IE University

     

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IE University Maria de Molina 11
Madrid, MD, 28006
Spain
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Demographic Information

Number of full-time MBA students (2011): 

702

Number of part-time MBA students (2011): 

120

Total duration of full-time MBA program: 

13 months

MBA faculty (Fall 2010): 

95

Females as percent of student body: 

33%


Description of MBA Program: 

IE Business School’s commitment to bringing new solutions to sustainability and societal challenges through innovation and entrepreneurship permeates every aspect of the school, from core program content and an extensive range of specialized electives, to consolidated initiatives in the field of social entrepreneurship and responsible business. IE also places a special focus on encouraging students to explore the development of creative and innovative solutions for the BoP (Base of the Pyramid) through design thinking for social innovation, together with key experts and facilitators in the field. Additionally, IE’s student body is one of the most diverse in the world and includes backgrounds with extensive experience in key fields like renewable energies, micro-finance and social start-ups.


The IE learning model comprises a productive balance of flexibility and structure driven by its core values. The school’s IMBA program focuses on promoting change on individual, group and societal levels, with 3 modules of workshops and conferences devoted to doing just that. The modules include design thinking for social innovation, cross-cultural intelligence, the optimization of living spaces, and sessions led by actors from London’s Globe Theatre to enhance the use of creative thinking to provide corporate and social solutions.  


Although the School’s deep commitment to entrepreneurship is palpable at every level, its flagship initiative in this field is IE’s Venture Lab (VL). The overriding objective of Venture Lab is to incubate the development and consolidation of social and responsible business start-ups proposed and launched by IE students and alumni worldwide, and to foster an ecosystem aimed at facilitating the funding of past, present and future business projects as an engine for growth and social welfare.


Social Impact Management at IE hinges on 3 essential angles: knowledge, engagement and outreach.


Knowledge and Research at IE are powered by social impact management centers like the PwC/IE Public Sector Center, and IE’s Center for Diversity. Projects include the Training and Mentoring Program for Women-Led Business run jointly with Femmes Africa Solidarité FAS to assist the professional development of 25 women who have created businesses with strong growth potential in Sub-Saharan Africa, through technology, mentoring, and networking. Financieros Sin Fronteras is another key IE initiative, aimed at alleviating the lack of resources in developing countries by providing the necessary expertise to organizations that provide credit in depressed areas to stimulate development, coupled with the careful analysis and diagnosis by IE students of selected projects, exploring their suitability for funding either through debt or through equity.


Engagement of students starts with the admissions process and continues throughout the program. Initiatives include IE’s Social Responsibility Forum, the School’s largest student-led event with over 400 participants, where world experts meet to analyze challenges and opportunities in the fields of social innovation and sustainability under the aegis of the Net Impact Chapter. Another example is EcologIE, a business environment platform centered on education, change and action. MBA students also have the opportunity to gain hands-on experiences with social entrepreneurs, such as Emzingo in South Africa.


Current Outreach initiatives at IE include collaborations with unusual partners, such as the Hub, an incubator for social innovation which supports social entrepreneurs. The School places a marked emphasis on unconventional approaches to enduring social problems, many undertaken jointly with key players in the field of process design, creativity, social entrepreneurship and innovation.


IE’s awareness of the need for constant evolution of social and environmental issues has translated into the creation of social enterprises by our students, coupled with their responsible management practices and outstanding performances in major international competitions and events.
 



How does the MBA program 'walk the talk' of social and environmental impact?: 

IE launched in October 2010 a new program, the Master in Global Environmental Change, with the objective to attract professionals, from any discipline, that wish to bridge sustainability from science to their own industries. During this 10 month full time program, students approach sustainability issues such as: biodiversity loss, food security, density in urbanization, disease transmission along with climate change and how all these factors interact with the economy & society at a local & global level. It has a high focus in the development of communication skills & simple strategic insights based on science, crucial information for decision makers.


In the search for the class candidates a scholarship competition was launched. Candidates had to submit a brief presentation of how their environmental change affects (or will affect) their communities. The winner was granted a scholarship of 60% of tuition fees for the master. Here is the link to the project: http://competition.mgec.ie.edu/documentation


At the same time the student club ecologIE, with the aim at fostering sustainability on Campus at all levels, has focused on these actions:


1. Double sided printing: all printers on campus were programmed by default to print on double sides of the page.


2. Recycling points on campus: Increase of the number of bin sets was increased, ensuring that it is the most convenient way to dispose trash. There have been assigned tags to the bins to clarify what type of materials should be disposed in the plastic, organic & paper bins.


3. CO2 auditing: Main buildings have been audited in the search of insights for reduction of emissions. Our major CO2 cause is the heating of water, analysis are being made to integrate a more sustainable source of heat. New buildings are being equipped with automatic systems of illumination & centralized regulators of temperature to optimize our consumption. A personal CO2 calculator done by an MBA student, which measures from the use of a washing machine to a coffee maker in terms of the emissions emitted annually. This calculator, among useful habit tips, will be part of a student guide on sustainability.
 

Academic Department

Course Name: Advanced Financial Management
Instructor: Concepcion Martin Berzal, Gonzalo Chavez, Ana Cristina Silva, Carmen Alonso-Muñoyerro

Social Impact Management topics in this course include:

- Firm Valuation. This module examines the two basic approaches to valuation - cash flow valuation methods and relative valuation - and the various models within these broad categories. It also outlines the role that valuation plays in securities analysis, portfolio management, in acquisition analysis and in behavioral corporate finance and corporate social responsibility.

- Broad concept of companies’ stakeholders: stock owners, borrowers, customers, employees, society, etc.

- Cash flow as a more transparent indicator of a company’s profitability.

- Agency problems.

- Interests from management vs. Interests from stockholders and society: Is the golden rule of NPV enough?

- History of lending and usury.

- History of fraud in finance.

- Ethical problems which can be faced by MBA’s throughout their careers.

- Religion and financing.

- Effective annual interest rate utility in order to homogenize financial information and give more transparency to financial/investment decisions on the market.

- Social return on investment. How is it measured?

- TIR/VAN of a public investment project.

- Identification of flows, discount rate & risk.

- Conflict of interests on investment banking ("Chinese Walls").

- Minority stockholders protection on companies’ M&A.

- Regulatory frame of IPO’s.

Course Name: ADVANCED NEGOTIATIONS WORKSHOP
Instructor: ENRIQUE OGLIASTRI

1. You will be able to evaluate different options for carrying out negotiations

2. You will evaluate your own personal effectiveness in complex negotiations

3. You can further develop skills to create and distribute value in negotiations

4. You will contribute to knowledge and to gain insight about international negotiations cultures.

Course Name: Advanced Strategic Management In Technology Intensive Environments
Instructor: Néstor Miranda, Remzi Gozubuyuk, Ricardo Pérez

This course is designed to offer students a deep understanding of the unique aspects of creating an effective strategy in technology-intensive businesses or in value networks where non technology companies are forced to compete in a high technology environment.

Technology companies’ most valuable resource is human capital, attracting and maintaining highly skilled employees becomes a critical issue. Thus we explore how human resource policies and practices can become a source of competitive advantage and the impact of a hard-charging corporate culture.

Social Impact Management topics in this course include: creation of competitive advantage, value capture, and sustainability; value creation & innovation models; Disruptive vs. Sustaining Innovation; Radical vs. Incremental Innovation; and exploring whether the pursuit of opportunities is consistent with a company’s mission, culture and bottom-up processes for managing innovation.

Course Name: Assessment and Development
Instructor: Juan Carlos Pastor, Tara Wernsing, Marta Williams

The first fundamental ability of a great leader is a solid understanding of him/herself and strong abilities to manage him/herself as well as others. This workshop focuses on improving the level of self-understanding of the students through a series of basic competencies necessary for the student’s success as a leader and the development of these critical abilities with respect to his or her personal growth as well. The core of this workshop comes from the competencies developed by the Leadership Center of IE. The model consists of 20 general competencies that are commonly associated with management success. Apart from attaining an appropriate level of these core competencies, students will be evaluated on various personal characteristics as aspects of their own personality, cognitive traits and attitudes and abilities that are related to effective leadership such as their capacity to learn to self-manage and self-critique. The final result of the workshop will be a better understanding of oneself and the ability to better develop and execute oneself.

Course Name: Balanced Scorecard
Instructor: Javier Gonzalez Ubeda

With regards to the balanced scorecard (BS) and its contribution to CSR, the BS tool adds great value to the implementation of a company's strategy, aiming to measure the successes reached in the strategic objectives included in the company's strategic plan. Consequently, today, most companies consider very specific strategic objectives that focus on stakeholders. The well-known strategic maps include objects related to clients, suppliers, employees and shareholders, among others. Their measurement and achievement will lead to the fulfillment of the CSR objectives laid down on the maps. In other words, the objectives resulting from a CSR policy are displayed and measured in the BS, together with the plans for their deployment, implantation and measurement.

Course Name: BEHAVIORAL AND EXPERIMENTAL FINANCE
Instructor: ORLY SADE

There is a growing strand of research suggesting that the standard economic paradigm: rational investors in an efficient market – does not adequately describe behavior in financial markets. In this course, we will explore part of this literature.

The basic premise of Experimental Economics is that economic and financial theories can be tested in a controlled laboratory setting. In this course you will participate in experiments that will illustrate some of the insights and findings of behavioral finance.

Course Name: BEHAVIORAL DECISION MAKING: BIASES, HEURISTICS AND ERRORS.
Instructor: LEE NEWMAN

Reasoning, judging and deciding are important aspects of everyday life and are particularly critical in the context of business. For example, managers routinely make decisions amid uncertainty and too little time; the daily life of the entrepreneur involves knee- jerk judgments, quick decisions, and often emotional attachments; marketers, consultants and financial advisors need to influence by understanding the behavior of their consumers and clients. Research in the behavioral sciences has demonstrated convincingly that despite our best intentions, as decision makers we are often prone to err. We are influenced by biases, swayed by emotions, seduced by information, and we routinely favor “quick and dirty” approaches to making decisions even when more principled models and methods are available. When do we err? How do we err? Why do we do so? And how can we do better?

The course is intended for a broad audience of future managers, marketers, consultants, entrepreneurs, or anyone seeking a better understanding of judgment and decision making from a behavioral perspective. After participating in this course, you should expect to:

1. Learn to identify the types of situations that pose challenges to our ability to reason and make good decisions.

2. Recognize important cognitive, emotional and social biases and fundamental limitations that can influence how we reason and decide.

3. Understand a range of our default, “quick and dirty” (heuristic) approaches to decision making and the situations in which these lead to good, bad, and decidedly ugly outcomes.

4. Learn how we can reason and decide more effectively by limiting or avoiding our biases, default approaches, and limitations.

5. Understand how behavioral concepts from the course apply to business contexts such as consumer marketing, financial investing, consulting, and general management.

Course Name: BUILDING LEADER NETWORKS
Instructor: PINO BETHENCOURT GALLAGHER

Personal networks have always been crucial to build leadership and transform organizations and societies. With the emergence of internet and online social networks, the art of developing trust is changing rapidly, while it stays the same in its core essence.

This course will radically change the way you look at your existing relationships. It will help you separate the intentional, process-driven part of networking from the unconscious dynamics that you can’t control, and which result in career altering partnerships and life lasting friendships.

Why do we choose the people we partner with? What makes us attractive and interesting to other people? How to we convince strangers that we have something valuable to say? And how do we come up with smart ideas?

In this course you will understand the role of your personal network in your capacity to achieve leadership positions throughout your career. You will learn best practices in building efficient networks, and develop new ways of analyzing your own networking efforts.

You have the opportunity to make our world a better place. By creating new business models to respond to the world’s new global imperatives, by influencing strategic discussions and practices in large organizations, or by driving NGOs and public institutions towards more effective policies.

Whichever path you choose to develop in, your network is your ultimate enabler and the mirror of what you represent in business and society today. Help it help you.

Course Name: Business Globalization
Instructor: Miguel Aguirre

In the 21st century, companies, despite their size, are willing to work in a global market with global procedures. During this course we analyze international markets’ financial mechanisms, paying special attention to developing countries. Studying the international payment schemes, currency insurance and credit mechanisms as "Factoring", will give us a global view as how to create a financial structure to our projects in international markets.

We pay close attention to the 21st century tendencies that every company has to take into account. These trends include social impact management and how business is done in different countries, paying close attention to social responsibility and reputation. More specifically, we will handle environmental protocols under the United Nations, what they establish as well as the financial commitments that countries have to implement to fulfill them.

Course Name: BUSINESS STRATEGY FOR A DISRUPTIVE WORLD: THE TRANSFORMATION OF THE MEDIA INDUSTRY
Instructor: NESTOR MIRANDA, RICARDO PÉREZ GARRIDO

The world as you know it is changing fast. We al know that, what we don’t know yet is how we will analyze those changes and try to understand how our companies need to react to those changes and build the strategies for their future. At the end of the road we will try to equip you with a toolbox for the strategic analysis needed in this world of constant disruption. We will use as a base some of the concepts you have learned during your strategy classes, and from them discuss some of the latest trends in strategy and leadership thinking, including technology and society as agents of change.

To complete this analysis we will use the case of the telco-media industries, that are, just as you read these lines, going through one of the fastest and more radical changes the modern corporate world has seen. Business models entirely out of the game, new entrants transforming industries in months, and traditional strategic tools being far from useful in the analysis o what is going on. Let’s explore togheter, and with the collaboration of industry leaders these changes and the road ahead.

The course has a practical and “current events” orientation, which means we will be covering cases of what companies are doing today (2009-2010), and with support of some of its top executives. This same reason gives this course an ever-changing and evolving nature, counting on you –part of the course- as yet another piece to build the final content and approach to these realities of platform strategies, agility, change, innovation… that we want to make the core of our program.

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Type of Offering

Advisory Program for Mentors - XXII Challenge
Type: Advisory Program
Date: March, 2010

The Advisory Program for Mentors Desafío XXII was created between IE Business Schools and Fundacion Horizonte XXII, with the objective of providing the Mentoring bases to top professionals that wanted to start a Mentoring Process .

This Program was design within an initiative that Fundacion Horizonte XXII was developing in order to foster entrepreneurship.

All Mentors involved in the program will star a Mentoring Process with a entrepreneur that has already develop a business plan and has successfully passed a careful selection

The main objectives of the Advisory Program for Mentors- Desafío XXII are:

· Defined the bases of a satisfactory Mentoring Process

· Structure the Process thanks to the experience of the experts

· Solve doubts that may arise during the Process

· Be in continuous contact with Mentors experts on the field

· Generate discussions about relevant topics related to the Mentoring

· Access to Technology assessment that Mentors and Mentees could apply to their careers and projects

· Create a Community with top professionals that will add value to the Mentoring Process

All these through different working-breakfast, workshops on Mentoring and Technology and the online and continuous support provided on IE’s technological platform: IE Communities.

Think Tank on Cultural Diversity
Type: Think Tank
Date: October, 2009

The key objective of this Think tank is to promote a better understanding of cultural diversity between Spanish and Moroccan societies by considering differences as a competitive advantage. Said differences will improve the corporate strategies for the entrance of Spanish and Moroccan companies into each other’s countries. At the same time, a bridge between both countries will be created in order to facilitate a rapprochement for Moroccans to the Spanish context and viceversa.

The project was launched in 2005 by ONA Foundation of Morocco and IE Business School Foundation with the support of Averroes Committee and the Spanish Agency for International Cooperation (AECI).

It included research about the political, business and economic environment in both markets, studies of Moroccans companies in Spain and Spanish companies in Morocco, and an analysis of trade flows between both markets.

Moreover, on-field research was conducted through quantitative surveys of 70 different companies and focus groups.

The result is a best practices guide to integrate diversity into HR management and provide guidance for Spanish companies established in Morocco and Moroccan companies established in Spain.

The Guide was published at the end of 2009.

In addition, the Center for Diversity in Global Management has contributed the chapter “Spanish companies, actors in the foreign policy in Morocco” to the publication of the book “Maghreb foreign policy: actors and interests”. Ed Ariel y Real Instituto Elcano, 2009.

Diversity Advisory Board Project
Type: Project
Date: January, 2011

The mismatch of diversity management policies with the external and internal environment in which companies operate has generated a proliferation of negative perceptions over the value of Diversity programs. In order to prove the strong business case for Diversity in different environments, it is necessary to reflect upon the traditional approaches that emerged last decade and develop a model better adapted to the fluid and changing reality that characterizes our global society today.

During its 8 years of existence, the Center for Diversity in Global Management of IE Business School has accumulated expertise and knowledge through research and program management in the EMEA region. All this acumen has lead to the generation of a new model that has the potential to be utilized to better tackle diversity issues. Through applied research we plan to materialize it in a tool that will respond to the needs of those companies at the forefront of managing diversity.

The main goals of this project are:

1. To change external and internal negative perceptions on the effectiveness of traditional diversity management policies, mostly stagnated in advocacy and awareness actions.

2. To develop a practical tool that will:

· Adapt the existing diversity management practices to different cultural contexts, and in concrete to the EMEA context.

· Present robust quality based indicators and procedures to measure the effectiveness of diversity management policies, beyond traditional demographic indicators.

In running this project we intend to work with a small group of leading best practice companies in EMEA in the area of diversity management. These companies, together with researches and professors from EI Business School, will constitute IE Business School’s Diversity Advisory Board.

IE's Mentoring Program
Type: Mentoring Program
Date: September, 2009

IE’s Mentoring Program runs under the aegis of the Center for Diversity in Global Management.

The program was launched in Spain in 2007 by IE Business School and BlackBerry as an initiative aimed at high-potential women that are currently studying a master on IE.

More than 60 prestigious professionals with different backgrounds (industries, areas of interest and nationalities) have supported the program from the outset.

The experience from previous years enables us to identify the most successful elements and to build a new phase by consolidating the pillars of the program and improving future elements with three main objectives:

- Development of a new model for professional support based on technology that will evolve into a sustainable model to be extrapolated to other educational areas.

- Focus on monitoring and follow up in order to analyze the participants’ subsequent progress.

- Support women who have been awarded the Lidera scholarship from the regional government.

Participants are divided into:

Mentors: prestigious professionals who wish to share their experience with mentees to help them improve their medium-term career perspectives.

Career Advisors: Network of professors, trainers and senior managers who want to participate in the academic, communication and networking initiatives.

Learning Supporters: Mentees from previous editions that want to support new participants with their experience.

The program will provide education and training in two main different lines:

· Entrepreneurship

· Executive Development

Banespyme Orange - Former NETI - Best Social Project
Type: Business Plan Competition
Date: March, 2010

In collaboration with Orange and Fundación Cultural Banesto, IE Business School coordinates "NETI project," an initiative designed to promote the creation of technology-based businesses. To date, NETI has generated +1,000 jobs in direct and indirect terms and has received over €5,000,000 from private investors. For the past five years, NETI has included an award for the Best Social Project. For a period of 8 months, the winners of the NETI project receive expert support to turn their business ideas into future projects.

UN Global Compact
Type: General Secretariat for the Global Compact in Spain
Date: October, 2009

IE Business School is the base of the General Secretariat for the Global Compact in Spain. The platform created in 2004, comprises of some 200 Spanish Corporations. Joaquín Garralda, Vice Dean of Academic Affairs at IE Business School, serves as Secretary General.

Companies that adhere to the Global Compact pledge to observe its nine principles related to human rights, labour rights and sustainability of economic activities. The Global Compact also serves as a meeting point for companies and other sectors of society. We have also signed the Principles for Responsible Management Education.

Chair in CSR and Environmental Sustainability
Type: Chair in CSR
Date: August, 2009

The Chair in Ethics, founded in 1995 by the IE Alumni Association, works to investigate the impact of ethics on decision-making in business. The objective of the Chair is to give support to the Alumni Association in themes related to ethics, teach courses on business ethics at IE Business School, and develop relevant research projects as well as to present papers in International Congresses.

Finance Without Borders - Financieros Sin Fronteras
Date: January, 2010

Non-profit association that emerged as an initiative of IE Business School to promote micro-finance globally.

Through expert volunteers, academic professors and Masters' students, we:

1- work at enabling Micro-finance Institutions’ (MFIs) to access diversified sources of capital, by helping them develop viable business plans as well as support them throughout the investment credit analysis and “due diligence” processes;

2- provide pro-bono consultancy and support to MFIs to help them better measure their results on the ground as well as concretely monitor and evaluate the developmental impact of their operations on the community

3- work as a “think tank” for incubating and developing new ideas which serve to identify and expand new markets for the microfinance sector.

Social Responsibility Forum
Date: November, 2010

The annual IE Business School Social Responsibility Forum, organized entirely by students and driven by IE’s Net Impact Chapter, brings together business executives, community leaders, social entrepreneurs, human rights activitsts, and students to discuss how a shift in business and social mindsets has created new growth opportunities in the global economy.

The two day conference is the largest annual student-run event at IE Business School and on it's latest edition (2010), the forum assembled more than 450 attendees, 37 panelists and speakers, and more than 50 nationalities.

"Social Entrepreneurs are breaking boundaries and finding innovative solutions all around the world - and in every sector, from technology, marketing, and consulting to energy and healthcare," said Megan Owens, International MBA student and President of this year's Social Responsibility Forum. "It's truly inspiring how social business is playing an increasingly important role in each one of these sectors; thus our theme for this year's conference: Leading to the Next Big Thing."

Speaker and panel themes focus heavily on social change, such as: progressing social economies, driving social change through sports, shaping markets through disruptive innovation, the future of energy policy and regulation, and corporations benefitting from social responsibility.

Among the many keynotes were Philip Armstrong, Head of the Global Corporate Governance Forum and an internationally acknowledged expert on corporate; Hans Reitz, Co-Founder of the Grammen Creative Labs and creative advisor to Nobel Prize laureate Professor Muhammad Yunus; Sir Robert Charles Swann, Polar Explorer and Environmental Leader, who participated virtually from China; and Karen Tse, Founder and CEO of International Bridges to Justice, who has made it her mission to ensure that people in developing countries are protected under human rights laws, specifically in Cambodia, China and Vietnam.

"We are pleased to be able to host distinguished international experts who will discuss and share their own experiences in making positive changes to society," said Santiago Iñiguez, Dean of IE Business School, during the welcome address.

Flying in from South Africa to give a keynote that same day, social entrepreneur Wendy Luhabe challenged the audience to ask themselves "What is at stake if we do not do anything? Who is most likely to save the world from itself? What are the shared and future values to move us to the next big thing?" Luhabe is one of South Africa's most prominent, visionary, and pioneering women and founder of Women Investment Portfolio Holdings, which revolutionized the economic participation of women in South Africa.

More details about additional keynotes, speakers, the day's activities are available here: http://www.netimpact.ie.edu/

IE Greenlaces Cup
Type: Football Tournament
Date: September, 2009

The IE GreenLaces Cup is an environmentally conscious MBA football tournament organized by IE Business School. The event seeks to foster the spirit of fair play, friendship and environmental responsibility. For its 2nd edition, IE has invited nine other top MBA schools to participate.

The environmental mission of the event is to inspire and educate young global leaders as to the challenges and solutions faced with "going green" in a modern world. In addition, it will connect environmental efforts and actions through a common emblem of GreenLaces.

Evaluation of ESF support for enhancing access to the labour market and the social inclusion of migrants and ethnic minorities
Type: Evaluation
Date: October, 2010

IE Business School, through it Centre for Diversity in Global Management, as a partner in the Consortium Centre for Strategy and Evaluation Services (CSES), elaborated Spain’s Report in the “Evaluation of ESF support for enhancing access to the labour market and the social inclusion of migrants and ethnic minorities”. This evaluation has been done under the mandate of the Directorate General for Employment, Social Affairs & Inclusion of the European Commission.

The main aims of the evaluation were:

· Assess the European Social Fund’s contribution to enhancing access to the labour market and the social inclusion of migrants and ethnic minorities

· Provide guidance for the Member State on the implementation of ESF Operational Programmes in the 2007-2013 programming period in order to strengthen the effectiveness of intervention targeting these groups

· Identify the most effective means of tackling barriers to the social and labour market integration of migrants and ethnic minorities.

The study focuses on ESF interventions in the 2000-2006 and the 2007-2013 programming periods and EQUAL.

IE’s Net Impact Chapter Speaker Series
Date: September, 2009

Speaker series led by MBA students covering topics related to Corporate Responsibility, Social Entrepreneurship and Sustainability. Past speakers include Arthur Dahl, Former Deputy Assistant Executive Director of the UNEP, Augusto Lopez Claros, Founder of EFD-Global Consulting Network, and Manuel Escudero, Head of the UN Global Compact Network, among others. Around 6 conferences take place each year.

African Venture Day
Date: May, 2011

BEYOND NGOs: A DEEPER LOOK INSIDE ENTREPRENEURSHIP IN AFRICA

African venture day is a forum organized by IE Business School, which brings together companies, entrepreneurs, and investors to discuss the way forward in light of the African business boom.

In light of the global economic slow-down, some dynamic emerging economies in Africa are seeking to reposition themselves as attractive and stable arenas offering higher returns on investment. With its vast markets and immeasurable natural resources, a dynamic Africa is now fertile land for premium investor rewards.

African Venture Day focuses on unlocking opportunities for entrepreneurs, capital investments, reliable infrastructure and investment in human capital.

Global Village
Type: Global Village
Date: May, 2010

Young professionals from +30 countries organize IE's Global Village, a multicultural event where participants showcase the best of their countries' cuisine, culture, arts and craft, traditions and tourism.

The money raised by the event is donated to NGOs and social enterprises at the Social Responsibility Forum. Over its past five editions, the Global Village has had stands from countries that included Spain, Argentina, Uruguay, Brazil, Chile, China, Colombia, Dominican Republic, France, Georgia, Germany, Greece, India, Italy, Japan, Jordan, Mexico, Peru, Russia, Switzerland, UK, US and Venezuela. The embassies and tourist offices of some of these countries also participate and lend their support to the initiative.

Activities include Japanese dancing, Indian dancing, Chinese music, Brazilian dancing and jazz, while stands offer typical products and food from each country.

Careers Management Centre

It is the mission of IE’s Careers Management Centre to increase employment opportunities for IE students and alumni. We focus on:

- Relations with companies: We provide students with access to recruiting companies through corporate presentations, the Annual Careers fair, on-line recruiting activities and networking events with NGO’s and International Bodies such as the World Bank (IFC) and the International Committee of the Red Cross. In addition, Companies such as J&J, Santander, Telefonica, Iberdrola etc. have targeted IE students for CSR positions. Finally, important Renewable Energy players such as VESTAS, Sun Edison, Gamesa, Iberdrola Renovables, etc. have accessed our talent pool for recruitment purposes by means of on campus recruiting events, panel discussions, etc.

- Education and advisory service for present and former IE students: We educate our students to develop the skills required for success on the job market. We organize seminars and round tables with CMC personnel, expert external consultants in selection matters, former students who are experts in various functional areas and sectors, recruiting companies and headhunters.

- Resources for improving the search for employment: We compile databases on companies, employment search guides, books on careers guidance, etc. We also partner with several international on-line recruitment providers.

The PwC - IE Public Sector Center
Business School Housing? Yes
Number of Faculty: 2
Contact Name: Julio Gomez Pomar
Contact Email: Julio.Gomez@ie.edu

The PwC - IE Public Sector Center is the direct result of their awareness that the participation of private firms in the public sector will foster growth and enhance levels of efficiency and effectiveness. The Center’s mission is to serve as a catalyst fo

Center for European Studies
Business School Housing? No
Number of Faculty: 3
Contact Name: José M. De Areilza
Contact Email: jose.areilza@ie.edu

IE University has been selected by the European Commission to launch a Center for European Studies (CEE/IE) . This center completes the recognition of IE University as a distinguished institution in the generation of knowledge of European Integration in Spain, after having offered various Jean Monnet European Modules and having created a Jean Monnet Chair. The aim of the Center for European Studies is to become a reference in studies in and teaching of the European Integration thanks to the professors of recognized prestige forming part of it.

The Center of European Studies will conduct three types of main activities:

* Conferences and public debates

* Research

* Teaching

Conferences and public debates

The center intends to organize multi-disciplinary academic conferences and seminars aimed at academics and experts on European studies as well as public debates open to the civil society through its alumni network.

The CEE will officially launch its activities in December 2009 and, on that occasion, it will organize its first international conference on “The new European Union after the Treaty of Lisbon”, a few weeks before the beginning of the Spanish Presidency of the European Union.

Research

The center aims to become a platform for promoting European research thanks to the high level of the faculty of IE University in different areas of European Integration. The center will promote research as well as divulgation of the research papers of its members. In particular, it will have a series of Working Papers which will include studies on European Integration from the perspectives of different fields. This Working Paper Series will, in turn, incorporate the series of Working Papers sponsored by the Jean Monnet Chair of the Instituto de Empresa.

Teaching

The center will promote “European modules” as compulsory or optional courses in each Master as well as Bachelor degree program of IE University. In addition, the center intends also to offer “European programs” for foreign students as well as summer school courses in Madrid and Segovia.

All these activities will also require the creation of a “European corner” in the university libraries of the IE, both on the Madrid campus and the Segovia campus. This will enable the access to bibliographical and electronic resources on European Integration (European Union law, European economics, external relations of the European Union…).

The director of the center is Professor Marie-José Garot, the coordinator is Isabel Garcés and its president is the holder of the Jean Monnet-IE Chair, José M. de Areilza. This management team will be advised by an Advisory Council composed of prestigious experts on European Union Affairs, under the presidency of Rafael Puyol, President of the Board of Directors of IE University and Vice-President of Institutional Relations of Instituto de Empresa.

Center of Negotiation and Mediation
Business School Housing? No
Number of Faculty: 3
Contact Name: Mercedes Costa García
Contact Email: Merche.Costa@ie.edu

"Life is negotiation". We negotiate from the moment we are able to reason. The negotiated resolution of conflicts, of stances, of different aspirations is so embedded in the day-to-day fabric of our lives that we tend to overlook its importance, particularly in the workplace. We all negotiate all the time . Maybe that is why we think that we are capable of negotiating, that it is one of our innate abilities, that we all do it properly. We are wrong.

Everyone can learn how to negotiate, but the ability to negotiate well is a rare skill that can only be achieved through specific training and preparation.

Some of the world’s business schools have realised that cutting corners when training negotiation skills frequently translates into problems for the business organisation. From distribution agreements to full-blown mergers; from collective bargaining to terminating an employee’s contract. These are negotiation processes that are often tackled without the training and experience they require.

The IE Centre for Negotiation and Mediation is acutely aware of this. Its mission is to equip business management professionals with the negotiation and mediation skills and techniques they need. The Centre also focuses on the study and research of every aspect of negotiation processes in order to disseminate and apply practical negotiation methods that serve as a base for training programmes.

The book “Negociar para CON-vencer” (Negotiate to convince and prevail), written by Merche Costa, Director of Center of Negotiation and Mediation, Pilar Galeote and Mariana Segura, professors from the Centre, recommends methodological rigour and “persuasive intelligence” to tackle business, conflicts and and life.

Activities

The Center carries out its activities in the following areas:

* Instruction in the coursework of the Masters Degree Programs and Postgraduate Courses offered by Instituto de Empresa.

* Executive Education. Throughout the year, the Center conducts various workshops and courses open to all professionals who would like to learn the Techniques and Method of Negotiation in order to apply them in their work.

* In-Company Training Courses tailored to the client’s needs. The duration of these courses varies in accordance with the client’s specific training requirements.

* On-Line Training Courses intended for those who wish to take the program on-line and maintain contact with the professors by means of various forums, threaded discussions and e-mail.

* Organisation and participation in various activities, conferences and forums related to negotiation.

* Development and translation of various practical cases to be used in accordance with the profile of the professionals for whom the program is intended.

* The preparation and translation of case studies for use on IE programmes. Cinematographic studies and analyses of films that feature conflict management and negotiation issues.

Center for Corporate Governance
Business School Housing? Yes
Number of Faculty: 2
Contact Name: Tomás Garicano Rojas
Contact Email: tomas.garicano@ie.edu

In December 2008, the Center for Corporate Governance has been created by Bankinter, Iberdrola, IE Business School and PricewaterhouseCoopers. This joint initiative highlights these corporations’s interest and concern about everything related to best prac

Center for Diversity in Global Management
Business School Housing? Yes
Number of Faculty: 6
Contact Name: Celia De Anca
Contact Email: Celia.DeAnca@ie.edu

The Center for Diversity in Global Management mission is to promote diversity management of gender, culture, personality and age as a competitive advantage in the corporate world, through reflection, creation of knowledge and the dissemination of know-how. To achieve these goals, in 2007 a new initiative was launched to foster professional women leadership.

The Center’s main aims are:

- To foster a greater understanding of the demand for and needs of corporate diversity, by analyzing the improvement in bottom line results and effectiveness of inclusion policies

- To improve diversity in the corporate world by promoting training programs in management in women both in western companies and developing countries.

- To generate debate and the exchange of experiences in the field of diversity

Research & Activities include:

- Preparation of business cases, research projects and benchmarking of best practices; debate forums; scholarships programs; training and mentoring programs for women in Africa, Saudi Arabia and Latin America; elective courses on corporate diversity and women in leadership

Pages

Beyond the Market: What every CEO Needs to Know about Nonmarket Strategy.
Author(s): Bach, D.

This article develops a domestic institutional explanation for the growing institutional diversity in global economic governance. Transgovernmental networks linking domestic regulatory agencies have emerged in a number of areas alongside more conventional cooperation based on international organisations and regimes. At the same time, the number and scope of private self-regulatory schemes at the international level has markedly increased. While rich literatures have developed around each of these three governance cluster, less attention has been paid to the critical questions why, where, and when we are most likely to see one type of governance as opposed to another. The article argues that broad observable patterns of global governance result from specific configurations of domestic institutional variables in leading markets against the backdrop of the dynamics of market globalisation. Empirical evidence from case studies of global governance in the fields of securities, Internet domain names, intellectual property, and hedge funds broadly support the argument.

Journal Title: Sloan Management Review Volume: Edition: Page Numbers:
Board Composition and firm internationalization
Author(s): Mayo, M. ; Hamori, M.; Rivas, J.

This paper looks at the composition of boards of directors as an antecedent to the internationalization of firms. We rely on the ‘Upper Echelons’ framework to test whether the board’s international experience, age, board tenure and functional diversity drive internationalization. Results based on a sample of 108 European and US corporations show that international experience and board tenure are positively, while age of directors is negatively related to internationalization. Functional diversity of directors has no effect on internationalization. These results bring attention to the fact that board composition may critically impact internationalization and should be considered as firms expand abroad

Journal Title: Academy of Management Journal Volume: Edition: Page Numbers:
CEO Risk Related Incentives and Income Smoothing
Author(s): Markarian, G.

We investigate whether risk-related incentives of executive stock option (ESO) compensation plans are associated with income smoothing. Given that risk has both potential benefits and costs, including possible losses and/or large fluctuations that affect reported financial outcomes, flexibilities in financial reporting enable a manager to make apparent risk lower while masking the underlying real risk. As such, income smoothing can be a means by which a manager can reduce the unintended consequences of risk taking without at the same time reducing its intended consequences. Using a sample of approximately 7,000 firm-years, we find that risk-taking incentives and income smoothing are positively related. Our results are robust to alternate specifications of income smoothing and risk-taking, and to various firm-level characteristics, including governance structures, CEO share and option holdings. Additionally, we find that our results are especially pronounced in firms whose risk and risk-taking behavior are high.

Journal Title: Contemporary Accounting Research Volume: Vol.26(4) Edition: Page Numbers: 1029 - 1065
Diversity of Eco-Innovations: Reflections from Selected Case Studies
Author(s): Carrillo, J.

An analytical framework is developed in this paper in order to explore the diversity of eco-innovations according to several key dimensions (design, user, product service and governance). The framework is used to analyse a set of case studies of eco-innnovation processes. The diversity of the analysed eco-innovations appears to be considerable; each of them involves different kinds of combinations of elements pertaining to those dimensions. Albeit the design dimension is decisive to determine the environmental impacts of the innovation, all dimensions can play a significant role in the management of eco-innovation. Our findings suggest that the capacity of eco-innovations to provide new business opportunities and contribute to the transformation towards a sustainable society depends on the interplay of those dimensions and the engagement of key stakeholders in the innovation process

Journal Title: Journal of Cleaner Production Volume: Vol.18(10-11): Edition: Page Numbers: 1073 - 1083
Does Graph Disclosure Bias Reduce the Cost of Equity Capital?
Author(s): Trombetta, M

Research on disclosure and capital markets focuses primarily on the amount of information provided but pays little attention to the presentation format of this information. This paper examines the impact of graph utilization and graph quality (distortion) on the cost of equity capital, controlling for the interaction between disclosure and graph distortion. Despite the advantages of graphs in communicating information, our results show that graphutilization does not have a significant impact on users’ decisions. However we observe a significant (negative) association between graph distortion and the ex-ante cost of equity. This effect though, disappears if we use realised returns as a measure of ex-post cost of equity. Moreover, we find that disclosure and graph distortion interact so that the impact of disclosure on the cost of capital depends on graph integrity. For low level of overall disclosure, graph distortion reduces the ex-ante cost of equity. However for high level of disclosure graph distortion increases the ex-ante cost of equity

Journal Title: Accounting and Business Research Volume: Vol.39(2) Edition: Page Numbers: 83 - 102
Effects Of Work-Family Conflict On Employee´S Well-Being: The Moderating Role Of Recovery Experiences
Author(s): Mayo, M.

Based on the effort-recovery model, this study links work–family conflict (WFC) and family–work conflict (FWC) with the concept of recovery. The authors hypothesize that 2 recovery strategies—psychological detachment from work and verbal expression of emotions—moderate the relationship of these 2 types of conflict with 2 indicators of well-being, namely psychological strain and life satisfaction. For our sample of 128 emergency professionals from Spain, psychological detachment from work moderated the relationship between WFC and psychological strain, and between FWC and life satisfaction. Verbal expression of emotions moderated the relationship between both types of conflict and psychological strain

Journal Title: Journal of Occupational Health Psychology Volume: Vol.14(4) Edition: Page Numbers: 427 - 440
Inside Agency: The Rise And Fall Of Nortel
Author(s): Markarian, G.

By employing the theoretical template provided by agency theory, this article contributes a detailed clinical analysis of a large multinational Canada-headquartered telecommunications company, Nortel. Our analysis reveals a twenty-first century norm of usual suspects: a CEO whose compensation is well above those of his peers, a dysfunctional board of directors, acts of income smoothing to preserve the confidence of volatile investors, and revelations of financial irregularities followed by a downfall. In many ways, the spectacular rise and – sudden – fall of Nortel illustrates excesses of actors within, and contradictions of the system of corporate governance implied by the agency model. Furthermore, this case illustrates limitations of the agency framework in complex situations with short-term oriented investors.

Journal Title: Journal of Business Ethics Volume: Vol.84(2) Edition: Page Numbers: 165 - 187
Mecca-Cola: a Message in a Bottle
Author(s): Justo, R.; Cruz, C.

This paper aims to describe how Taoufik Mathlouthi created Mecca-Cola, a beverage designed as an alternative to major American colas. It is intended to raise student's consciousness about the fact that good opportunities can be driven by political and social changes. Second, it aims to bring them the opportunity to reflect about their own definition of a social entrepreneur and understand the challenges behind pursuing multiple objectives that is, trying to blend and integrate non-profit goals with rigorous venture development practices

Journal Title: Journal of Research in Marketing and Entrepreneurship Volume: Vol.10(1) Edition: Page Numbers: 40 - 56
Perceptions of Benevolence and the Design of Agency Contracts: CEO- TMT Relationships in Family Firms
Author(s): Cruz, C., ; Gómez-Mejía, L.,

In this study, we view the contracts of top managers from an integrated agency theory-trust perspective, arguing that two conditions reflecting CEO risk bearing, top management team (TMT) behavioral uncertainty and CEO vulnerability, are negatively related to a CEO's perceptions of TMT benevolence toward him-/herself, which in turn influence the protective features of TMT contracts. Model tests on data from 122 family-owned firms in Spain support our hypotheses overall. Agency theory may be enhanced by accounting for a CEO's perceptions (as principal) of TMT benevolence and for the effect of those perceptions on contracts with TMT members (as agents).

Journal Title: Academy of Management Journal Volume: Vol.53(1) Edition: Page Numbers: 69 - 89
Policy Strategies to Promote Eco-Innovation: An Integrated Framework
Author(s): Carrillo, J.

This article elaborates an integrated policy framework, including policy features and specific measures that can be implemented to mitigate the barriers to eco-innovations. We claim that factors inhibiting the development and uptake of eco-innovations are multifaceted and stem from different sources. This systems view, which highlights the multilayered conception of the obstacles to eco-innovation, calls for a combination of environmental and technology policies adapted to the different barriers and characteristics of the technologies. Drawing on evolutionary economics, the article sheds light on the appropriate combinations of framework conditions and instruments that are most effective to promote eco-innovation, considering different barriers and eco-innovation types (process/product, mature/immature, and radical/incremental)

Journal Title: Journal of Industrial Ecology Volume: Vol.14(4) Edition: Page Numbers: 541 - 557
Socioemotional Wealth and Corporate Response to Institutional Pressures: Do Family-Controlled Firms Pollute Less?.
Author(s): Cruz, C; Gómez-Mejía, L; Berrone, P

This paper compares the environmental performance of family and nonfamily public corporations between 1998 and 2002, using a sample of 194 U.S. firms required to report their emissions. We found that family-controlled public firms protect their socioemotional wealth by having a better environmental performance than their nonfamily counterparts, particularly at the local level, and that for the nonfamily firms, stock ownership by the chief executive officer (CEO) has a negative environmental impact. We also found that the positive effect of family ownership on environmental performance persists independently of whether the CEO is a family member or serves both as CEO and board chair.

Journal Title: Adminstrative Science Quarterly Volume: Vol.82() Edition: Page Numbers: 82-113
Supply Chain Structure and its Impact on Supplier Socially Responsible Practices
Author(s): Awaysheh, A.

The article explores the impact of supply chain structure on the use of supplier socially responsible practices from an operations management perspective. The importance of the three dimensions of supply chain structure, namely transparency, dependency and distance, are also examined for purposes of the adoption of socially responsible practices. The study also validated the dimensions of supplier socially responsible practices, which are human rights, labour practices, codes of conduct and social audits..

Journal Title: International Journal of Operations and Production Management Volume: Edition: Page Numbers:
Work-Family Balance and Energy: a Day-Level Study on Recovery Conditions
Author(s): Mayo, M.

The present study examines whether daily recovery inhibiting and enhancing conditions predict day-levels of work-family conflict (WFC), work-family facilitation (WFF), exhaustion and vigor. Forty-nine individuals from various professional backgrounds in Spain provided questionnaire and daily survey measures over a period of five working days. Multilevel analyses showed that day-levels of work pressure and recovery after breaks at work significantly predicted WFC and exhaustion, and WFF and vigor, respectively. Moreover, daily fluctuations in expression of emotions had different effects depending on the expressed content (negative or positive) and the setting where it took place (work or home). Furthermore, additional analyses provided some evidence for a moderating role of expression of emotions at work on the relationship between recovery inhibiting and enhancing conditions and exhaustion. These findings reveal practical implications for individuals and organizations and suggest possible avenues for future research

Journal Title: Journal of Vocational Behavior Volume: Vol.76(1) Edition: Page Numbers: 118 - 130