Séminaires de Recherche

Convergent Creativity and Management Control Systems: Managing Stylistic Innovation in Fashion Companies

Comptabilité et Contrôle de Gestion

Intervenant : Angelo Ditillo
Università Bocconi

19 décembre 2012 - HEC Campus, salle T004 - De 14h00 à 16h00


The empirical findings of this study indicate that management control systems are deeply embedded in the work environment of creative people and play a significant role in the creative teams directed at developing new products characterized by stylistic innovation. Yet, they do not address traditional goal divergence concerns but rather activate dialogues around meanings to define, negotiate, and legitimize the objectives that emerge during creation. This purpose is achieved through mechanisms that inspire (inspirational controls) these dialogues and mechanisms that configure (directional controls) the way they happen. Our research is based on a multi-case research design structured around an in-depth case study where the main traits of these systems are identified, followed up by five additional cases that reinforce, reshape, and enrich the findings. The study suggests that creativity and control do not have contradictory purposes and both are deeply integrated in organizations competing on creativity.

Finance

Intervenant : Christian HELLWIG
Université de Toulouse 1

6 décembre 2012

Director Independence and Insider Trading

Comptabilité et Contrôle de Gestion

Indiana University

30 novembre 2012 - HEC Campus, salle T004 - De 14h00 à 16h00


While prior work establishes criteria for assessing director independence by scrutinizing outside directors’ professional and social connections, we examine the conditions under which outside directors’ trading and ratification decisions are incrementally useful in assessing their independence. Because crises test the independence of boards, we investigate the CEO replacement decision in firms caught intentionally misreporting earnings. We predict and find that outside directors’ selling that emulates selling by the CEO and inside directors makes them less willing to replace the CEO. Our findings derive from opportunistic rather than routine selling, and from collusive selling involving inside and outside board members rather than from selling by outside directors alone. We also predict and find that outside directors who ratify one or more value-destroying mergers in the misreporting period are less effective monitors. These results are robust to alternative measurements of opportunistic selling and to a comprehensive set of controls for the CEO replacement decision

Stratégie et Politique d’Entreprise

Intervenant : ANDY KING
PROFESSOR , TUCK SCHOOL OF BUSINESS - DARMOUTH

29 novembre 2012 - SALLE DU CONSEIL - De 13h30 à 15h00


Emerging Research in Relationship Marketing

Marketing

Intervenant : Robert W. Palmatier
Associate Professor of Marketing, Foster School of Business, University of Washington

23 novembre 2012 - T 015 - De 13:00 à 14:30

Relationship marketing effectiveness at improving a firm’s financial performance varies widely, which suggests a need to understand better how relationship marketing works and what determines its efficacy. Theory and empirical results from multiple studies will be discussed that provide insight into relationship marketing’s effectiveness. The first study demonstrates that gratitude plays an important role in understanding how relationship marketing investments increase purchase intentions, sales growth, and share of wallet. The project identifies a set of managerially relevant factors that alter customer gratitude, which can make relationship marketing programs more effective. The second study integrates social network and exchange theory to develop a model of customer relationship performance based on three drivers: relationship quality, contact density, and contact authority. The results suggest the value generated from interfirm relationships derives not only from the quality of customer ties (e.g., trust, commitment, norms), as typically modeled, but also from the number and decision-making capability of interfirm contacts and the interactions among relational drivers. The final study investigates the role of relationship velocity—or the rate of change in relational constructs with respect to time—in driving exchange outcomes. The study findings highlight the importance of tapping into the dynamic nature of relational constructs (e.g., velocity) to provide insights into future sales growth.

Accounting Choices under IFRS and their Effect on Over-investment in Capital Expenditures

Comptabilité et Contrôle de Gestion

Intervenant : Professor Mohamad MAZBOUDI
American University of Beyrut

23 novembre 2012 - Campus HEC, Salle T004 - De 14h00 à 16h00


IFRS allows firms to choose between fair-value accounting and historical cost accounting with impairment testing for property, plant and equipment (PPE). This study examines the effect of firms’ accounting choices for this group of non-financial assets on over-investment after IFRS mandatory adoption in the European Union (EU). My results indicate that over-investment in PPE (or capital expenditures) is lower following IFRS adoption among EU firms that used historical cost accounting with impairment testing in the post-IFRS period, consistent with EU firms having more timely loss recognition for PPE under IFRS strict impairment rules. In my analysis of United Kingdom (UK) firms, I find that most UK firms elected to use historical cost accounting with impairment testing for PPE after IFRS mandatory adoption. I also find that UK firms that previously used fair-value accounting under UK GAAP and then switched to historical cost accounting with impairment testing under IFRS exhibit greater reductions in over-investment relative to other EU firms that used historical cost accounting with impairment testing prior to IFRS adoption. Additional analysis suggests that the reductions in over-investment after IFRS mandatory adoption are greater as the severity of agency conflicts increases, consistent with outside shareholders demanding timely loss recognition as a means of addressing agency conflicts with managers.

INSTITUTIONAL LOGICS, PERFORMANCE FEEDBACK, AND THE ADOPTION OF CORPORATE GOVERNANCE PRACTICES

Stratégie et Politique d’Entreprise

Intervenant : TIM ROWLEY
PROFESSOR , UNIVERSITY OF TORONTO

23 novembre 2012 - salle du conseil - De 13h30 à 15h00


LEADING FROM AFAR : CONTEXTUAL CONTINGENCIES OF SHARED LEADERSHIP IN TEAMS

Management et Ressources Humaines

Intervenant : Paul Tesluk
School of Management, University at Buffalo

22 novembre 2012 - T030 - De 14:00 à 15:30

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Finance

Intervenant : George PENNACHI
University of Illinois

13 novembre 2012

Compensating Financial Experts

Finance

Intervenant : Vincent GLODE
Wharton

8 novembre 2012

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