IF2210-Asset-Management.Pdf

Total Page:16

File Type:pdf, Size:1020Kb

IF2210-Asset-Management.Pdf MODULE SPECIFICATION – UNDERGRADUATE PROGRAMMES KEY FACTS Module name Asset Management Module code IF2210 School Cass Business School Department or equivalent UG Programme UK credits 15 ECTS 7.5 Level 5 MODULE SUMMARY Module outline and aims This course aims to provide a thorough understanding of the issues that are relevant to the asset management industry, with special emphasis on understanding and measuring investment performance. Our discussions will focus on mutual funds, hedge funds and exchange traded funds with less emphasis given to other fund management vehicles. The course will not cover security analysis. Content outline WEEK 1: Introduction and Overview of the fund management industry Background discussion: market efficiency Asset classes Types of fund management vehicle Statistical overview of the asset management industry WEEK 2: Closed-End Funds Background discussion: Testing for market efficiency Behavioural approach to the closed end fund discount Liquidity-based approach to the closed end fund discount Managerial ability explanation of the closed end fund discount WEEK 3: CAPM and Beyond CAPM Background discussion: Testing the CAPM model Factors beyond the market factor The Fama French three factor model and the size and value factors The Carhart four factor model and the Momentum factor WEEK 4: Portfolio Performance Evaluation Background discussion: Behavioural finance Trading on the Size and Value Premia: The case of Dimensional Fund Advisors - HBS Case (2002) Measuring Mutual Fund Performance, Harvard Business School case Measuring returns o Time weighted returns o Money weighted returns Adjusting returns for risk o Sharpe ratio o M-squared o Treynor ratio o Jensen's Alpha o Dollar weighted returns Style Analysis Performance measurement with changing portfolio composition o Market timing measures o Market timing measures that condition on public information Controlling for size and value in performance measurement Controlling for size, value and momentum in performance measurement WEEK 5: MID TERM TEST WEEK 6: Mutual funds Background discussion: Introduction to the mutual fund industry How do mutual funds perform? WEEK 7: Hedge funds What are hedge funds? o Where do they fit in? o How do they differ from mutual funds? Industry Development Hedge funds strategies Why do hedge funds earn so much money? Fees and incentives Hedge fund indices and fund of funds Aronson, Johnson and Ortiz, INSEAD 2005 case WEEK 8: Exchange traded funds (ETFs) ETFS vs mutual funds Advantages and disadvantages Types of ETFS o Index-based ETFs o Sector based ETFs o Country ETFs o Commodity ETFs WEEK 9: Portfolio construction Background discussion: mean-variance analysis Limitations of mean-variance analysis The Black-Litterman model Equally weighted portfolios WHAT WILL I BE EXPECTED TO ACHIEVE? On successful completion of this module you will be able to:- Knowledge and understanding: Analyse key asset pricing anomalies that are inconsistent with market efficiency and the CAPM Analyse the role of size and value factors in determining security returns and the Fama French 3 factor model (market, size and value factors) Analyse the role of momentum in determining security returns and the Carhart four factor model (market, size, value and momentum factors) Interpret key features of the different parts of the money management industry in particular understand their structure, their performance, their fees and the advantages and disadvantages to investors of investing in these different sectors Skills: Calculate various measures of risk-adjusted performance including Sharpe ratio, M-squared, Treynor ratio, Jensen's 1 factor alpha, Fama-French 3 factor alpha and Carhart 4 factor alpha Calculate different ways to measure fund manager timing ability Construct mean-variance efficient portfolios and the problems associated with doing so Values and attitudes: Examine mutual fund scandals to help in developing an ethical approach to investing HOW WILL I LEARN? A variety of learning and teaching methods will be used in this course. Lectures are used to introduce context, concepts and techniques illustrated with practical and current examples. You will also have the opportunity to participate in class discussions and work through examples and exercises with the support of the lecturer. It is strongly recommended that you attend ALL lectures. Tutorials are used to explore the concepts and practices covered in the lectures in more detail. Specifically, they are used primarily to demonstrate technical material, although some discussion and analysis will accompany the practical techniques. Tutorials take place in smaller groups and you are expected to interact with the tutor and other students. Key learning and teaching resources will be put on the module website on Moodle. In the independent study time you are encouraged to read widely and in depth around particular topics in preparation for lectures and tutorials. You may also spend time working through sample exercises and questions. In addition you will be preparing and undertaking your coursework assignments and preparing for your final examination. Teaching pattern: Teaching type Contact hours Self-directed Placement Total student study hours hours learning hours Lectures 20 130 0 150 TOTALS: 20 130 0 150 WHAT TYPES OF ASSESSMENT AND FEEDBACK CAN I EXPECT? Assessments You will be assessed in two ways. Halfway through the course you will be set a mid- term test which will be part multiple-choice and part short questions. The final exam which will be sat at the end of the academic year will be a longer exam which will have multiple-choice short question and long question elements. 70% of the marks of the course are attributable to the final exam and 30% to the mid-term test. Assessment pattern: Assessment type Short Weighting Minimum Pass/Fail? description % qualifying mark Set exercise Mid term test 30 40 N/A Written exam Exam 70 40 N/A Assessment criteria Assessment criteria are descriptions of the skills, knowledge or attributes you need to demonstrate in order to complete an assessment successfully and Grade-Related Criteria are descriptions of the skills, knowledge or attributes you need to demonstrate to achieve a certain grade or mark in an assessment. Assessment Criteria and Grade- Related Criteria for module assessments will be made available to you prior to an assessment taking place. More information will be available in the UG Assessment Handbook and from the module leader. Feedback on assessment Following an assessment, you will be given your marks and feedback in line with the University’s Assessment Regulations and Policy. More information on the timing and type of feedback that will be provided for each assessment will be available from the module leader. Assessment Regulations The Pass mark for the module is 40%. Any minimum qualifying marks for specific assessments are listed in the table above. The weighting of the different components can also be found above. The Programme Specification contains information on what happens if you fail an assessment component or the module. INDICATIVE READING LIST TEXT BOOK: Bodie, Kane & Marcus. (2011) Investments. McGraw-Hill Higher Education; 9th Edn. ARTICLES: Dimson, Marsh, Staunton: Risk and Return in the 20th & 21st centuries. -Dimson and Minio-Kozerski: Closed-End Funds: A Survey. -Cherkes, Sagi and Stanton: A Liquidity-Based Theory of Closed-End Funds. -Berk and Stanton: Managerial Ability, Compensation, and the Closed-End Fund Discount. Fama and French: The cross section of expected stock returns. Measuring Mutual Fund Performance, Harvard Business School case. Dichev: What Are Stock Investors’ Actual Historical Returns? Evidence from Dollar- Weighted Returns. Friesen and Sapp "Mutual fund flows and investor returns: An empirical examination of fund investor timing ability". W. Ferson and V. Warther, Evaluating fund performance in a dynamic market, Financial Analysts Journal, Nov-Dec 1996, 20-28. Fama and French, Mutual Fund Performance. Berk and Green-Mutual Fund Flows and Performance in Rational Markets. Berk - Five Myths of Active Portfolio Management. Bodie, Kane, and Marcus Chapter: 26. Stulz, Hedge Funds: Past, Present and Future, Journal of Economic Perspectives. Bodie, Kane, and Marcus Chapter: 4. DeMiguel,Garlappi, Uppal-Optimal Versus Naive Diversification: How Inefficient is the 1/N Portfolio Strategy? Version: 4.0 Version date: November 2015 For use from: 2016-17 Appendix: see http://www.hesa.ac.uk/content/view/1805/296/ for the full list of JACS codes and descriptions CODES HESA Code Description Price Group 133 Business & Management JACS Code Description Price Group L111 Financial Economics .
Recommended publications
  • Thammasat University
    THAMMASAT UNIVERSITY Masterûs Degree Program in Marketing (International Program) MIM Faculty of Commerce and Accountancy TABLE OF CONTENT Welcome 2 MIM and Thammasat 6 The Program Highlights 8 The Curriculum 12 The Faculty 21 Student Exchange Program 32 The MIM Experience 36 Facilities 40 The Campus Vicinities 42 Alumni Network 44 Admissions 48 Class Profile 52 www.bus.tu.ac.th/mim MIM was founded in 1983 as Thailandûs first international graduate program in marketing. Its specialized curriculum is designed to provide students with advanced and in-depth learning in marketing areas through theories and case studies set in the realities of the global business world. The MIM community provides ample opportunities for students to share and learn from one another, as well as to work closely with world-class faculty. That is why MIM has been the breeding ground for marketing executives both locally and internationally. Thammasat University has a long history as a leading university fostering political and ideological change. We have created an open and dynamic environment to attract the best and brightest independent thinkers who challenge the status quo. This is fundamental to our country’s political and economic growth. WELCOME Thammasat is not just a catalyst for change and growth in the domain of politics, but it is also at the forefront of business education. 2 The Master of Science in Marketing Eight years ago, the MIM Program Program (MIM) was established in made a significant change to keep Welcome 1983 and is Thailand’s first graduate pace with the world’s growing trends program in Marketing conducted in entrepreneurship by incorporating entirely in English.
    [Show full text]
  • 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:
    [Show full text]
  • Language Requirements
    Language Policy NB: This Language Policy applies to applicants of the 20J and 20D MBA Classes. For all other MBA Classes, please use this document as a reference only and be sure to contact the MBA Admissions Office for confirmation. Last revised in October 2018. Please note that this Language Policy document is subject to change regularly and without prior notice. 1 Contents Page 3 INSEAD Language Proficiency Measurement Scale Page 4 Summary of INSEAD Language Requirements Page 5 English Proficiency Certification Page 6 Entry Language Requirement Page 7 Exit Language Requirement Page 8 FL&C contact details Page 9 FL&C Language courses available Page 12 FL&C Language tests available Page 13 Language Tuition Prior to starting the MBA Programme Page 15 List of Official Language Tests recognised by INSEAD Page 22 Frequently Asked Questions 2 INSEAD Language Proficiency Measurement Scale INSEAD uses a four-level scale which measures language competency. This is in line with the Common European Framework of Reference for language levels (CEFR). Below is a table which indicates the proficiency needed to fulfil INSEAD language requirement. To be admitted to the MBA Programme, a candidate must be fluent level in English and have at least a practical level of knowledge of a second language. These two languages are referred to as your “Entry languages”. A candidate must also have at least a basic level of understanding of a third language. This will be referred to as “Exit language”. LEVEL DESCRIPTION INSEAD REQUIREMENTS Ability to communicate spontaneously, very fluently and precisely in more complex situations.
    [Show full text]
  • Academic Positions Education Papers
    Victor DeMiguel September 7, 2021 London Business School 6 Sussex Place, Regent's Park, London NW1 4SA, UK Tel: +44 207 000 8831; Email: [email protected] http://faculty.london.edu/avmiguel/ Academic Positions 2012- Professor of Management Science and Operations, London Business School. 2014-17 Chair, Management Science and Operations Faculty, London Business School. 2009-12 Class of 2008 Term Associate Professor of Management Science and Operations. 2008-12 Associate Professor of Management Science and Operations, London Business School. 2001-08 Assistant Professor of Management Science and Operations, London Business School. Education 2001 PhD, Management Science and Engineering, Stanford University. 1998 MS, Engineering-Economic Systems and Operations Research, Stanford University. 1996 MS, Industrial Engineering, Universidad Polit´ecnicade Madrid, Spain. Papers In refereed journals 1. \Optimal Portfolio Diversification via Independent Component Analysis", with N. Lassance and F. Vrins, forthcoming in Operations Research. 2. \Cover-Up of Vehicle Defects: The Role of Regulator Investigation Announcements", with S.-H. Cho and W. Hwang, Management Science, 67(6), 3834{3852 (2021). 3. \A Transaction-Cost Perspective on the Multitude of Firm Characteristics", with A. Martin- Utrera, F.J. Nogales, and R. Uppal, The Review of Financial Studies, 33(5), 2180{2222 (2020). 4. \Technical Note|A Robust Perspective on Transaction Costs in Portfolio Optimization", with A.V. Olivares-Nadal, Operations Research, 66(3), 733{739, (2018). 5. \Wholesale Price Contracts for Reliable Supply", with W. Hwang and N. Bakshi, Production and Operations Management, 27(6), 1021{1037 (2018). 6. \Supplier Capacity and Intermediary Profits: Can Less Be More?", with E. Adida and N.
    [Show full text]
  • Welcome to the 12Th Annual INSEAD Private Equity Conference
    Welcome to the 12th Annual INSEAD Private Equity Conference INSEAD welcomes you to the 12th Annual Private Equity Conference. The conference, inaugurated in 2003, has become the most successful private equity and venture capital event hosted by a European academic institution. With over 1,500 alumni working in the industry worldwide, INSEAD’s presence in the private equity community is well-recognized. This conference is a gathering amongst leading practitioners, academics and the INSEAD community to debate the forces shaping the private equity industry. We are delighted to host an impressive and diverse group of experienced industry professionals here on INSEAD Europe Campus. Since the financial crisis, one of the strongest trends in private equity has been increased focus on value creation. This year’s theme, “How to achieve alpha in the current environment,” aims to delve into the topic of generating returns through operational change, and assess the implications of this trend for the future of private equity. Our keynote speakers, leveraged buyouts and operational excellence panels will explore the topic of value creation deeper. Beyond value creation, the industry is further being shaped by a number of different dynamics and intense competition. To further develop the main theme, we have lined up a focused range of panels and have assembled a diverse group of outstanding panelists and moderators for you. Our panels will attempt to give an update on the current state in different parts of the industry, such as distressed investing, infrastructure and real assets, emerging strategies and limited partner relationships. The annual conference is organized by student and alumni members of the INSEAD Private Equity Club, Global Private Equity Initiative (INSEAD faculty body focused on research in Private Equity industry), Alumni Relations and Student Life offices.
    [Show full text]
  • Production and Operations Management Core Course Teaching at the Top 20 Mba Programmes in the Usa
    PRODUCTION AND OPERATIONS MANAGEMENT CORE COURSE TEACHING AT THE TOP 20 MBA PROGRAMMES IN THE USA by L. N. VAN WASSENHOVE and M. CORBEY 98/08/CIMSO l * The John H. Loudon Professor of International Management and Professor of Operations Management at INSEAD, Boulevard de Constance, 77305 Fontainebleau Cedex, France. ** Professor of Operations Management and Management Accounting at Tilburg University, Faculty of Economics and Business Administration, P.O. Box 90153, 5000 Le Tilburg, The Netherlands. A working paper in the INSEAD Working Paper Series is intended as a means whereby a faculty researcher's thoughts and findings may be communicated to interested readers. The paper should be considered preliminary in nature and may require revision. Printed at INSEAD, Fontainebleau, France. PRODUCTION AND OPERATIONS MANAGEMENT CORE COURSE TEACHING AT THE TOP 20 MBA PROGRAMMES IN THE USA Luk N. Van WASSENHOVE1 Michael CORBEY2 N8E-AD. Technolog y Management Area. Boulevard de Constance. 77305 FONTAINEBLEAU Cedcx, France. Telehonc: ++ 33 (0) 1 60 72 40 00. Fax: + + 33 (0) 1 60 74 55 00/01. E-mail: [email protected]. 2 TILI3URG University. Faculty of Economics and Business Administration, P.O. Box 90153, 5000 LE TILI3URG. The Netherlands. Tel: ++ 31 13 466 30 43, Fax: ++ 31 13 466 28 75. E-mail: M.11. Corbey@KUI3.:11. (Visiting 1NSEAD.) PRODUCTION AND OPERATIONS MANAGEMENT CORE COURSE TEACHING AT THE TOP 20 MBA PROGRAMMES IN THE USA Abstract This paper deals with core course teaching in Production and Operations Management (POM) at the Top 20 Business Schools in the USA (as ranked by Business Week in 1996).
    [Show full text]
  • Employees As Social Media Influencers
    Employees as Social Media Influencers How organisations can get workers to post more company-related content willingly. Dell is doing it. MasterCard too. Even universities, There has been much research on whether or how not exactly bastions of social media influence, are employees engage in social media activities and embracing it. Employee advocacy in social media is support their companies’ brands, but few, if any, gaining currency as an effective way to promote an studies on employee advocacy have examined the organisation by the very people who work in it. role of corporate social media activity – content Rather than creating adverts or hiring social media created by a company itself. My paper, published in influencers to boost a brand, companies like European Management Journal, seeks to plug this Vodafone and Starbucks to schools like Oslo gap. Co-authored with Grzegorz Mazurek of Metropolitan University (OsloMet) are tapping staff Kozminski University and Michael Haenlein of ESCP members at all levels to become brand Europe, it shows that corporate brand strength in ambassadors, with arguably improved conviction itself is not sufficient to mobilise employees to post and results. company-related content on social media. However, a company could signal its brand strength with In 2015, two years after Dell launched its employee corporate social media activity, which in turn advocacy programme, its employees shared more inspires employees to post company related than 150,000 pieces of content with 1.2 million content. people, driving 45,000 clicks to the computer- maker’s website. At OsloMet, Norway’s third- Brand strength is not enough largest university, 15 individual shares by student and employee advocates had the same social reach We invited university academics who had published as a post on the university’s Facebook page, which in the Financial Times Top 50 journals to take part in had 30,000 followers when the university began a survey we designed.
    [Show full text]
  • Information Sheet for Students
    Information Sheet for students The city Maastricht Maastricht gained international fame as the host of the European Summit 1991, where the treaty of Maastricht was adopted as the formal foundation of the European Union. Situated in the heart of Europe, the city is just a short distance away from Belgium, Germany and France. A city rich in history, Maastricht has a truly international flavour and as the charming provincial capital of Limburg, it is one of the oldest and most attractive cities in the Netherlands. Maastricht University Maastricht University is highly regarded in Europe for its unique teaching style and high-quality research. For several years now, a number of national surveys have ranked consistently Maastricht University, and more specifically the Maastricht University School of Business and Economics (SBE), as the best in terms of education and research. Moreover, SBE has been awarded three prestigious accreditations, resulting in the so-called Triple Crown accreditation. Only 1% of business schools worldwide have this Triple Crown, meaning that the School is amongst a very select group of institutions such as INSEAD, Vlerick Leuven Gent Management School, London Business School and SBE’s exchange partners HEC Montreal, the University of Waikato, and EDHEC Lille/Nice. It is a distinctly international institution with a student population consisting of over 60 nationalities. Of the total of 4200 bachelor and master students more than 2500 (60%) have a foreign background. Additionally, the School yearly welcomes about 700 exchange students from around 144 partner universities worldwide. SBE creates a sound study environment by providing its students with modern and technical well- equipped study rooms and research facilities, a large selection of reference books, various work stations throughout the School as well as a central student services centre.
    [Show full text]
  • Henning Piezunka
    April 2019 Henning Piezunka INSEAD | Department of Entrepreneurship and Family Business Boulevard de Constance, Fontainebleau, 77300, France [email protected] | henningpiezunka.com EMPLOYMENT HISTORY INSEAD Department of Entrepreneurship and Family Business 2014-today Assistant Professor EDUCATION Stanford University PhD London School of Economics Master of Science in Decision Science University of Mannheim Diplom Kaufmann (Master of Science in Management) PEER REVIEWED PUBLICATIONS Li, J & H. Piezunka “The Uniplex Third: Enabling Single-Domain Role Transitions in Multiplex Relationships” Forthcoming at Administrative Science Quarterly Piezunka, H., & L. Dahlander. 2018 “Idea Rejected, Tie Formed – Organizations’ Feedback on Crowdsourced Ideas” forthcoming at Academy of Management Journal Piezunka, H., W. Lee, R. Haynes, and M. S. Bothner. 2018. “The Escalation of Competition into Conflict in Competitive Networks of Formula One Drivers.” Proceedings of the National Academy of Sciences, 115(15): E3361– E3367 Piezunka, H., & L. Dahlander. 2015. “Distant Search, Narrow Attention: How Crowding Alters Organizations’ Filtering of Suggestions in Crowdsourcing” Academy of Management Journal. 58 (3), 856-880 Dahlander, L., & H. Piezunka. 2014. “Open to Suggestions: How Organizations Elicit Suggestions Through Proactive and Reactive Attention.” Research Policy. 43 (5), 812-827 Katila, R., Chen, E., & H. Piezunka. 2012. “All the Right Moves: How Entrepreneurs Compete Effectively in New and Old Markets.” Strategic Entrepreneurship Journal. 6:116-132. OTHER ACADEMIC PUBLICATIONS Dahlander, L., L.B. Jeppesen, & H. Piezunka. 2018 “How organizations manage crowds: Define, broadcast, attract and select” forthcoming in Research in the Sociology of Organizations Piezunka, H., W, Lee, R. Haynes, & M. Bothner 2018 “The Matthew Effect as an Unjust Competitive Advantage: Implications for Competition near Status Boundaries” Journal of Management Inquiry 27 (4): 378–381 Bothner, M.
    [Show full text]
  • MBA Programme Empower Your Future
    MBA Programme Empower Your Future The Business School for the World® The INSEAD MBA Advantage Consistently ranked amongst the top MBA programmes in the world by the Financial Times, there is a myriad of reasons why INSEAD’s accelerated full-time 10-month MBA stands out from every other programme in the world: Beyond Agility & Diversity Resilience At INSEAD, everyone is a minority. The intensity of a 10-month With no dominant nationality in the programme equips our students class, you will be exposed to a world with the ability to multitask, Multiple Perspectives of new perspectives. respond to changes and tackle complex situations. A Typical MBA Class 1010 25–32yrs Students Average age range Global World-class (two intakes: Jan & Sep) Community Faculty & Research The bonds fostered with one With a wealth of experience 88 354 another during the programme often and talent, our faculty creates Nationalities Women translate to lifelong friendships and top-notch programmes and business opportunities. You will join cutting-edge research that the INSEAD family of over 61,000 influences businesses yrs influential alumni in more than around the world. 3–8 175 countries. Average range of work experience From Aspirations Responsible to Reality Leadership Geographical Diversity Be it a career switch, Through the Personal advancement or new business Leadership Development Europe 39% venture, the INSEAD MBA helps Programme, we empower Asia Pacific 30% our graduates realise their students with the right expertise North America 14% professional aspirations. and mindsets to go out into their Near/Middle East 8% respective fields and create a South America 6% positive impact on society, driving Africa 3% business as a force for good.
    [Show full text]
  • Where Are the Women Leaders?
    Where are the women leaders? Invisible selves: writing women leaders into business school case papers “Business schools hold the key to helping to increase the number of female leaders." Viviane Reding, European Commission Vice-President, 2011 Thesis – Lesley Symons Executive Masters in Consulting and Coaching for Change INSEAD Fontainebleau Wave 13 Jan 2014 INDEX ABSTRACT ............................................................................................................................................. 1 INTRODUCTION ..................................................................................................................................... 2 AIM OF THIS RESEARCH ..................................................................................................................... 4 LITERATURE REVIEW .......................................................................................................................... 4 Identity, Leader Identity and Invisibility ............................................................................................... 4 RESEARCH SETTING .......................................................................................................................... 11 LEADERSHIP LEARNING AND BUSINESS SCHOOLS .................................................................... 13 RESEARCH .......................................................................................................................................... 15 Prize-winning Case Papers ..............................................................................................................
    [Show full text]
  • Novel and Useful Crowdfunding Ideas Don't Work Together
    Novel and useful crowdfunding ideas don’t work together, reveals new research ___________________________________________________________ Press release Jouy-en-Josas, October 3 New research on crowdfunding carried out by HEC Paris, the University of Technology Sydney, Singapore Management University and INSEAD has revealed that funding efforts are weakened if ideas are deemed to be both novel and useful. The study is the first evidence of how the Kickstarter community – those backing crowdfunding projects on the world’s largest online crowdfunding portal - values projects that pursue innovation. "We found that both novelty and usefulness increase project funding separately, but when these two are together they cause a noticeable decrease”, says Cathy Yang, Assistant Professor at HEC Paris. “This is deeply disappointing as the premise of crowdfunding is to support creativity and innovation”, adds Anirban Mukherjee, Assistant Professor of Marketing at Singapore Management University. “When projects make both claims, backers either assume a product’s benefits are inflated, that it carries a high risk of failure or that it divides the crowd between believers and sceptics, making it hard for backers to pick a side”, says Amitava Chattopadhyay, Professor of Marketing at Insead. “Entrepreneurs therefore might be advised to frame a project as only novel or only useful, rather than both”, underlines Dr Ping Xiao of the University of Technology Sydney (UTS). The researchers set out to address a research gap where relatively little is known about how individuals, as a large and anonymous community, respond to innovation. By examining projects on Kickstarter to determine if projects that aspire to be innovative are successful, they sought to find out the effect of novelty and usefulness, its interaction on the amount pledged towards a project and to establish what most increases project funding.
    [Show full text]