Publication records

We test the proposition that individuals may experience a self-control conflict between short-term temptation to be selfish and better judgment to act pro-socially. Using a dictator game and a public goods game, we manipulated the likelihood that individuals identified self-control conflict, and we measured their trait ability to implement self-control strategies. Consistent with our hypothesis, we find that trait self-control exhibits a positive and significant correlation with pro-social behavior in the treatment that raises likelihood of conflict identification, but not in the treatment that reduces likelihood of conflict identification.

 

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This book deals with how coaching interventions can drive a journey of transformational change at individual, team, and organizational levels. As a result, coaching interventions serve to create more reflective people, who in turn, create better organizations. The group coaching methodology, used by the INSEAD Global Leadership Center (IGLC) and adopted by the Center for Leadership Development Research (CLDR) at the European School of Technology and Management (ESMT), Berlin, is the basis for developing the theoretical assumptions behind the chapters. Through sharing research methodologies, and describing intervention and change techniques used in the leadership development and education of executive coaches, the book sheds light on how the 'magic' of coaching works, what coaches actually do, and how their clients respond. This book is a joint project between the IGLC and the CLDR. In compiling it, we have involved academics who conduct research, teach, and consult; leadership development coaches; change consultants; and executives who adopted IGLC methods for reflection on leadership development opportunities and challenges. We have also included people who have experienced IGLC methods in the process of their developmental journeys. They have collaborated, consulted their research and practice notes, analyzed data from inquiry projects, and shared their personal experiences in individual essays.

Trends, including those that seem peripheral, change consumers' aspirations, attitudes, and behaviors in ways that may not be obvious. The digital revolution, for instance, has led people to value offerings that provide instant gratification and help them multitask. This is as important for a company that sells sports shoes as it is for one that sells video games. There are three strategies for addressing the impact of trends: Infuse aspects of the trend into the category to augment traditional offerings, as Coach did with its lower-priced, youthful Poppy handbags. Combine aspects of the trend with attributes of the category to produce radical offerings that transcend the category, as Nike did with its Nike+ sports kit and web service. Counteract negative effects of the trend by developing products and services that reaffirm the category's values, as iToys did with its ME2 video game, which encourages children to be physically active.

Corporate responsibility has gone global. It has secured the attention of business leaders, governments and NGOs to an unprecedented extent. Increasingly, it is argued that business must play a constructive role in addressing massive global challenges. Business is not responsible for causing most of the problems associated with, for example, extreme poverty and hunger, child mortality and HIV/AIDS. However, it is often claimed that business has a responsibility to help ameliorate many of these problems and, indeed, it may be the only institution capable of effectively addressing some of them. Global Challenges in Responsible Business addresses the implications for business of corporate responsibility in the context of globalization and the social and environmental problems we face today. Featuring research from Europe, North America, Asia and Africa, it focuses on three major themes: embedding corporate responsibility, corporate responsibility and marketing, and corporate responsibility in developing countries.

The purpose of this report can be summarized as follows: 1. Update our awareness of the issues and challenges facing European firms in terms of technology management. 2. Understand the future of ESMT's sponsors and clients in terms of their R&D and technology organizations. 3. Develop our understanding of the need for skills and capabilities development of the current and future managers and executives in the areas of Research, Development and Engineering (i.e. all those making technology decisions). 4. Seek input for R&D/technology program portfolio that ESMT could offer in the future.