Digital platforms function as private regulators in the society. What are the consequences, direct and unintended, of these platforms’ rule-making choices on individuals, firms, regulators, and social movement organizations?Key findings:- Controlling Social Movements: Platforms mediate resource mobilization for social movements, potentially restricting collective action.- Complementor Compliance: Digital platforms like Airbnb enforce rules within their ecosystems but often fail to ensure compliance on external platforms.- Creating Professional Classes: Platforms generate new roles, such as professional complementors, who adapt to platform-specific demands, reinforcing network effects.
When a corporate scandal breaks, everybody knows about it. But how long do scandals remain in the shadows of rumor? Julien Jourdan of HEC Paris and Alessandro Piazza of Rice University (Texas) say that data on sex abuse cases in the Catholic Church shows how community is key when it comes to allowing scandal to emerge and hit the headlines.The key findings in a nutshell:• Community influence: The likelihood of scandals emerging depends significantly on the social structure of the surrounding community.• Social connectedness: High social connectedness in a community (dense social spaces) fosters rumor circulation, increasing the chance of misconduct becoming public.• Broad application: These findings are broadly applicable, influencing policy and organizational approaches to prevent prolonged concealment of misconduct.
By Julien Jourdan
It’s well known that people are a company’s greatest asset. But how does interpersonal collaboration make a business successful? And what drives these collaborations? Instead of just valuing individuals, companies must recognize the connections between them, say John Mawdsley and Olivier Chatain of HEC Paris and Philipp Meyer-Doyle of INSEAD. They show how forming work teams depends on client relationships, client status, and resource availability.
By John Mawdsley , Olivier Chatain
A new business case written by Nils Plambeck, Associate Professor of Strategy & Business Policy at HEC Paris, has been published recently on The Case Centre. The fictional case study is conceptualized on two levels, by exploring the concept of power and influence through an example of Obama’s presidency, and by describing an EMBA student’s power basis.
June 20 is World Refugee Day, designated by the United Nations to honor refugees around the globe and to celebrate the strength and courage of those forced to flee their home countries to escape conflict or persecution. By the end of 2023, UNHCR estimated that over 117 million people were forcibly displaced worldwide due to persecution, conflict, violence, human rights violations, and climate shocks, often a combination of these factors. Notably, nearly 32 million new internal displacements were due to climate-related hazards, highlighting the urgent need to address this issue. It is high noon for us to step up, reach out, engage with this diverse talent pool, and unlock their true potential.
How important are individual “star” performers compared to their teams in driving scientific innovation? A recent study by Denisa Mindruta, Janet Bercovitz, Vlad Mares, and Maryann Feldman shows that while “star researchers” contribute significantly, the collaborative synergy between stars and their teams is crucial for success. In management, this research addresses the fundamental question of how to optimize team composition to maximize performance, underscoring the balance between individual brilliance and collective effort. Three main key findings: Star scientists enhance collaboration performance through direct contributions and resource attraction. Diversity in team composition, both in expertise and seniority, fosters innovation. Research shows that collaborative efforts usually surpass individual contributions in scientific discovery.
By Denisa Mindruta
HEC Paris Professors Laurence Lehmann Ortega and Hélène Musikas have been working together for over 15 years on a business framework they call Odyssey 3.14. This strategy helps companies better invest in business models that promote innovation and sustainability. The result is a book which entered its third edition in September, entitled “(Re)invent Your Business Model with Odyssey 3.14”. The two academics describe the three pillars and 14 directions which have evolved significantly in the past decades.
HEC Paris undergoes a transformative shift in its curriculum. Building on its legacy of sustainability initiatives, the institution now prioritizes planetary boundaries and societal impact. The updated curriculum emphasizes sustainability integration and student empowerment for real-world impact. This reflects HEC's dedication to nurturing leaders prepared to address modern challenges.
For a long time, addressing sustainability problems has been regarded as a technological challenge. Today, supporting the transition to a more sustainable world has transcended this technological status and emerged as a quintessential management, economic, and behavioral challenge. Within this realm, research in social sciences and management assumes a pivotal role, offering insights across various crucial dimensions of the transition.
At HEC Paris, the integration of research, teaching, and action is a fundamental philosophy that we embody. In today's dynamic landscape, where environmental and social challenges are increasingly prominent, HEC serves as a beacon of innovation and responsibility. As Europe's leading business school, we acknowledge our responsibility to guide future leaders in navigating the complexities of a world in flux.
