LONDON Exhibitor Guide
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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. -
Here's for Making Things Happen
2020 Postgraduate Prospectus THINGS HAPPEN MAKING HERE’S FOR HERE’S ASTON UNIVERSITY BIRMINGHAM UK POSTGRADUATE PROSPECTUS 2020 HERE IS Welcome to Aston University THE ASTON A stimulating and enjoyable place to study. We pride ourselves on providing a modern, supportive and MASTERS multicultural environment and we are committed to giving you the opportunity to achieve your full potential. We are known as an enterprising university and our students work with real life projects, create start-up businesses and undertake placements and internships in industry, the professions or the public sector. This is a great springboard for successful careers in an international world of work. Professor Alec Cameron Vice-Chancellor and Chief Executive Any questions? +44 (0)121 204 4910 [email protected] 3 HERE IS ASTON CONTENTS 06 A university for enterprise 08 Our reputation 10 Our UK location 12 Discover Birmingham 14 Our campus 16 Accommodation 18 Your career 20 Welcoming international students 24 Entry requirements 25 Programme contents 26 Aston Business School 44 School of Engineering & Applied Science 54 School of Life & Health Sciences 66 School of Languages & Social Sciences 74 How to apply As a postgraduate student at Aston University you will be part of a multicultural, international campus community where you A UNIVERSITY benefit from high quality teaching and work with researchers SINCE 1966 who are making a real impact on society. 4 5 A UNIVERSITY FOR ENTERPRISE Our students develop an entrepreneurial mind-set, enabling them to start their own companies, join fast growing SMEs and innovate within multinational organisations. Our graduates are highly sought after, because of their practical skills and ability to apply knowledge. -
Alliance Manchester Business School Undergraduate Study – 2017 Entry
1889 JOHN DALTON Alliance Manchester Business School Undergraduate Study – 2017 Entry Alliance MBS Undergraduate Study – 2017 Entry www.alliancembs.manchester.ac.uk/undergraduate 02 — 03 MANCHESTER... Contents Written by Tony Walsh (a.k.a Longfella) Find us P04 A world-changing University and Alliance Manchester Business School on Facebook P06 Our building project and campus masterplan www.facebook.com/ P08 AMBSincoming The City of Manchester undergraduates P10 Student life To some it means our architecture, P12 BSc (Hons) Management / Management (Specialism) poems made of stone Follow us P20 BSc (Hons) International Management on Twitter P20 BSc (Hons) International Management with American Business Studies The new, the old, the cool, the bold, @AMBSUGAdmission P28 BSc (Hons) International Business, Finance and Economics the city stands alone... P34 BSc (Hons) IT Management for Business / IT Management for Business (Specialism) Watch us on YouTube P40 BSc (Hons) Accounting www.youtube.com/ P46 Other business-related courses manchestermbs To some it means a sporting city, P48 Employability second place to none P50 Student support Join us P51 Find out more For thrills and spills and skills on LinkedIn P52 Entry requirements and scholarships we’re still the global number one... uk.linkedin.com/edu/ manchester-business- school-12712 Virtual open day If you can’t make it to one of our on-campus events, our virtual open day is the next best thing: www.alliancembs.manchester.ac.uk/virtualopenday Follow us To some it means our music scene on Google+ that keeps the city pounding plus.google.com/ +manchester Student blogs An A-list playlist, some might say businessschool The best way to find out what studying at Alliance MBS is really like – read our student blogs. -
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. -
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. -
Phase 0 Report
Simon Stevenson John and Rosalind Jacobi Family Professor of Real Estate University of Washington, 425 Gould Hall, Box 355740, Seattle, WA 98195 Tel: (206) 685-9989, Cell: (206) 714 9053, e-mail: [email protected] EDUCATION & QUALIFCATIONS Ph.D Finance, University College Dublin, 1997 MSc Investment Analysis, University of Stirling, 1993 BSc (Hons) Urban Estate Management, Liverpool John Moores University, 1992 Fellow of the Royal Institution of Charted Surveyors ACADEMIC APPOINTMENTS University of Washington, 2016- John and Rosalind Jacobi Family Professor of Real Estate, Department of Real Estate, College of Built Environments, University of Washington, September 2016- Administrative Roles: Chair/Head, Runstad Department of Real Estate, September 2017- Director of the Runstad Center for Real Estate Studies, September 2016-March 2018 Committee Membership: Member of Search Committee - Dean of the College of Built Environments, 2017-2018 Member of College of Built Environments Equity Council, February 2017- Member of College of Built Environments Executive Committee, September 2016- University of Reading, 2010-2016 Professor of Real Estate Finance and Investment, Department of Real Estate & Planning, Henley Business School, University of Reading, September 2010- December 2016 Administrative Roles: Director of Studies and Teaching & Learning, August 2011-August 2012 Director of the MSc Real Estate Finance, January 2011-August 2016 Head of Finance, Investment & Economics Group, Department of Real Estate & Planning, January 2011-July 2015 -
Speed of Execution in Leadership Shake-Ups
Speed of execution in leadership shake-ups is the secret to M&A success M&A deals have a greater chance of success if acquirers move quickly to install a new leadership team at the target firm, a study shows. Research by Cass Business School found higher rates of deal success among acquirers which rapidly appointed a top team at the target while retaining a large proportion of the operational staff. The findings come from a report by Cass’s M&A Research Centre which reveals a series of fresh insights into improving returns from M&A deals. The study examined a sample of 70 large transactions completed by US and UK acquirers between 2007 and 2011, comparing those which were successful in creating shareholder value with a matched sample of those where shareholder value was destroyed. The findings showed that: Companies which retained operational staff boosted their success rate. Successful deals posted 63 per cent retention rates for operational and business personnel, while in the failed deals group the rate was 46 per cent six months after completion. Successful acquirers were quicker to remove and replace the senior executive team. In the successful group, only 38 per cent of CEOs and 19 per cent of CFOs remained in post six months after completion, compared to 44 per cent and 38 per cent respectively in the failed group. Companies with a greater focus on HR – measured by the existence of an HR committee at board level – are more successful acquirers. There were more than twice the number of HR- specific committees in the successful deal group than in the failure group. -
King's Business School
‘Ready for the future as it King’s Business School arrives’ Helping individuals and organisations use the crisis as a catalyst for positive change Programme objectives ‘Ready for the future as it arrives’ as a way of future-proofing organisations to use the recent crises as a catalyst for positive change. This one day programme will: ➢ Allow individuals to make sense of the coronavirus crisis for themselves; to give them the time and space to think about the impact the crisis had upon them both personally and professionally; articulate and share their stories with their colleagues in a professionally facilitated environment ➢ reflect on what personally they would have done differently with hindsight ➢ articulate what they believe their organisation could have done differently with hindsight ➢ create some clear personal & organisational recommendations around what to do differently ➢ develop some clear personal & organisational recommendations to prepare for future uncertainty ➢ recognise the physiological and psychological impact of stress; practise some personal resilience exercises to transform negative energy to positive energy At King’s we believe this is a powerful mechanism to help individuals and organisations recognise the impact of the crisis, prepare more effectively for future uncertainty and so be able to perform now. This is also an excellent opportunity for Leadership Teams to get first-hand, honest feedback on what is going on across their organisation and what they could do to prepare more effectively. 2 KING’S BUSINESS SCHOOL | kcl.ac.uk/business The Process The programme is an inter-disciplinary one day engagement delivered for Leaders, Managers & Professionals. The design of the one day commitment is as follows: ➢ Delivery of 2 x 3-hour facilitated workshops; workshops led by experienced senior facilitators with support from a member of the Organisation’s Executive. -
Healthcare Management & Services Research
Healthcare Management & Services Research Incubator Sponsored by the Warwick Business School, Cass Business School and BMJ Leader Location: WBS London (The Shard, SE1 9SG) Date & Time: 9am – 3pm on December 12th 2019 The purpose of the incubator is to help people develop and advance research ideas, with an eventual aim towards publication and communication with broader audiences. The incubator is designed to be inter‐disciplinary, engaging with clinicians and clinical researchers, social scientists, management researchers and more. We believe that research can best facilitate improvement in healthcare systems when it is inter‐disciplinary, and when researchers rooted in one research community or disciplinary perspective are exposed to other research traditions in a way that enables them to communicate their work across boundaries. The incubator is co‐organized by Warwick Business School, City, University of London's Centre for Health Innovation Research, Faculty of Medical Leadership and Management, and BMJ Leader. Plenary speaker: Sara J. Singer, Professor of Medicine and of Organizational Behaviour, Stanford University Mentors: Amit Nigam (Cass Business School, UK) Angela Aristidou (Warwick Business School, UK) Davide Nicolini (Warwick Business School, UK) Nicola Burgess (Warwick Business School, UK) Harry Scarbrough (Cass Business School, UK) Giulia Cappellaro (Bocconi University, Italy) Charitini Stavropoulou (City, University of London, UK) Agenda Thursday, December 12th WBS London campus: 17th floor of The Shard, 32 London Bridge Street, London, SE1 9SG 9:00 Registration and welcome coffee 9:30‐ Welcome and overview of the day from Angela Aristidou (WBS) and Amit Nigam 9:45 (Cass Business School) 9:45‐ Academic ice‐breaker 10:00 We expect most participants to know very little about one another, and this exercise will help you learn more about the other participants, and perhaps discover common research interests. -
Innova*Ve Healthcare for Pets
Innovave Healthcare for Pets Confiden'al We Care About Pets & Families PROBLEM: It takes YEARS for medical innova&ons to reach the pet health market Interleukins ² Pets suffer from the same age related condions as their owners: Cancer, Diabetes, Arthri5s, Obesity, Heart Disease, etc. ² Pets share our living environment and provide a superior naturally occurring disease model for many human maladies ² Pets confer psychological wellness and longevity benefits to their owners ² Pharmaceu&cal companies focus on livestock medicines and vaccines 2 Our Soluon To deliver high-quality medicines & diagnos5c tests for dogs, cats and horses Interleukins ² De-Risking: We in-license late-stage products that require less development to reach the market ² Solid IP: Exclusive licenses for animal rights to a worldwide patent porJolio ² Veterinarian Led: Unique insights into market needs plus extensive personal networks ² Quality Partners: Top universi5es and innovave Interleukins biotechnology companies ² One Health: The data we generate facilitates clinical studies for humans 3 Founders Jessica A. Dugan, DVM, MBA Co-founder, CEO and President Equine veterinarian; 23 years of clinical and management experience; extensive veterinary and biotechnology network; Doctor of Veterinary Medicine, University of California, Davis; MBA, London Business School. Richard W. Kea&nge, PhD Co-founder, Chief Business Officer 25+ years of biotechnology industry experience in the US and Europe; Led a 3x oversubscribed biotech IPO on the NYSE Euronext; deep contacts with Top Ten big pharma companies, PhD, Harvard University. Board of Directors Laurent Fischer, MD CEO, Tobira Therapeu'cs MulRple successful exits leading biotech companies: Jennerex; Ocera TherapeuRcs; DuPont-Merck; DuPont PharmaceuRcals; Hoffmann-La Roche; MD, Geneva Medical School, Switzerland. -
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: -
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.