%, Germany + 7.7% and France + 9.4%. For the first nine months of 2013, corresponding overseas revenue grew by +13% and holidaymakers by +13%. With growth of +11% between December 2013 and February 2014, the positive start to 2014 is reflected in all the main source markets; visitors from North America (US & Canada) have increased by +17%; GB +14%; Germany +16% and France + 5%. Tourism Ireland’s target for 2014 is 8.2m overseas visitors, an increase of 1 million over 2013. While the trading environment in most source markets remains challenging there are positive indicators. To secure this growth Ireland must win additional market share in the main markets and in a determined effort to do this, the tourism agencies on the island of Ireland are jointly implementing a new, evidence-based consumer global segmentation model. This model provides new, unique insights about the key consumer segments; their motivations, the kinds of experiences they will buy, associated market differentiators and the key channel intermediaries they use. -
What Is Cool Edit Pro LE?
Getting Started Thank you for purchasing the Roland ED UA-30 USB Audio Interface. This manual tells how to set up the UA-30, and explains basic operation. To avoid problems and enjoy optimal performance, please perform the setup correctly as described in this manual. Before using this unit, carefully read the sections entitled: “USING THE UNIT SAFELY” and “IMPORTANT NOTES” ( P.2, P.4). These sections provide important information concerning the proper operation of the unit. Additionally, in order to feel assured that you have gained a good grasp of every feature provided by your new unit, Getting Started should be read in its entirety. The manual should be saved and kept on hand as a convenient reference. Copyright © 1999 ROLAND CORPORATION All rights reserved. No part of this publication may be reproduced in any form without the written permission of ROLAND CORPORATION. Used for instructions intended to alert The symbol alerts the user to important instructions the user to the risk of death or severe or warnings.The specific meaning of the symbol is injury should the unit be used determined by the design contained within the improperly. triangle. In the case of the symbol at left, it is used for general cautions, warnings, or alerts to danger. Used for instructions intended to alert the user to the risk of injury or material The symbol alerts the user to items that must never be carried out (are forbidden). The specific thing that damage should the unit be used must not be done is indicated by the design contained improperly.