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INSEAD

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INSEAD Boulevard de Constance
Fontainebleau, , 77305
France
View A School Profile: Compare to Another School

Demographic Information

Number of full-time MBA students (2011): 

1,008

Number of part-time MBA students (2011): 

0

Total duration of full-time MBA program: 

10 months

MBA faculty (Fall 2010): 

303

Females as percent of student body: 

33%


  • School Information
  • Courses
  • Outside the Classroom
  • Faculty Research

Description of MBA Program: 

As an educational institution, our mission at INSEAD is to promote a non-dogmatic learning environment that brings together people, cultures and ideas from around the world, changing lives, and helping transform organisations through management education. Through teaching, we develop responsible, thoughtful leaders and entrepreneurs who create value for their organisations and their communities.  Through research, we expand the frontiers of academic thought and influence business practice.


An essential aspect of transcultural leadership, social and environmental issues are integrated throughout the core courses and electives in the MBA program. In addition, students have an opportunity to run independent study projects under advisory of INSEAD faculty. MBA participants also have the possibility to take courses from our social impact course portfolio that focus specifically on social and environmental issues. This includes field trips to developing countries to study entrepreneurship, social entrepreneurship and hands-on projects in development.


INSEAD also supports student extracurricular activities.  INDEVOR, INSEAD’s chapter of Net Impact, the INSEAD Healthcare Club, the Ujamaa Africa Club and the INSEAD Energy Club are the largest and most active clubs on campus.  


The main hub for driving school-wide initiatives and supporting MBA students is the INSEAD Social Innovation Centre. Founded in 2007, the INSEAD Social Innovation Centre is an inclusive platform for cross-disciplinary research and engagement in the area of social innovation.  The Centre brings together a diverse group of leading INSEAD research teams focused on the innovation of business models and market-based mechanisms that deliver sustainable economic, environmental and social prosperity.  This research is disseminated in our educational programs and forms a basis for collaboration with students, alumni, companies, NGOs and other organizations, establishing an open community through which we can have a real impact.
 



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

As the Business School for the world, INSEAD is helping to develop the next generation of responsible business leaders. INSEAD’s graduates strive, not only to make the companies they work for more productive and efficient but are equally committed to preserving the environment and establishing sustainable development practices.


As an institute, we are also committed to minimising our impact on the environment. Systems are being implemented and best practices incorporated on a day to day basis to reduce INSEAD’s carbon foot-print. GO GREEN, a sustainable development specific department within INSEAD, was created in 2009, to ensure the implementation of all sustainable development related projects. GO GREEN also invests in improving communication and behaviour within the INSEAD community, thereby helping to raise awareness in sustainable development practices.   


Recycling

INSEAD has had a recycling programme in place for several years. Both Fontainebleau and Singapore campuses have recycling zones for paper, batteries, light-bulbs, clothes, packaging, cartridges, glass, mobile phones, capsules, screw caps.


Printing

All INSEAD collateral is printed by accredited sustainable development printers, in addition our legal service also overviews and ensures the signing of the code of conduct charter by all of our suppliers.

Double sided printing throughout the school.

Follow-me printing will be installed across the board as from September 2011. This will decrease immensely the amount of paper consumed across all three campuses.


Reduction of paper use

Use of Eco-Efficiency paper in all our printers and photocopiers.

Saving on quantity (and cost) of paper by use of smaller and thinner paper hand towels.

A campaign is running on both campuses for use of cups to replace paper mugs.


Transportation

To reduce INSEAD's population carbon foot-print

and avoid car congestion in Fontainebleau, approval has been given for the purchase of bikes for both staff and students on the Fontainebleau campus.

A taxi sharing system is in place since October 2006 on the Fontainebleau campus.


Electricity

By controlling air conditioning use and making improvements to the system, electricity consumption significantly reduced since 2009. We are updating the air conditioning system and reduce energy consumption by up to 40 percent, ensuring ample fresh air, regulating the CO2 rate, maintaining a constant, comfortable temperature. In addition low energy light bulbs have been installed across both campuses and our “Lights Off “and “Keep in the Heat” campaigns encourages energy savings.


Alternative energy sources

Our Asia campus purchases electricity from Singapore’s most environment- friendly power generation company which uses high efficiency natural gas fired combined cycle plants for more than 95% of its energy production. All the water for the restaurant is produced through a heat exchanger using the natural hot air.

Several water-measures have been implemented. To water the Plessis Mornay gardens on the Fontainebleau campus, we are using harvested water from its roofs.

Flush-less urinals have been installed to replace flushing urinals.

Timers have been installed on the showers in the Fitness centre.


To accompany the above campus initiatives, INSEAD has also been active in helping the Fontainebleau region achieve greater sustainability. INSEAD faculty and staff including, Paul Kleindorfer, Luk Van Wassenhove, Ludo van der Heyden, Henri-Claude de Bettignies, Eric Ponsonnet and Benjamin Warr have been active in assisting the Mayor of Fontainebleau in developing a programme to transition to a low carbon economy.  INSEAD is a member of the strategy plan for the region (SCOT), and is actively discussing how to assist as the region seeks to develop local supply chains for biofuels, telepresence centres, mobility solutions and local food-production and consumption. This has involved 3 workshops and a report by the consulting firm, Quattrolibri (see: http://www.quattrolibri.com/home/article/post-carbon-strategy-the-case-o...).
 

INSEAD has also initiated and participated in meetings called “Serendipity 77” which bring together INSEAD professors with local small- and medium-sized enterprises (SME) based in the Fontainebleau region. In these meetings, SMEs present specific business challenges they face. Through informal discussion, INSEAD experts are able to offer advice and provide insights based on their latest research and expertise in business administration.


Further, INSEAD has been active in “PoleSud 77”, a regional grouping of small businesses, entrepreneurs and experts from diverse discipline. This network provides a platform for presentations on companies, individuals, and topics of current and future interest or relevance relating to the environment, social impact of business activities, and regional wealth creation. Several INSEAD Professors are members, contributing through presentations and participating in this vibrant local social network.

Academic Department

  • Entrepreneurship
    9 items
  • Organizational Behavior
    5 items
  • Marketing
    5 items
  • Production and Operations
    4 items
  • CSR/Business Ethics
    3 items
  • Strategy
    3 items
  • Accounting
    2 items
  • Economics
    2 items
  • Finance
    2 items
  • Management
    2 items
Course Name: Advertising & Social Media Strategy
Instructor: Stephen Andrew

By the end of the course, students will have:

• Evaluated what companies have done or are currently doing, and learn what

makes some marketing communications strategies succeed but others fail;

• Stayed abreast of recent and current trends and innovations in social media;

• Learned about how consumers interact socially, e.g., via word-of-mouth, and what

information spreads/diffuses over social networks and how it spreads;

• Developed a social media strategy for a real brand or company that was

appropriately integrated with overall marketing strategy (i.e., segmentation,

targeting, positioning, marketing mix); and

• Learned how to evaluate the effectiveness of a media campaign using appropriate

and informative metrics for tracking campaign/strategy performance.

Course Name: Applied Corporate Reporting
Instructor: Segal Benjamin

At the end of this course you should have:

- a deep understanding of the rationale and principles behind financial reporting

- a clear sense of the main players (managers, directors, investors, lenders, employees, legislators etc.), their conflicting incentives and the tensions between them

- a strong sense of how financial reporting should be done (for the most common and important areas)

- a strong sense of how financial reporting should NOT BE DONE

- an improved ability to evaluate the quality of the information in financial statements and determine how to use it for your purposes (e.g. valuation, compensation, industry comparison).

This course addresses selected topics in financial reporting by corporate executives and the analysis of such reports by a wide variety of stakeholders. The course is designed for students who will work with financial statements after graduation and throughout their careers. To be successful in financial analysis one requires a deep and broad knowledge of corporate financial reporting standards and their application in practice.

The course meets its objectives by building on and reinforcing basic concepts as well as covering selected financial reporting topics not discussed in the Financial Accounting or core Finance courses.

We will discuss a range of financial reporting principles, emphasizing the link between the reporting principles and the financial statements. We will learn how management uses financial reporting decisions to influence reported income and asset and liability values, and acquire the tools necessary to analyze the impacts of alternative reporting decisions on financial statements.

In the course we will also address the financial reporting reasons for various corporate reporting scandals at such companies as WorldCom, Parmalat, Xerox and others.

Course Name: Bank Management
Instructor: Dermine Jean

The valuation and management of banks require specific techniques, not discussed in

standard corporate finance courses. The first purpose of the course is to discuss Asset

and Liability Management, the set of modern financial techniques needed to create

value and control risks in a bank. A second objective is to analyse and draw strategic

implications from the banking crisis, the forthcoming Basel 3 regulations, and the major

structural changes occurring in international banking markets. A third objective is to

show how the ALM framework applies directly to insurance companies. References to

the current financial crisis will be made throughout the course. The course is

addressed primarily to participants with a strong interest in value creation, risk

management, and strategic planning in banks. After attending the course, several

participants have joined banks, consulting companies, investment banks that sell

advices and products to banks and insurance companies, and private equity firms,

investment funds or microfinance holding companies that invest in financial institutions.

During one of the sessions a discussion of the benefits and costs of diversification is followed by a summary of the main messages of the course.

Among the Readings is the "Senior Supervisors Group (2009), “Risk Management Lessons from the Global Banking Crisis of 2008”."

Course Name: Brand Management
Instructor: Chandon Pierre, Bart Yakov

Brands are among the most valuable assets of a company. Too often however, marketing decisions regarding product policy, pricing, advertising or distribution are made in isolation without taking into account their impact on brand equity. In this course, we will examine marketing strategy from a branding perspective, and address the most important issues involved in building strong brands and in maximizing the value of existing brands.

Among others, there is a session on "Building brands for low-income consumers" and analysis on cases such us "Unilever in Brazil" and "Tata Tea Limited"

Course Name: Brazil & Emerging Multinationals
Instructor: Casanova Lourdès

This course is aimed at MBA participants who wish to learn more about Brazil, the often

forgotten ‘B’ of the BRICS. The objective is to deepen your understanding of Brazilian

emerging multinationals (such as Petrobras and Vale), develop your knowledge of the

characteristics of doing business in the country, gain an in-depth understanding of its

history, culture, economic systems and people. The overall goal is to understand all this

within the framework of the general shift of power from the North to the South. The

idea is that participants learn from the classes and the trip about analysis tools that will

help them in the future. This will in turn, lead them to be more effective international

managers who can successfully exploit the opportunities offered by Brazil while facing

up to its specific challenges.

Brazil is the 5th largest country by geographical area and by population. It is also the 10th

biggest economy in the world. All Fortune Global 500 frms have invested in Brazil, and

many have set up their regional headquarters there. From green energy to a major

technological hub, Brazil is making a tremendous effort to go beyond the classical

images of a fun place for football and carnivals. Today when ‘green energy’ issues are at

the forefront of everybody’s agenda, Brazil is the world’s largest ethanol producer.

Among the readings there is "From Global Latina To Corporate Citizen: Are Poverty and

Inequality Business Issues? Pp. 136 - 156"

Course Name: Building Business in China
Instructor: Xu HongWei

Building Business in China provides an opportunity to learn about the unique opportunities and obstacles faced by entrepreneurs in China, who will play an even bigger role in China’s economy later. It is designed for those who want to understand what kind of great enterprises will come out

of China in the next ten or twenty years, and why some entrepreneurs build successful businesses in China and others don’t. It is appropriate not only for those who are considering starting companies themselves but also for those who want to understand how the current entrepreneurial activities in China will shape the investment opportunities in China and the global competitive advantage of China’s firms in the near future.

One of the speakes is INSEAD alumna - Ninie Wang, who has started a social venture in China.

Course Name: Building Business in India
Instructor: Turner Patrick

The course will enable you to develop deep insight into three questions:

· What opportunities and obstacles face those who would build a company in India? How does an entrepreneur build a growth venture in India?

· How does the context shape growth ventures coming out of India? What characteristics and mindsets will you encounter in the next great

generation of Indian companies that grow out of today’s ventures?

· What ideas can you borrow from India’s entrepreneurs that can help you build a company or work effectively with company builders wherever you go in your career?

There is a session about "Socially useful investment in India".

Course Name: Business Ethics
Instructor: Smith Craig N.

The overall course objectives are: 1) to increase your awareness of the ethical dimensions of business conduct; 2) to contribute insight into the professional standards and responsibilities that will be required in your future career; 3) to provide analytical frameworks helpful in identifying and resolving ethical issues in business; 4) to practice decision making about ethical issues, as well as scripting and action planning for

managing them; and 5) to reflect on—and critically examine—the values and assumptions

brought to business decisions by yourself and others, including those participants from

different cultures to your own.

Course Name: Business Law & Government Regulations
Instructor: Cohen Jake

Every business manager should be aware of the legal environment in which their

business operates. This course will introduce students to the legal environment

by discussing such topics as contract law, agency law, partnership law, corporate

law, securities law, antirust law, bankruptcy law, intellectual property law and

other important legal issues.

In the course, we will answer questions such as the following:

- What are the elements of a contract?

- What are the remedies for breach of contract?

- Am I am employee or an independent contractor?

- Why are private equity structured as limited partnerships?

- What are the consequences?

- What are the advantages and disadvantages of certain corporate

structures?

- Why did Goldman Sachs and Lazard decide to go public instead of

remaining a partnership?

- As a board member, what does it mean to have fiduciary duty? What other duties do I have?

- Can I be liable for approving a merger transaction?

- What are fairness opinions?

- When is shareholder approval required?

- As a bondholder, can I sue a company for undergoing a leveraged buyout transaction?

- What are the SEC requirements for going public?

- Explain the intent of the 1933 and 1934 Securities Law?

- What is the Sarbanes Oxley Act of 2002 and why is it a reason for LBO transactions?

- What is regulation Fair Disclosure?

- Can I be sued for talking to my favorite analyst about the future of the company?

-What are the antitrust law and when can a deal be blocked?

- Is this collusion a violation of antitrust law?

- When can I agree with my competitor to share the market?

- Many countries are adopting

- Chapter 11 type bankruptcy laws?

- What is Chapter 7 and 11?

- Why do managers like to operate a business in Chapter 11?

- As a restructuring professional, what should I know?

- Is this a patent and what type of protection do I have?

- Should I call it a trade secret instead?

- Why is YouTube in possible violations of copyright law

Course Name: Career Dynamics & Self Assessment
Instructor: Brimm Linda

CDSA is designed to provide a learning context conducive to enhancing

personal and relational understanding and creativity:

 Participants write a critical review of personal experiences,

decisions and transitions that have had an impact on the shape of

their lives. A combination of a narrative and an analytical approach

to understanding development over time will be used to help

participants clarify the challenges and sources of meaning that

define who they are and the possible implications for the next

phase of their lives and careers.

 Identity as a life story, that develops and changes over time will be

explored. Questions will be raised about the impact of of culture,

family and relationships on the development of that story

 An experiential approach to understanding the challenges of

personal change will be utilized. Participants work on personal

change and coaching projects as part of a focus on change in one’s

life and creating change in organizations. They also have an

opportunity to look at the role of change in life stories and its

impact on the ability to manage changing circumstances.

 Relational awareness and relational competence are key constructs

used for this course. Structured dialogue is designed to facilitate

personal knowledge as well as challenge it. Possibilities for

constructive feedback and coaching experiences will be encouraged.

Learning how to tell your story and learning from the stories that

others have to tell is an essential aspect of this course.

 An emphasis will be placed on lifelong learning. The course is

designed to challenge what you think you know already about

yourself, others, relationships and the impact of the intersection of

your living and working environments on your identity.

 Diversity and change, two of the watchwords of the modern world,

are a fact of life for Global Cosmopolitans. Given the number of

Insead students that are or are considering becoming Global Cosmopolitans, this course looks at the challenges of a global life

and the potential benefits gleaned from the experience base of

unusual complexity, diversity and change.

Along with the preparation for each session, there are two significant

graded projects:

1. A Personal Narrative and Self-Assessment Project

2. A Personal Managed Change and Coaching Project

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Type of Offering

  • Extracurriculars
    6 items
  • Career Services
    1 items
  • Institutes and Centers
    3 items
  • Student Clubs
    5 items
Alumni Sustainability Roundtable
Type: Roundtable Series

Launched in 2003, the Alumni Sustainability Roundtable brings together senior level executive alumni, industry experts and academics to discuss and debate the business impact of sustainable development. Guided by a Steering Board of senior alumni in collaboration with the INSEAD Social Innovation Centre, the Roundtables are held 2-3 times per year on the Fontainebleau Campus. A select group of active and committed MBA students are invited to participate.

Topics covered in the time period of this survey include

- Smart and Sustainable Super-grids

- Profits instead of Polar Bears: How Sustainability can drive the Bottom Line

- Business and Politics - Partners or Opponents?

- Finance and Ethics

Africa Iniative events
Type: Support from the Africa Initiative

The Africa Initiative aims to increase Africa's presence at INSEAD and INSEAD's presence and relevance in Africa and other emerging markets, reinforcing our mission of creating a global mindset, learning from unfamiliar settings, and broadening our international network. We aim to be a catalyst for development in Africa, while leveraging the knowledge we gain to promote effective business practices in other regions.

The following is a summary of ways we support the INSEAD MBA community:

- African Faculty Fellowship with two fellow winners on Europe campus, one winner on Singapore campus

- INSEAD Africa Initiative supporting the MBA Africa Club with the organization of the Africa National Weeks, business panel on Africa (with Syngenta, ...), Africa Career Fair and Career Speaker session, Field trip to Africa (Ghana)

- Also, MBA participants helped in the coaching the African finalists of the Cartier's Women Initiative Awards.

A number of cases have also been written which the students can access:

- CEVA Santé Animale : a case on "Stamp Out Sleeping Sickness in Uganda" using CSR as a way to develop innovative practices (taught in MBA elective)

- A Story Book, successful or not, using real projects in MBA programme as learning tool : in progress (stories come from the IDFP elective)

- Research on Mobile Health, a meta study on mobile health initiatives in Africa, to boost them from pilot to commercial rool-out/scale (not published)

- Cases AXA/Sperian, Inaya and Staples (not published - taught in EDP programmes)

- Cases on Africa to integrate more African cases into core curriculum (see IAI website)

Social Entrepreneurship Catalyst programme: insead.edu/secatalyst
Type: Programme of activities and events

INSEAD MBAs, EMBAs and alumni are increasingly interested in social ventures and impact investing. The INSEAD Social Entrepreneurship Catalyst is a new initiative which aims to foster a vibrant social entrepreneurship eco-system at INSEAD capable of generating and scaling outstanding social ventures and support impact investing careers.

Vision: The SE Catalyst establishes a structured set of activities throughout the MBA programme for students who are passionate about social entrepreneurship and fosters a thriving eco-system engaging current students with INSEAD alumni and other industry players involved in social entrepreneurship.

Structure: The SE Catalyst is an integrated sequence of speaker and networking events, workshops, project work and internships, supported by an online community, which engages MBA students from the start of the INSEAD programme to effectively ignite their social entrepreneurship interests and passions. The programme connects the INSEAD community of students, faculty and alumni passionate for social entrepreneurship.

Team: The SE Catalyst is directed by Christine Driscoll, Associate Director for Social Entrepreneurship.

Structure and Sequence of Events for each MBA Class

Period 1 -5 Activities

Access to Social Entrepreneurs-in-Residence (SEiR)

The Maag Centre runs an Entrepreneur-in-Residence (EiR) programme. EiRs are experienced and successful entrepreneurs who regularly volunteer their time to mentor students on campus on their projects. The programme is expanded with the Social Entrepreneurship Catalyst by including social entrepreneurs for each campus as well.

Support for external social venture plan competitions

There has been an increase in social venture competitions. We are identifying the most valuable competitions, creating a web-repository of information, and mentoring students who want to participate in these competitions.

Social Entrepreneurship Speaker Series - We are organizing speaker events on the Fontainebleau and Singapore campuses featuring leading social entrepreneurs and impact investors, as well as workshops and discussion lunches on relevant topics.

SE Catalyst Networking Community - We have a robust on-line social networking platform connecting current MBAs, EMBAs, faculty, staff, ISEP graduates and alumni passionate for social entrepreneurship. It includes a repository of information and relevant links, news on events and competitions, list of resources and discussions of themes.

Introduction to Social Entrepreneurship - During the Introduction to Entrepreneurship evening event held by the Maag Centre in week 2 of each Class, INSEAD social entrepreneurship activities are introduced to give students a chance to learn more and express their interest in the field.

SE Catalyst Workshop - As a follow up to the Entrepreneurship Bootcamp (a 48-hour off-site workshop designed to bring a business idea from inception to pitch stage), we will hold the SE Catalyst workshop to address issues specific to social ventures such as: domain of work in social entrepreneurship, measuring social return, impact investing, etc.

Entrepreneurship Day - Entrepreneurship Day, currently run by the Maag Centre, is an event lasting an entire afternoon featuring guest speakers and a discussion of all electives offered in Entrepreneurship. Also included are social entrepreneurial guest speakers as well as social entrepreneurship course descriptions and career paths.

Project Matching Activities - It is important to get hands-on experience in social entrepreneurship which is why we are matching social entrepreneurs with students to work on specific projects during the MBA. We have a project database including INSEAD alumni and ISEP participants for students to access.

Independent Studies Project - We are also available to support and mentor independent study projects on social entrepreneurship topics that include Social Ventures, Venture Philanthropy, Impact Measurement and Corporate Social Entrepreneurship.

Social Entrepreneurship electives and relevant classes. - We are available to give advice as to which electives would be most beneficial to a career in social entrepreneurship.

Business Venture Competition (BVC) with Social Entrepreneurship Award - The INSEAD BVC has been expanded to include social venture submissions. An SE Award of 5,000 Euros has been added to the regular awards and mentoring is available to teams.

Internships in Social Enterprises - We are working hard in cooperation with the office of career services and alumni to create a regular pool of internships to allow students to work with social ventures during summer breaks (for the January intake) and post-MBA (for the September intake). Travel and living costs may be sponsored on a case by case basis.

Green INSEAD Week
Type: Awareness Week

Launched on both the Europe and Asia campuses of INSEAD, Green INSEAD Week was a student-led series of events intended to raise awareness of sustainability challenges and opportunities, and to rally students to do their part to help reduce the environmental footprint of the school. Activities included presentations from firms like Accenture and Google, a photo exposition, a film screening and a case competition, all on the topic of sustainability.

Sustainable Development at INSEAD
Type: School initiative to make campuses environmentally friendly

As the Business School for the world, INSEAD is helping to develop the next generation of responsible business leaders. INSEAD’s graduates strive, not only to make the companies they work for more productive and efficient but are equally committed to preserving the environment and establishing sustainable development practices.

We as an institute are also committed to minimising our impact on the environment. Systems are being implemented and best practices incorporated on a day to day basis to reduce INSEAD’s carbon foot-print. GO GREEN, a sustainable development specific department within INSEAD, was created to ensure the implementation of all sustainable development related projects. GO GREEN also invests in improving communication and behaviour within the INSEAD community, thereby helping to install GREEN awareness.

INSEAD GO GREEN Incentives

1) Integration of environmental issues on the research and teaching field

Faculty and staff have been doing research in environmental issues since the 1960’s. Environmental issues also part of the academic curriculum of the MBA programme. ISIC (INSEAD Social Innovation Centre) group of research teams exploring innovative solutions in business and policy to address global social and environmental challenges.

2) Recycling

INSEAD has had a recycling programme in place for several years. Both Fontainebleau and Singapore campuses have recycling zones (paper, batteries, light-bulbs, clothes, packaging, cartridges, glass, mobile phones, capsules, screw caps…).

3) Printing

All INSEAD collateral is printed by accredited sustainable development printers, in addition our legal service also overviews and ensures the signing of the code of conduct charter by all of our suppliers. Double sided printing throughout the school. Follow-me printing will be installed across the board as from September 2011. This will decrease immensely the amount of paper consumed across all three campuses.

4) Reduction of paper use

Use of Eco-Efficiency paper in all our printers and photocopiers. Saving on cost and quantity of paper by use of smaller and thinner paper hand towels. Campaign of both campuses for use of cups to replace paper mugs.

5) Transportation

Approval has been given for the purchase of bikes for both staff and students on the Fontainebleau campus. The double aim is to reduce INSEAD's population carbon foot-print

and avoid car congestion in Fontainebleau. Shuttle service on Fontainebleau and Singapore campuses. Taxi sharing system in place since October 2006 on the Fontainebleau campus.

6) Electricity

By controlling air conditioning use and making improvements to the system we are reducing significantly our electricity consumption. We are updating the air conditioning system to ensure ample fresh air, regulate the CO2 rate, maintain a constant, comfortable temperature and reduce energy consumption by up to 40 percent. In addition low energy light bulbs have been installed across both campuses and our “Lights Off “and “Keep in the Heat” campaigns encourages energy savings.

7) Alternative energy sources

Our Asia campus purchases electricity from Singapore’s most environment- friendly power generation company which uses high efficiency natural gas fired combined cycle plants for more than 95% of its energy production. All the water for the restaurant is produced through a heat exchanger using the natural hot air. Several water-measures have been implemented. To water the Plessis Mornay gardens on the Fontainebleau campus, we are using harvested water from its roofs. Flush-less urinals have been installed to replace flushing urinals. Timers have been installed on the showers in the Fitness centre.

Clean Tech Week
Type: Awareness Week
Date: June, 2010

Clean Tech Week is an annual event run by the Energy Club to bring awareness to the opportunities in this field. The week is comprised of many speaker events and other on-campus activities. Last year's schedule of events is as follows:

Schedule of Events

Tuesday 15 June 2010

7:00pm to 8:00 pm

Event: Career Paths in the Energy Industry – An Alumni Panel, followed by networking cocktail

PANELISTS MODERATOR

Sushila Maharjan (Tricorona),

Hieu Nguyen (Vestas),

Nitin Prasad (Shell)

Nonie Mackie

Wednesday 16 June 2010

7:00 pm to 8:00 pm

Event: Energy Outlook for China, Panel discussion, followed by networking cocktail

PANELISTS MODERATOR

William I.Y. Byun (Asia Renewables),

Christian Cabrol (TOTAL Rening)

Prof. Michael Witt

Monday 14 June 2010

7:15pm to 8:30 pm

Event: Energy Efficiency – A holistic perspective, Panel discussion, followed by photo competition awards

and networking cocktail

PANELISTS

Marc Schmidt (BCG) & Søren Lønholdt Jacobsen (Vestas)

Additional Events (14, 15 & 16 June 2010):

A technology showcase featuring:

Mitsubishi (Electric Car)

Zeco & Greenlots (Electric Scooter with solar charging unit)

Vestas (Mini Wind Turbine)

Conergy (Solar Panel Module)

Photo Exposition of Natural landscapes in South-East Asia

and Clean tech solutions in harmony with their environment

INSEAD Career Services

INSEAD Career Services employs two fulltime staff (one in Singapore and one in Fontainebleau) who deliver sector advice on social impact careers to MBA and EMBA students and build relationships with organizations. In addition to the individual student sessions, we deliver two Social Impact Career Workshops per class. Furthermore, Career Services recognizes the strategic importance of NGO/IGO/Foundations and waives all recruitment fees for these organizations.

There is also currently a loan forgiveness initiative underway to help support students who take lower paying jobs in the social sector.

INSEAD Gender Diversity Initiative
Business School Housing? No
Number of Faculty: 3
Contact Name: Marina Niforos
Contact Email: marina.niforos@insead.edu

Diversity is at the heart of INSEAD’s mission. It gives us a guiding principle, a practical learning tool and a unique research perspective. Above all, our cultural diversity is our key competitive advantage.

Today, however, we acknowledge that cultura

INSEAD Social Innovation Centre
Business School Housing? No
Number of Faculty: 25
Contact Name: Miranda Helmes
Contact Email: miranda.helmes@insead.edu

Founded in 2007, the INSEAD Social Innovation Centre is an inclusive platform for cross-disciplinary research and engagement in the area of social innovation. The Center brings together a diverse group of leading INSEAD research teams focused on the innovation of business models and market-based mechanisms that deliver sustainable economic, environmental and social prosperity. This research is disseminated in our educational programs and forms a basis for collaboration with students, alumni, companies, NGOs and other organizations, establishing an open community through which we can have a real impact.

The Center is comprised of programs in the following areas:

- CSR & ethics

- Sustainability

- Healthcare

- International development

- Humanitarian research

- Social entrepreneurship

INSEAD Africa Initiative
Business School Housing? No
Number of Faculty: 4
Contact Name: Loic Sadoulet
Contact Email: loic.sadoulet@insead.edu

Africa will soon be a real player in the world economy. Many African countries are experiencing strong economic growth, and receiving significant inward flows from investors looking to benefit from the huge opportunities and to learn from the innovations in products, services and business models being deployed successfully by African companies.

To reinforce its position as The Business School for the World, INSEAD is developing the Africa Initiative, which aims at demystifying Africa and supporting its efforts to create leaders with a global mindset able to operate across multiple cultures and geographies, with different stakeholders. These leaders can better succeed when faced with unfamiliarity, ambiguity, complexity and risk. To fulfill these aims, the Africa Initiative will:

- Bring more African talent into INSEAD's programs

- Bring more African content (cases, projects, faculty, speakers)

- Enhance interconnections with African networks to increase the diversity of resources, knowledge and connections

INSEAD Healthcare Club

The INSEAD Healthcare Club aims to provide information and raise awareness about the healthcare sector for INSEAD MBA participants and to help them prepare for a career in this industry.

Recent events include a panel discussion entitled, "Can your country afford your medicine or should you start saving now?" featuring executives from Novartis, IMS Health and Axios International.

INSEAD Women in Business

INSEAD Women in Business aims to create more opportunities for INSEAD women to become future leaders and to be future role models. The club was created in 2005 to promote wider awareness on gender diversity issues in the business world, amongst the INSEAD community and beyond.

The club aims to be a forum for discussion and networking for anyone promoting gender diversity within the business system. It also works to leverage its alumni network and INSEAD’s existing corporate relationships to provide ongoing careers services and mentorship to get tips on the best way to reach the top.

In October 2010, a large conference was held over a two-day period which drew together students, alumni, faculty and others to discuss issues women face today.

Africa Club

The Africa Club is dedicated to developing the business and human capital of the African continent within the INSEAD community. We welcome membership from all with an interest in the African continent

Focus areas

Dispelling the African myth: ‘Telling the truth about Africa’

Promote the discussion of economic, political and social issues confronting the continent

Work with the INSEAD African Initiative to integrate the coverage of African countries and businesses into the INSEAD curriculum through the development of case studies by faculty and doctoral students.

Business Development

Raise the awareness in the INSEAD community about investments and other business opportunities on the continent with the aim of creating more businesses in Africa.

Provide a forum for career opportunities for students interested in the region as well as employers seeking the skills of INSEAD graduates

MBA recruitment and support

Increase applications from and admittance of African students to INSEAD, and serve as a resource to such prospective students

Support applicants through the admission process and integration into the INSEAD community

Networking

Building relationships with similar networks at other leading business schools to share events, resources and speakers towards reaching Ujamaa goals.

The African club fosters on-campus African speaker events to give the MBA and Executive participants some perspectives from people and organizations doing business in Africa. This will drive to increasing business there.

1st April 2010 - Singapore campus

"South East Asia: Future Heavyweights in the African Playground ?" Paulo GOMES, Founder, Chairman and CEO of Constelor Investment Holdings

5-6 April 2010 - Singapore

P. Gomes is also co-organizer of the Africa / South East Asia Business Forum with the partnership of McKinsey & Co, the African Development Bank, and Ecobank

26 January 2010 - MBA Career Fair Africa Club Presentation

INSEAD Energy Club

The INSEAD Energy Club aims to be a forum of discussion and networking for energy and environment related issues throughout the INSEAD community.

We leverage our alumni and corporate networks to provide career opportunities and support entrepreneurs. Our scope includes nuclear, oil & gas, coal, and new technologies, often in association with private equity and venture capital firms.

We promote awareness of issues in the energy industry and its political, social and environmental impact - including that of global warming and climate change - within the context of balanced debate on energy needs and usage.

There is much support from INSEAD administration and alumni for the student run INSEAD Energy Club.

Furthermore, Dean Frank Brown and the Board of Governors created a Sustainability Sub-Committee charged with developing our sustainability related activities across INSEAD. Primarily mainstreaming sustainability teaching. The board consists of Michael Butt, Vivienne Cox and Andre Hoffmann.

Under club activities, INSEAD has rolled out National Alumni Energy Clubs in the following countries: Italy, Germany, UK. In addition, the following Alumni have kindly offered to act as regional contacts: Brazil, Henrique Noya; Canada, Philippe Castonguay; France, Marc le Borgne and Jean-Philippe Grosmaitre; Greece, Athina Dessypri;Indonesia, Dharma Djojonegoro; Norway, Jon Tenvik; Portugal, Diogo da Silveira; Singapore, Marc Schmidt; Spain, Rafael Martínez-Ferreira.

And have added to our Advisory Panel:

Vivienne Cox

Former Executive Vice President and CEO of Alternative Energy, BP

INSEAD Board of Directors

Chairman, Climate Change Capital

Non-executive Director, Rio Tinto

INSEAD MBA 89

Sébastien Leger

Partner Electric Power and Natural Gas Practice, McKinsey & Company

INSEAD MBA 99

Peter C. Goldmark

Climate Program Director, Environmental Defense

Lady Barbara Judge

Chairman, UK Atomic Energy Authority

Dr Ashok Khosla

President, IUCN (International Union for Conservation of Nature)

President, Development Alternatives (New Delhi)

Dr David Bresch

Head of Sustainability & Emerging Risk Management Unit, Swiss Re

Jean de Nassau, Prince of Luxembourg

Chairman & CEO of MEA AQUA

INSEAD MBA 86

Eric Usher

Head of Renewable Energy & Finance Unit, United Nations Environment Programme

INSEAD MBA 98

Friso van Oranje

Managing Director, Wolfensohn & Company

INSEAD MBA 97

Michael Liebrich

CEO, Bloomberg New Energy Finance

Jérôme Tolot

CEO, GDF SUEZ Energy Services

INSEAD MBA 81

Some events during this time period include:

- Energy Club Trek to Abu Dhabi / Dubai Oct 27-29 2010, where they met ARUP, Masdar, ADNOC, ADWEA and other energy facilities and energy professionals in the region. Their objective is 1) recruiting and 2) increase our knowledge and contacts in the sector.

- Project Finance in the Energy Sector: Upstream Oil and Gas. Two eminent speakers came in INSEAD Singapore campus to discuss the topic of Project Finance. Prof. Pierre Hillion, the de Picciotto Chaired Professor of Alternative Investments and the Shell Professor of Finance at INSEAD introduced the theory, explaining the difference with Corporate Finance. Mr. Nick Cooper, CFO and Cofounder of Salamander Energy and INSEAD Alumni ‘99, disclosed practical examples in the field of Upstream Oil and Gas.

- INSEAD Energy Club: Energy Trek to Belgium

On 7 and 8 October 2010, 15 INSEAD students participated in a trek organised by the INSEAD Energy Club to key energy landmarks in Belgium. The trek covered a broad range of energy sites and topics, from fossil fuels over nuclear to wind and solar. Starting with a visit of ExxonMobil’s refinery in Antwerp, the group continued with a guided tour of Electrabel’s (GDF Suez group) Nuclear Power Plant at Doel, and finished the day off with an very interesting perspective on European power market trends from BCG. On October 8th, the group met with The European Wind Energy Association’s CEO, next moving visiting Elia’s transmission system national control center, and finally ending the trek at Photovoltech, a solar cell manufacturer, in Tienen.

- The Great Debate on Climate Change. Europe Campus, Fontainebleau-France, 22 January 2010. Is Global Warming real? What do the statistics prove? And are those same statistics really accurate? INSEAD Finance Professor Theo Vermaelen and Paul Dubrule Chaired Professor of Sustainable Development Paul Kleindorfer debated the issue in the wake of Copenhagen.

INDEVOR Club

INDEVOR is a student-led club focused on the social and environmental impact of business. Dating from 1993, it is one of the most active clubs on campus bridging ties among students, staff, faculty and alumni interested in this space.

The co-Chair of the INDEVOR alumni board is also a member of INSEAD staff, Christine Driscoll, Associate Director of the Social Entrepreneurship Initiative. Also, there are two professors, Craig Smith and Loic Sadoulet, and three members of Career Services, Claire Nabais, Sandra Schwarzer and Nicola Costa who are members of the board. This structure helps provide institutional support and continuity for the INDEVOR Club. INDEVOR is also a chapter member of Net Impact.

Some events are as follows:

Oct 15 2010 Grameen Veolia Water Limited - A social business to provide water to the poorest communities

Oct 13 2010 Post Carbon Sustainability Plan for the city of Fontainebleau

Oct 1 2010 Geneva Social Trek - visiting the World Economic Forum, The Global Fund and Dalberg Consulting

Sept 11 2010 Roland Berger Workshop: how to conduct workshops in social impact

June 21 2010 Asia IIX - Asia's first social stock exchange

June 16 2010 Pierre Habschi - International Relief and Development

June 6 2010 Microfinance and Credit Suisse with Arthur Vayloyan

June 2 2010 "Does Size Matter?" - Great Debate on Executive Compensation

May 19 2010 Microcredit event - Ian Callaghan and Andrew Levitt

May 18 2010 Social entrepreneurship - Gerard Rego, chairmain of VayuGrid

May 12 2010 Careers in Social Impact

Apr 25 2010 Philantrocapitalism - Matthew Bishop presents his new book in conjuntion with the INSEAD Social Innovation Centre

Apr 22 2010 Panel on Mobile Banking

Mar 15 2010 Telecom operations in developing countries

Feb 2010 Great Debate on Google in China

Feb 2009 Issue Cafe - Responsible International Development

Feb 2009 INDEVOR Career Worksop : Peer-to-Peer Session

Jan 2009 Social Impact Careers Workshop

Jan 2009 P1 Leadership Meeting

Bounded goodness: marketing implications of Drucker on corporate responsibility
Author(s): Smith N. Craig

Drucker’s immense contribution to the thinking and practice of management extends to social responsibility in business. This work goes back over 60 years but remains relevant today—notwithstanding the impacts of globalization and the greater interconnectedness of business and society—and not least to marketing. Given trends in marketing research and practice as well as the importance of paying tribute to Drucker and preserving his legacy, this paper examines the implications of Drucker’s CSR “principles” for marketing practice. As well as revealing their significance, it also considers Drucker’s views on the limits of social responsibility, referred to here as “bounded goodness”. It examines how Drucker’s thinking informs the challenging question of “how much is enough?” in relation to corporate responsibility issues such as food marketing and obesity, availability of AIDS drugs in Africa, and supply chains and labor rights.

Journal Title: Journal of the Academy of Marketing Science Volume: 37 Edition: Page Numbers: 73-84
Can Multinational Corporations Afford to ignore the Global Common Good?
Author(s): de Bettignies Henri-Claude

Contemporary advances in the fields of globalization and technologies raise the question of the relationship between international business and the global common good. Half of the hundred biggest economies in the world are now corporations. Nation-states were traditionally viewed as the guarantors of the common good; however, the current historical stage is marked by the waning of the role of government, and reveals an emerging situation characterized by a co-responsibility of multiple agents in this respect. Three major evolutions are likely to induce multinational corporations (MNCs) to take the global common good into account: the imperative of the preservation of our biosphere, the rise of an anti-globalization sentiment with all its potential consequences, and the necessity to design a global social contract. Besides, these three phenomena are interconnected, which adds to the pressure on MNCs to change their policies.

Journal Title: Business & Society Review Volume: 114 Edition: Page Numbers: 153-182
Corporate Social Responsibility and Latin American Multinationals: Is poverty a business issue?
Author(s): Casanova Lourdes; Anne Dumas

This paper looks at corporate social responsibility (CSR) practices of multinationals from Latin America. In spite of the economic growth in recent years, social problems in the region persist. Poverty is endemic and Latin America is still today one of the most unequal regions in the world. Multinationals from Latin America have thrived in the last years and are embracing CSR practices. The paper asks if these CSR practices are effective or whether they should become more proactive in poverty alleviation.

Journal Title: Universia Business Review Volume: 25 Edition: Page Numbers: 132-145
Cost and revenue impacts of corporate responsibility: comparisons across sustainability dimensions and product chain stages
Author(s): Lankoski Leena

The study examines the CR–economic performance relationship with a simultaneous emphasis on comprehensiveness and disaggregation. To this end, it presents a theoretical discussion and a tentative manager survey, and ends with hypotheses for further research. The study covers CR issues in three sustainability dimensions and three product chain stages,seeks systematic patterns in the economic performance impacts of these issues, and reports separately on the cost-side and revenue-side impacts. The study points to certain differences between sustainability dimensions and product chain stages as far as revenues and individual cost components are concerned. Economic responsibility issues and supplier issues stand out as less profitable than others.

Journal Title: Scandinavian Journal of Management Volume: 25 Edition: Page Numbers: 57-67
Country level corruption as a liability of foreignness: effects on staffing, incentives, and activities
Author(s): Mezias John

Past research examining country-level corruption found that corruption reduces foreign direct investment. However, this research lacks implications for multinational corporations considering operating in high corruption countries. Recent international research has examined subsidiary challenges beyond initial investment decisions, but has not addressed operational challenges posed by corruption. Research investigating country-level corruption as a liability of foreignness (LOF) is needed because this theoretical perspective specifically examines mechanisms for managing and controlling subsidiaries. This paper utilizes the LOF perspective, integrating learning, international human resource management, and agency theories, to understand how corruption affects subsidiary adaptation strategies.

Journal Title: Advances in International Management Volume: 23 Edition: Page Numbers: 267-291
Differential economic impacts of corporate responsibility issues
Author(s): Lankoski Leena

The study examined whether there are systematic differences in the economic impacts of different corporate responsibility issues and found that the content of corporate responsibility does have an effect on economic impact. Economic impacts were more positive for corporate responsibility issues that reduce negative externalities than for those that generate positive externalities and more positive as well as for issues whose outcome benefits market stakeholders rather than nonmarket stakeholders.

Journal Title: Business & Society Review Volume: Edition: Page Numbers: 206-224
Efficient take-back legislation
Author(s):

Product and waste take-back is becoming more regulated by countries to protect the environment. Such regulation puts an economic burden on firms, while creating fairness concerns and potentially even missing its primary target: environmental benefits. This research discusses the economic and environmental impacts of extended producer responsibility type of legislation and identifies efficiency conditions. It is shown that the right policy would (i) make producers responsible for their own waste to avoid fairness concerns and (ii) favor ecodesign producers to create stronger environmental benefits. Furthermore, the efficiency of take-back systems is also driven by environmental classification of products, industry structure, and end-user willingness to participate in take-back programs.

Journal Title: Productioin and Operation Management Volume: 18 Edition: Page Numbers: 243-258
Energy use and economic development: a comparative analysis of useful work supply in Austria, Japan, the United Kingdom and the US during 100 years of economic growth
Author(s): Warr Benjamin; Ayres Robert

This paper presents a societal level exergy analysis approach developed to analyse transitions in the way that energy is supplied and contributes to economic growth in the UK, the US, Austria and Japan, throughout the last century. We assess changes in exergy and useful work consumption, energy efficiency and related GDP intensity measures of each economy. The novel data provided elucidate certain characteristics of divergence and commonality in the energy transitions studied. The results indicate that in each country the processes of industrialization, urbanisation and electrification are characterised by a marked increase in exergy and useful work supplies and per capita intensities. There is a common and continuous decrease in the exergy intensity of GDP. Moreover for each country studied the trend of increasing useful work intensity of GDP reversed in the early 1970s coincident with the first oil crisis.

Journal Title: Ecological Economics Volume: 69 Edition: Page Numbers: 1904-1917
Ethics in Operations Research and Management Sciences: A never-ending effort to combine rigor and passion
Author(s): Le Menestrel Marc; Van Wassenhove Luk

From practice to theory, we introduce a state-of-the-art stream of papers that promotes an inclusive and complementary consideration of both analytical methods and ethical values in Operations Research and Management Sciences (OR/MS). We suggest a perspective ac- cording to which, the consideration of ethics in OR/MS constitutes an enrichment of our discipline as well as a contribution to a more sustainable future in general.

Journal Title: OMEGA Volume: 37 Edition: Page Numbers: 1039-1049
Executive Women and the "Vision Thing"
Author(s): Ibarra Herminia

Are women rated lower than men in evaluations of their leadership capabilities because of lingering gender bias? No, according to an analysis of thousands of 360-degree assessments collected by Insead's executive education program. That analysis showed that women tend to outshine men in all areas but one: vision. Unfortunately, that exception is a big one. At the top tiers of management, the ability to see opportunities, craft strategy based on a broad view of the business, and inspire others is a must-have. To explore the nature of the deficit, and whether it is a perception or reality, Insead professor Ibarra and doctoral candidate Obodaru interviewed female executives and studied the evaluation data.

Journal Title: Harvard Business Review Volume: 87 Edition: Page Numbers: 62-70
Forecasting and Uncertainty in the Economic and Business World
Author(s): Makridakis Spyros; Gaba Anil

Forecasts are crucial for practically all economic and business decisions. However, there is a mounting body of empirical evidence showing that accurate forecasting in the economic and business world is usually not possible. In addition, there is huge uncertainty, as practically all economic and business activities are subject to events we are unable to predict. The fact that forecasts can be inaccurate creates a serious dilemma for decision and policy makers. On the one hand, accepting the limits of forecasting accuracy implies being unable to assess the correctness of decisions and the surrounding uncertainty. On the other hand, believing that accurate forecasts are possible means succumbing to the illusion of control and experiencing surprises, often with negative consequences. We believe that the time has come for a new attitude towards dealing with the future. In this article, we discuss the limited predictability in the economic and business environment. We also provide a framework that allows decision and policy makers to face the future -- despite the inherent limitations of forecasting and the uncertainty, sometimes huge, surrounding most future-oriented decisions.

Journal Title: International Journal of Forecasting Volume: 25 Edition: Page Numbers: 794-812
From preparedness to partnerships: case study research on humanitarian logistics
Author(s):

Disasters are on the rise, more complex, and donor support is increasingly unpredictable. In response to this trend humanitarian agencies are looking for more efficient and effective solutions. This paper discusses the evolution of supply chain management in disaster relief and the role of new players like the private sector. It is based on research conducted by the Humanitarian Research Group at INSEAD.

Journal Title: International Transactions in Operational Research Volume: 16 Edition: Page Numbers: 549-559
How BMW is defusing the demographic time bomb
Author(s): Loch Christoph

In June 2007, Nikolaus Bauer, the head of BMW's 2,500-employee power train plant in Dingolfing, Lower Bavaria, asked two of his production line managers, "How are we going to maintain our productivity as the workforce gets older and older?" BMW is not the only company with this concern. Corporate leaders, politicians, and labor economists in most developed nations are worried about the consequences of demographic change in their labor markets, which increasingly consist of older workers.

Journal Title: Harvard Business Review Volume: 88 Edition: Page Numbers: 99-104
How do Corporate Governance Model Differences Affect FOreign Direct Investment in Emerging Economies ?
Author(s): Luo Xiawei Rose

This study examines the impact of national corporate governance models on inward foreign direct investment (FDI) in emerging economies. We consider three potential mechanisms, and conduct an empirical test of how family ownership and control in large group-affiliated firms in Taiwan affect joint venture investment from US and Japanese firms during the period 1988–1998. Results support the neo-institutional perspective of FDI developed in this study: the home-country corporate governance models are likely to shape foreign firms’ choice of local partners.

Journal Title: International Journal of Forecasting Volume: 40 Edition: Page Numbers: 444-467
Marketing's consequences: stakeholder marketing and supply chain corporate social responsibility issues
Author(s): Smith N. Craig

While considerable attention has been given to the harm done to consumers by marketing, less attention has been given to the harm done by consumers as an indirect effect of marketing activities, particularly in regard to supply chains. The recent development of dramatically expanded global supply chains has resulted in social and environmental problems upstream that are attributable at least in part to downstream marketers and consumers. Marketers have responded mainly by using CSR communication to counter the critique of CSR practice, but these claims of ethical corporate behavior often lack credibility and can result in a backlash against brands. The paper argues that more adequate attention to the harmful upstream effects of downstream marketing and consumption decisions requires greater attention to stakeholder marketing and marketer efforts to help create responsible consumers. It concludes by identifying implications for further research in this important emergent area of marketing ethics.

Journal Title: Business Ethics Quarterly Volume: 20 Edition: Page Numbers: 617-641
Merging without alienating: interventions promoting cross-cultural organizational integration
Author(s): Brannen Mary Yoko

Foreign direct investment, particularly cross-border mergers and acquisitions can spawn a range of individual-level outcomes from cross-cultural adjustment and synergistic learning, on the positive side, to work alienation, on the negative. Unsuccessful navigation of these individual-level outcomes leads to failed integration that can seriously affect the realization of desired organizational outcomes such as successful technology transfer, knowledge-sharing, and the general realization of global growth. By means of an iterative between-methods triangulation, the study surfaces cross-cultural work alienation as a phenomenon that can limit the overall success of such ventures, and identifies interventions that help to promote successful post-merger integration.

Journal Title: Journal of International Business Studies Volume: 40 Edition: Page Numbers: 468-489
On the effect of quality overestimation in remanufacturing
Author(s): Van Wassenhove Luk

We study a simple reverse supply chain consisting of a remanufacturing facility and a number of independent locations where used products are returned by the end-users. At the collection locations, the returned products are graded and classified based on a list of nominal quality metrics provided by the remanufacturer. It is assumed that this classification is subject to errors; specifically, the returns condition is overestimated because of a stochastic proportion of returned units which are classified in classes corresponding to better quality than the actual. The scope of the paper is to study how these classification errors affect the optimal procurement decisions of the remanufacturer as well as the associated profit for the cases of both constant and stochastic demand in a single-period context. Moreover, in the former case we study the impact of these classification errors on profit variability. The quantification of the impact of quality overestimation provides intuition on the value of reliable classification and on the extent of the necessary investments and initiatives to improve classification accuracy.

Journal Title: International Journal of Production Research Volume: 48 Edition: Page Numbers: 5263-5280
Resource and revenue management in nonprofit operations
Author(s): de Vericourt Francis

Nonprofit firms sometimes engage in for-profit activities for the purpose of generating revenue to subsidize their mission activities. The organization is then confronted with a consumption versus investment trade-off, where investment corresponds to providing capacity for revenue customers, and consumption corresponds to serving mission customers. Exemplary of this approach are the Aravind Eye Hospitals in India, where profitable paying hospitals are used to subsidize care at free hospitals. We model this problem as a multiperiod stochastic dynamic program. In each period, the organization must decide how much of the current assets should be invested in revenue-customer service capacity, and at what price the service should be sold. We provide sufficient conditions under which the optimal capacity and pricing decisions are of threshold type. Similar results are derived when the selling price is fixed, but the banking of assets from one period to the next is allowed. We compare the performance of the optimal threshold policy with heuristics that may be more appealing to managers of nonprofit organizations, and we assess the value of banking and of dynamic pricing through numerical experiments

Journal Title: Operations Research Volume: 57 Edition: Page Numbers: 1114-1128
So what if remanufacturing cannibalizes my new product sales?
Author(s): ; Van Wassenhove Luk

The article discusses the remanufacturing process, the value added aspect of remanufacturing to original equipment manufacturers (OEM), and the customer's perceived value of remanufactured products. The idea that remanufactured product sales can reduce or eliminate new product sales is discussed. The differences between remanufactured products and low-end new products are noted. Product life cycle and market cannibalization or loss of market share are mentioned. Examples are given of profitable product recovery strategies used by the four OEM companies Alpha Equipment, Xerox, Robert Bosch Tool, and Hewlett-Packard.

Journal Title: California Management Review Volume: 52 Edition: Page Numbers: 56-76
Social contract theory and the ethics of deception in consumer research
Author(s): Smith N. Craig

Deception of research participants is a pervasive ethical issue in experimental consumer research. Content analyses find as many as three-fourths of published human participant studies in our field involved some form of deception, almost all of which employed experimental methodologies. However, researchers have little guidance on the acceptability of the use of deception, notwithstanding the codes of root disciplines. We turn to theories of moral philosophy and use social contract theory specifically to identify conditions under which deception may be justified as morally permissible. Seven guiding principles for research practice are formulated and their implications for consumer researchers are identified, together with practical recommendations for decision making on studies involving deception.

Journal Title: Journal of Consumer Psychology Volume: 19 Edition: Page Numbers: 486-496

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