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Относительно морально [Relatively moral]

Sekret Firmy 9 (290)
Subject(s)
Human resources management/organizational behavior; Strategy and general management
Keyword(s)
executive coaching, leadership, leadership development
Volume
9
ISSN (Print)
1727-4192
Conference Proceeding

Investigating the value of privacy in online social networks: Conjoint analysis

International Conference on Information Systems
Hanna Krasnova, Thomas Hildebrand, Oliver Guenther (2009)
Online

Бес мечты [The devil of the dream]

Sekret Firmy 5 (286)
Konstantin Korotov, Dmitry Lisitsin (2009)
Subject(s)
Human resources management/organizational behavior; Strategy and general management
Keyword(s)
executive coaching, leadership, leadership development
Volume
5
ISSN (Print)
1727-4192
Report

Management und Psychopathie

Forschungsbericht Hochschule Hannover
Sven Litzcke, Karin Häring, Andreas Mokros (2009)
Subject(s)
Human resources management/organizational behavior
ESMT White Paper

An economic assessment of the relationship between price regulation and incentives to innovate in the pharmaceutical industry

ESMT White Paper No. WP-109-03
Hans W. Friederiszick, Nicola Tosini, Francis de Véricourt, Simon Wakeman (2009)
Subject(s)
Health and environment; Strategy and general management; Technology, R&D management
Keyword(s)
price regulation, innovation, drug development, pharmaceutical industry, decision analysis, decision trees
JEL Code(s)
C61, I11, I18
In this paper, we explore the possible consequences that pricing and reimbursement regulation may have on pharmaceutical innovation. We first investigate qualitatively how a pharmaceutical firm is likely to strategically respond in its R&D activities to pricing and reimbursement regulation. We then quantitatively evaluate these effects in the context of a calibrated decision-theoretic model of drug development in which a pharmaceutical firm is forward-looking and takes future pricing regulation into account in making current development decisions. Our findings indicate that, in designing optimal pharmaceutical pricing and reimbursement regulation, the benefits of more affordable or cost-effective drugs must be traded against the costs of less pharmaceutical innovation, with fewer projects being developed in general and in particular in low-margin therapeutic areas and with little potential of being considered highly innovative at the time of market launch.
Pages
106
ISSN (Print)
1866–4016
ESMT White Paper

How and why MBAs buy an MBA

ESMT White Paper No. WP-109-02
Mario Rese, Annika Wilke, Bülent Gögdün (2009)
Subject(s)
Marketing
Keyword(s)
MBA marketing, business school, MBA program, full-time MBA, executive MBA, part-time MBA, distance MBA, reasons for starting an MBA, business school selection, information sources, quality indicators, number of applications, ranking, accreditation
JEL Code(s)
M31
The purpose of this paper is to deepen our understanding of the MBA market. Our focus lies hereby on the customers, that is, on people who are interested in attending an MBA program and who are courted relentlessly by business schools. The paper analyzes why people do an MBA and how they select their favorite business schools and MBA programs. We particularly try to understand the differences between various groups of applicants based on gender, length of work experience, level of GMAT score, type of study, and nationality. The paper shows that different segments of applicants start an MBA for different reasons and display different preferences with respect to school selection, use of information sources as well as decision-making. We hope that the insights will help business schools make their marketing approaches even more effective.
Pages
66
ISSN (Print)
1866–4016
ESMT Business Brief

Europäische Banken: Wege zu einer nachhaltigen Management-Agenda

ESMT Business Brief No. BB-109-002/ger
Felix Stephan Fremerey, Jan U. Hagen (2009)
Subject(s)
Finance, accounting and corporate governance
Keyword(s)
banking
Die Finanzmarktkrise zwingt alle Banken zur Überprüfung ihrer bisherigen Geschäftsmodelle. Dabei ist für die Entscheidung der künftigen Positionierung die Kenntnis der Treiber für den Erfolg (gemessen an Rendite/Volatilität) entscheidend. Vor diesem Hintergrund haben die Autoren eine empirische Analyse der Jahresabschlüsse 65 europäischer Banken über den Zeitraum der Jahre 2000 bis 2008 durchgeführt. Dabei wurden fünf Treiber für den Geschäftserfolg identifiziert: Wachstums-Dynamik, Portfolio-Mix, Unternehmensgröße, Kostenposition und relativer Marktanteil. Langfristig bedeutsam sind dabei nur Wachstums-Dynamik und Portfolio-Mix. Die drei übrigen Faktoren haben zwar einen bedeutenden, aber insgesamt ‚überschätzten' Einfluss. Auf der Basis dieser Analyse wird anschließend aufgezeigt, wie eine Umsetzung in die jeweilige Management-Agenda aussehen kann. Entscheidend ist hier die Kenntnis und Bewertung der eigenen Ausgangslage im Markowitz-Portfolio.
Pages
32
ISSN (Print)
1866–4024
Other

Does Europe need subsidized competition for achieving the goal of rapid deployment of broadband networks? Comments on the draft Community Guidelines for the application of State aid rules in relation to rapid deployment of broadband networks

ESMT Comment: 1–3
Subject(s)
Economics, politics and business environment
Keyword(s)
EC state aid control, telecommunication, infrastructure
Journal Pages
1–3
ESMT Business Brief

Executive education programs in times of economic crisis: Considerations for learning and development professionals

ESMT Business Brief No. BB-309-001
Subject(s)
Human resources management/organizational behavior
Keyword(s)
management development, executive education, financial and economic crisis
With the current financial and economic crises and expectations or reality of a recession companies are looking at ways of optimizing the use of their resources and reconsidering their investments. Efforts at developing management talent and leadership capacities of company employees are often associated with significant costs and may, therefore, be among the first to undergo scrutiny in terms of feasibility and expected effectiveness. On the other hand, underinvestment in preparing people for leadership and management roles and tasks may come at a cost for the organization's survival, competitiveness, and future success. Although leadership development can take many forms, executive education courses and programs traditionally play a large role in the process, and constitute a major part of leadership development costs. This business brief outlines a number of issues that need to be taken into account when designing, developing, and delivering leadership and management development programs under the conditions of scarce financial resources.
Pages
25
ISSN (Print)
1866–4024
ESMT White Paper

Railway alliances in EC long-distance passenger transport: A competitive assessment post-liberalization 2010

ESMT White Paper No. WP-109-01
Subject(s)
Economics, politics and business environment
Keyword(s)
alliances, railways, competition policy, entry analysis, panel data, liberalization
JEL Code(s)
L13, L43, L51, L92, C33
In 2010 the legal barriers for international, intramodal competition in long-haul passenger transport in the railway sector will be abolished. This report analyzes the extent to which effective competition will arise in long-haul passenger transport after liberalization-from 2010 onward-and how co-operative agreements between European rail operators may impact the liberalization process. The study also provides an overview of the existing literature related to entry and intramodal competition in the rail sector, as well as intermodal competition between aviation and rail. In addition, it provides a review of the legal and regulatory environment of the sector at a European level and evaluates current organizations operating in it. The following are the main conclusions:- We find robust evidence for effective competition between low cost airlines (LCAs) and rail operators. A rail operator loses at least 7% of its passengers and 8% of its passenger kilometers due to entry by LCAs. We also find evidence of negative price effects of strategic LCA entry in both first class and second class. This demonstrates that LCAs are a significant competitive constraint for rail operators.- Based on a revenue & cost model ('R&C model'), only a minority of long distance origins and destinations (O&Ds) are profitable with respect to both operating profitability and total profitability from a pre-entry perspective - that is before entry by competing rail operators. This result does not change drastically even under optimistic but reasonable assumptions regarding future changes in demand, costs, and degree of intermodal competition.- An analysis of various entry strategies identifies the most profitable strategy as entry by an independent entrant with inferior technology. However, such a strategy is specifically vulnerable to legal and strategic limitations on exploitation of network effects (e.g. by imposing national levies or incompatibilities in ticketing or train schedules).- Overall, we find very limited evidence for intramodal competition arising on international O&Ds for long distance passenger travel after 2010, while past experience from airline alliances - although in a different competitive setting - promises significant efficiency gains as a result of international alliances.
Pages
167
ISSN (Print)
1866–4016