Does studying economics make people more selfish? And if so, what role do business schools have to play in shaping the values of our future leaders? Karoline Strauss, Professor of Management at ESSEC Business School, shares her research on how and when business education can produce greater levels of selfishness – or not.
In this second of a two-part article, Arijit Chatterjee, Professor of Management at ESSEC Business School, explains how narcissistic CEOs* satisfy their need to dominate and impact top management teams.
In this first of a two-part article, Arijit Chatterjee, Professor of Management at ESSEC Business School, shares his research on how narcissistic CEOs succeed in satisfying their need for acclaim and its impact on the board and the firm.
Laurent Bourgeon, Academic Director of the Operational Management and International Operational Management programs at ESSEC Business School, and author of the book Construire avec pertinence la stratégie pour votre PME (Build an Effective Strategy for your SME, Ellipses, 2016), urges small-to-medium enterprises to develop a strategy and shares key insights into how to do it effectively.
New research from Prof. Marwan Sinaceur at ESSEC Business School is the first to investigate the potential role of sadness expression in conflict and negotiation. From the paper “Weep and Get More: When and Why Sadness Expression is Effective in Negotiations” by Marwan Sinaceur (ESSEC), Shirli Kopelman, Dimitri Vasiljevic, and Christophe Haag - Journal of Applied Psychology.
Prof. Hamid Bouchikhi, Director of the ESSEC Impact Entrepreneurship Center, asserts that for an African entrepreneurial area to materialize requires in-depth work with the younger generations. Because innovative entrepreneurs are, for the most part, young graduates from higher education, the mental setting up of an African entrepreneurial area calls for massive encouragement of infra-African student mobility...
A new strategy is always a gamble...
Acting quickly helps firms stay competitive, but managers aren’t always able to act at the time of their choosing. New, award-winning research helps managers identify what they can do to influence the time of their strategic action.