Séminaires

Disintermediation or Closure? The End of Network Brokerage in Knowledge Contexts

Management et Ressources Humaines

Intervenant : Giuseppe SODA
Department of Management and Technology , Bocconi University

21 février 2014 - T004 - De 10h00 à 11h30


Research in a number of fields has shown that occupying brokerage positions creates consequential outcomes. However, little research has examined the conditions under which brokerage ends, and furthermore, whether and when it terminates in a closed triad that includes the broker, or in a dyad that connects the previously-disconnected alters but disintermediates the broker. We employ a comprehensive theoretical framework to study these questions in a knowledge-intensive context, combining content factors, specifically knowledge differences between and among the actors that make up the brokerage micro-structure, with macro structural factors. We also explicitly consider the inducements and opportunities to end brokerage from the perspectives of the alters as well as that of the broker. We test our ideas in the context of co-patenting as the network tie in 41 large Chinese research-intensive organizations over the period 1996-2008, with a dataset of 36,338 patents granted to these organizations. We show how knowledge content, combined with structural, factors explain the conditions under which brokerage ends, and the specific form that it takes when it does end.

Women Innovators: Challenges and Opportunities

Management et Ressources Humaines

Intervenant : Mengzi JIN
Singapore Management University

7 novembre 2018 - S211 - De 11h30 à 13h00



Innovation typically involves generating multiple novel ideas and selecting the most promising one for implementation. In this research, I examine how gender influences idea selection during the innovation process. I theorize that although women are equally capable as men in generating highly novel ideas, women and men differ in “novelty avoidance” during idea selection - the extent to which individuals refrain from pursuing the most novel ideas they have generated. In a laboratory study where students were instructed to make creative short-films for the university, I found support of the hypothesis. In a second laboratory study where students were instructed to make creative photo collages for the university, I found that the gendered effect is moderated by the presence of women in judging panels. Specifically, women’s novelty avoidance tendency is mitigated when there are more women appeared in the judging panel. In the third study conducted on a creative crowdsourcing platform featuring a sample of freelancers, I replicated the gender difference in novelty avoidance and found that fear of social backlash from demonstrating high creativity explains women’s novelty avoidance tendency. Overall, my work advances current understanding of the challenges and opportunities that women innovators face, thereby helping to close the gender gap in innovation and entrepreneurship.

The Double-Edged Sword Effect of Team-Level Proactive Personality on Team Performance: Team Potency and Team Cohesion as Mechanisms.

Management et Ressources Humaines

Intervenant : Ruixue ZHANG
The Hong Kong University of Science and Technology

5 novembre 2018 - T104 - De 11h45 à 13h15


Abstract

While research has largely shown a positive linear relationship between proactive personality and job performance at the individual level, we know relatively little about how proactive personality functions and whether the same relationship holds at the team level. This study proposes a curvilinear relationship between team-level proactive personality and team performance and considers team potency and team cohesion as two explanatory mechanisms. In Study 1, using data collected from 94 teams in four companies, we established an inverted-U-shaped relationship between team-level proactive personality and team performance. In Study 2, using data collected from a sample of 101 nursing teams from three hospitals, we replicated the inverted-U-shaped relationship and further demonstrated that the relationship is mediated by team potency and team cohesion, respectively. Specifically, at low to moderate levels, team-level proactive personality increases team potency and team cohesion, but at moderate to high levels, such relationships become negative. Team potency and team cohesion are positively related to team performance and thus mediate the relationship between team-level proactive personality and team performance.

Keywords:
team-level proactive personality; team potency; team cohesion; curvilinear relationship

We’re not like those crazy hippies: the formation of an occupational group from a social movement mandate

Management et Ressources Humaines

Intervenant : Grace AUGUSTINE
Kellogg School of Management

31 octobre 2018 - S211 - De 11h00 à 12h30


Women and The Crowd: Justifications Entrepreneurs Use in Their Crowdfunding Pitches

Management et Ressources Humaines

Intervenant : Srinivas Santosh
University of Texas, Austin

30 octobre 2018 - Bernard Ramanantsoa room - De 08h45 à 10h15


WHAT ABOUT THOSE LEFT BEHIND? UNDERSTANDING THE IMPACT OF COLLEAGUE EXIT ON THE CAREERS OF COLLABORATIVE WORKERS

Management et Ressources Humaines

Intervenant : Tracy Anderson
The Wharton School

30 octobre 2018 - S211 - De 11h00 à 12h30


Contacts  

Département Management et Ressources Humaines

Campus HEC Paris
1, rue de la Libération
78351 Jouy-en-Josas cedex
France

Faculté  

Michel LANDER

Management et Ressources Humaines (GREGHEC)

Voir le CV

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