London Business School

Displaying 1-40 of 212 results

  • White Papers // Jul 2010

    Bank Mergers And Diversification: Implications For Competition Policy

    This paper analyses competition and mergers among risk averse banks. The authors show that the correlation between the shocks to the demand for loans and the shocks to the supply of deposits induces a strategic interdependence between the two sides of the market. The authors characterize the role of diversification...

    Provided By London Business School

  • White Papers // May 2010

    Political Connections, SEC Enforcement And Accounting Quality

    This paper examines whether firms and executives that have built political connections through political contributions and lobbying face lower enforcement costs by the Securities and Exchange Commission (SEC). Firms with low accounting quality have greater political expenses on average. They increase these expenditures during the period of misreporting and are...

    Provided By London Business School

  • White Papers // May 2010

    The Impact Of Private Equity Ownership On Portfolio Firms' Corporate Tax Planning

    This paper investigates whether private equity (PE) firms influence the tax practices of their portfolio firms. Prior research documents that PE firms create economic value in portfolio firms through effective governance, financial, and operational engineering. Given PE firms' focus on value creation, the author examines whether PE firms influence the...

    Provided By London Business School

  • White Papers // Mar 2010

    Market Reaction To Securitization Retained Interest Impairments During The Financial Crisis Of 2007-2008

    In this study, the authors investigate equity market reactions to the announcement of impairments of retained interests arising from asset securitizations made by financial institutions during the Financial Crisis of 2007-2008. In the past two decades, asset securitizations were used extensively by financial institutions as an indirect means of borrowing...

    Provided By London Business School

  • White Papers // Jan 2010

    Risk Management Starts At The Top

    Where were the boards of directors of the world's largest financial firms when their managements were loading up on risky collateralized debt obligations and structured investment vehicles? What happened to the risk-management procedures laid out in their corporate governance guidelines? The authors have found a strong correlation between the size...

    Provided By London Business School

  • Webcasts // Jan 2010

    Vittorio Colao GLS 2010 Interview

    Vittorio Colao, Chief Executive, Vodafone, on what we can learn from emerging markets.

    Provided By London Business School

  • Webcasts // Jan 2010

    Savio Kwan GLS 2010 Interview

    Savio Kwan (MSc09), Independent Non-Executive Director, Alibaba Group, on what we can learn from emerging markets.

    Provided By London Business School

  • Webcasts // Jan 2010

    Which Companies Will Survive And Which Will Fail In A Recession?

    Chris Higson, Associate Professor of Accounting explains why when a recession hits your survival is predestined and depends on the markets you serve, the business models you use and the strength of your balance sheet.

    Provided By London Business School

  • Webcasts // Jan 2010

    5 Ways To Measure Performance And Survive The Recession

    Sir Andrew Likierman, Dean at London Business School discusses a number of ways to rethink the performance measures being used within organizations and suggest five ways to measure performance to survive the recession.

    Provided By London Business School

  • Webcasts // Jan 2010

    Downsizing The Balance Sheet: The Old Orthodoxy?

    Pressure on margins has seen companies strive for asset-light balance sheets. Recession provides a stern test for this strategy: some companies found that it was survival of the fattest, not survival of the fittest. Will this be the new orthodoxy?.

    Provided By London Business School

  • Webcasts // Jan 2010

    Mergers And Aquisitions

    The Mergers and Acquisitions strategy programme explores the different rationales which allow you to manage the mergers and acquisition process to create shareholder value.

    Provided By London Business School

  • Webcasts // Jan 2010

    Lynda Gratton GLS 2010 Interview

    Lynda Gratton Professor of Management Practice in Organisational Behaviour, London Business School, on what we can learn from emerging markets.

    Provided By London Business School

  • Webcasts // Jan 2010

    Organisational Characteristics For Change, Success And Survival

    Professor Michael Jarrett, Visiting Professor of Organisational Behaviour, speaks of the importance of organisations understanding their external environment in order to change, succeed and survive.

    Provided By London Business School

  • Webcasts // Jan 2010

    How Should Executives Prepare For The Upturn?

    Rob Goffee, Professor of Organisational Behaviour at London Business School discusses why executives cannot ignore the fundamentals of leadership when preparing for the upturn.

    Provided By London Business School

  • Webcasts // Jan 2010

    How Does Consumer Behaviour Differ In A Downturn?

    In this Webcast, Daniel Goldstein, Assistant Professor of Marketing at London Business School looks at how consumers behave during a downturn.

    Provided By London Business School

  • Webcasts // Jan 2010

    Simple Rules For Complex Times

    During a recession many companies scale back their marketing, so those who don't are at a distinct advantage. This is because the amount that they spend will be carried further, says Dan Goldstein, Assistant Professor of Marketing.

    Provided By London Business School

  • Webcasts // Jan 2010

    Marketing Success In A Downturn

    Patrick Barwise, Emeritus Professor of Management and Marketing, explains how the right marketing strategy can turn the downturn into an opportunity.

    Provided By London Business School

  • Webcasts // Jan 2010

    Customer Focused Marketing: The Key To Unlocking Profits

    This marketing programme aims to help executives from across the business acquire a strategic understanding of key marketing tools and concepts that deliver value to both the customer and the bottom line.

    Provided By London Business School

  • Webcasts // Jan 2010

    Market Driving Strategies

    Listening to your customers is important, but this marketing programme explains how you can also educate them to understand the leap in benefits you are offering: driving the market forward rather than letting it drive you.

    Provided By London Business School

  • Webcasts // Jan 2010

    Pricing For Profit

    Marco Bertini explains how to realise and unlock the true potential of pricing and manage price in a competitive environment by integrating pricing strategy across the marketing process.

    Provided By London Business School

  • Webcasts // Jan 2010

    Growing Your Business

    John Mullins on how to grow your business, manage cash and individuals, and cope with the challenges of rapid growth.

    Provided By London Business School

  • Webcasts // Jan 2010

    Madan Pillutla: Faculty Insights

    In this Webcast, Madan Pillutla, Professor of Organisational Behaviour, discusses and explains his research on the perceptions of fairness in negotiations.

    Provided By London Business School

  • Webcasts // Jan 2010

    Negotiating And Influencing Skills For Senior Managers

    Madan Pillutla, Professor of Organisational Behaviour, discusses how the Negotiating and Influencing Skills for Senior Managers programme can help senior leaders thrive in business negotiations.

    Provided By London Business School

  • Webcasts // Jan 2010

    Keeping People Inspired During A Recession

    Organisations that flourish and retain talent during a recession always flourish after, says Lynda Gratton, Professor of Management Practice in Organisational Behaviour, discussing challenges with keeping people inspired and engaged in a recession.

    Provided By London Business School

  • Webcasts // Jan 2010

    Leaders Can Increase The Gap

    Randall Peterson, Professor of Organisational Behaviour discusses the importance of leadership during a downturn. If employees believe and trust in the organisation and its leadership, they are more likely to stay focussed, engaged and work hard.

    Provided By London Business School

  • Webcasts // Jan 2010

    People Management In Recession

    According to Nigel Nicholson, Professor of Organisational Behaviour, the biggest challenge for most managers throughout a recession is dealing with people. He explains how to manage people on three different levels: thoughts, emotion and action.

    Provided By London Business School

  • Webcasts // Jan 2010

    The Downturn As An Opportunity To Transform Business Culture

    According to Nigel Nicholson, Professor of Organisational Behaviour, success can be an enemy of change but that one of the things to come out of these turbulent times is that it can provide a fantastic opportunity for lots of changes in organizations.

    Provided By London Business School

  • Webcasts // Jan 2010

    How To Harness Leaders In The Middle Ranks

    Michael Jarrett, Adjunct Professor of Organisational Behaviour discusses how companies can harness the leadership of middle ranks to become successful; he says that in many ways those who are managers and add value today will be the leaders tomorrow.

    Provided By London Business School

  • Webcasts // Jan 2010

    Could Now Be The Best Time To Create Economic Value?

    Donald Sull, Professor of Management Practice in Strategic and International Management discusses how there can be an upside to a downturn and why different times in the economic cycle can provide potential advantages for skilled firms.

    Provided By London Business School

  • Webcasts // Jan 2010

    Dealing With Workforce Downsizing

    Randall Peterson, Professor of Organisational Behaviour discusses why the way an organisation deals with workforce downsizing is important not only in supporting those being laid off but also in maintaining loyalty within the remaining workforce.

    Provided By London Business School

  • Webcasts // Jan 2010

    What Will Winning Organisations Look Like In 18 Months' Time?

    Rob Goffee, Professor of Organisational Behaviour at London Business School discusses what business will look like in 18 months' time and how their focus will be a further 18 months ahead of that.

    Provided By London Business School

  • Webcasts // Jan 2010

    Private Label Share In A downturn

    Nirmalya Kumar, Professor of Marketing, draws on his research to examine what happens to private label shares during recessions and how market share can be defended in challenging times.

    Provided By London Business School

  • Webcasts // Jan 2010

    Remaining Innovative Through Good And Bad Times

    Rajesh Chandy, Professor of Marketing and Tony and Maureen Wheeler Chair in Entrepreneurship discusses why managers need to focus on the future in order to help an organisation remain innovative through difficult and prosperous times.

    Provided By London Business School

  • Webcasts // Jan 2010

    Today's Opportunity: Embedded Marketing

    In this Webcast, Nader Tavassoli, professor of Marketing, explains why marketing is not just about advertising, it's about people as well.

    Provided By London Business School

  • Webcasts // Jan 2010

    Can Innovation Be Incentivized?

    Rajesh Chandy, Professor of Marketing, Tony and Maureen Wheeler Chair in Entrepreneurship; discusses whether innovation should be incentivized and explains why asymmetric incentives (rewards for success) need to be higher than penalties for failures.

    Provided By London Business School

  • Webcasts // Jan 2010

    Recession As A Marketing Opportunity

    According to Nirmalya Kumar, Professor of Marketing, recessions can be an excellent time for companies with strong market position to increase their market share as maintaining advertising budgets can give them a disproportionate share of voice.

    Provided By London Business School

  • Webcasts // Jan 2010

    Emerging Markets And The Upturn

    Emerging markets can represent tremendous opportunities for firms to emerge from the downturn. Rajesh Chandy, Professor of Marketing and Entrepreneurship talks about how some of the most remarkable innovations are happening in emerging markets.

    Provided By London Business School

  • Webcasts // Jan 2010

    How Do You Make Your Marketing Budget Work Harder?

    Daniel Goldstein, Assistant Professor of Marketing at London Business School gives insights on how businesses can make the most of their marketing budget.

    Provided By London Business School

  • Webcasts // Jan 2010

    What Performance Indicators Become Prevalent In A Recession?

    Rob Goffee, Professor of Organisational Behaviour at London Business School discusses what the most common performance indicators are during a downturn, including the 'Soft' indicators such as enjoying your job.

    Provided By London Business School

  • Webcasts // Jan 2010

    Glow: Bringing Energy And Innovation To Your Work

    Create a cooperative environment within your organisation and you will radiate energy, innovation and success, says Lynda Gratton, Professor of Management Practice.

    Provided By London Business School

  • White Papers // Jul 2010

    Bank Mergers And Diversification: Implications For Competition Policy

    This paper analyses competition and mergers among risk averse banks. The authors show that the correlation between the shocks to the demand for loans and the shocks to the supply of deposits induces a strategic interdependence between the two sides of the market. The authors characterize the role of diversification...

    Provided By London Business School

  • White Papers // Jan 2010

    Risk Management Starts At The Top

    Where were the boards of directors of the world's largest financial firms when their managements were loading up on risky collateralized debt obligations and structured investment vehicles? What happened to the risk-management procedures laid out in their corporate governance guidelines? The authors have found a strong correlation between the size...

    Provided By London Business School

  • Webcasts // Jan 2010

    Osaze Osifo GLS 2010 Interview

    In this webcast Osaze Osifo (MiFPT99), CEO, FBN Investment Banking and Asset Management, explains about what we can learn from emerging markets.

    Provided By London Business School

  • Webcasts // Jan 2010

    Sir John Egan GLS 2010 Interview

    In this webcast Sir John Egan (MSc01), Chairman, Severn Trent plc, explains about what we can learn from emerging markets.

    Provided By London Business School

  • Webcasts // Jan 2010

    Stephen Olabisi Onasanya GLS 2010 Interview

    In this webcast Stephen Olabisi Onasanya, Group Managing Director and CEO, First Bank of Nigeria, explains about what we can learn from emerging markets.

    Provided By London Business School

  • Webcasts // Jan 2010

    Mohammed Althani GLS 2010 Interview

    Sheikh Mohammed Althani (SEP50), President, Qatar-Connect, on what we can learn from emerging markets.

    Provided By London Business School

  • Webcasts // Jan 2010

    Erik Vynkier GLS 2010 Interview

    In this webcast Erik Vynkier (MBA2000), Director, Standard Life, explains about what we can learn from emerging markets.

    Provided By London Business School

  • White Papers // May 2010

    Political Connections, SEC Enforcement And Accounting Quality

    This paper examines whether firms and executives that have built political connections through political contributions and lobbying face lower enforcement costs by the Securities and Exchange Commission (SEC). Firms with low accounting quality have greater political expenses on average. They increase these expenditures during the period of misreporting and are...

    Provided By London Business School

  • White Papers // Jan 2010

    Staffing Agencies: Know Your Workers

    As the world of work has changed to one in which companies aim at being lean, maintaining large full-time workforces is no longer desirable for many firms. Moreover, especially in the rapidly growing IT field, companies in need of skilled specialist workers do not necessarily have the staff in place...

    Provided By London Business School

  • White Papers // May 2010

    The Impact Of Private Equity Ownership On Portfolio Firms' Corporate Tax Planning

    This paper investigates whether private equity (PE) firms influence the tax practices of their portfolio firms. Prior research documents that PE firms create economic value in portfolio firms through effective governance, financial, and operational engineering. Given PE firms' focus on value creation, the author examines whether PE firms influence the...

    Provided By London Business School

  • White Papers // Mar 2010

    Market Reaction To Securitization Retained Interest Impairments During The Financial Crisis Of 2007-2008

    In this study, the authors investigate equity market reactions to the announcement of impairments of retained interests arising from asset securitizations made by financial institutions during the Financial Crisis of 2007-2008. In the past two decades, asset securitizations were used extensively by financial institutions as an indirect means of borrowing...

    Provided By London Business School

  • Webcasts // Jan 2010

    Which Companies Will Survive And Which Will Fail In A Recession?

    Chris Higson, Associate Professor of Accounting explains why when a recession hits your survival is predestined and depends on the markets you serve, the business models you use and the strength of your balance sheet.

    Provided By London Business School

  • Webcasts // Jan 2010

    5 Ways To Measure Performance And Survive The Recession

    Sir Andrew Likierman, Dean at London Business School discusses a number of ways to rethink the performance measures being used within organizations and suggest five ways to measure performance to survive the recession.

    Provided By London Business School

  • Webcasts // Jan 2010

    Downsizing The Balance Sheet: The Old Orthodoxy?

    Pressure on margins has seen companies strive for asset-light balance sheets. Recession provides a stern test for this strategy: some companies found that it was survival of the fattest, not survival of the fittest. Will this be the new orthodoxy?.

    Provided By London Business School

  • Webcasts // Jan 2010

    Mergers And Aquisitions

    The Mergers and Acquisitions strategy programme explores the different rationales which allow you to manage the mergers and acquisition process to create shareholder value.

    Provided By London Business School

  • Webcasts // Jan 2010

    Lynda Gratton GLS 2010 Interview

    Lynda Gratton Professor of Management Practice in Organisational Behaviour, London Business School, on what we can learn from emerging markets.

    Provided By London Business School

  • Webcasts // Jan 2010

    Organisational Characteristics For Change, Success And Survival

    Professor Michael Jarrett, Visiting Professor of Organisational Behaviour, speaks of the importance of organisations understanding their external environment in order to change, succeed and survive.

    Provided By London Business School

  • Webcasts // Jan 2010

    How Should Executives Prepare For The Upturn?

    Rob Goffee, Professor of Organisational Behaviour at London Business School discusses why executives cannot ignore the fundamentals of leadership when preparing for the upturn.

    Provided By London Business School

  • Webcasts // Jan 2010

    How Does Consumer Behaviour Differ In A Downturn?

    In this Webcast, Daniel Goldstein, Assistant Professor of Marketing at London Business School looks at how consumers behave during a downturn.

    Provided By London Business School

  • Webcasts // Jan 2010

    Simple Rules For Complex Times

    During a recession many companies scale back their marketing, so those who don't are at a distinct advantage. This is because the amount that they spend will be carried further, says Dan Goldstein, Assistant Professor of Marketing.

    Provided By London Business School

  • Webcasts // Jan 2010

    Marketing Success In A Downturn

    Patrick Barwise, Emeritus Professor of Management and Marketing, explains how the right marketing strategy can turn the downturn into an opportunity.

    Provided By London Business School

  • Webcasts // Jan 2010

    Customer Focused Marketing: The Key To Unlocking Profits

    This marketing programme aims to help executives from across the business acquire a strategic understanding of key marketing tools and concepts that deliver value to both the customer and the bottom line.

    Provided By London Business School

  • Webcasts // Jan 2010

    Market Driving Strategies

    Listening to your customers is important, but this marketing programme explains how you can also educate them to understand the leap in benefits you are offering: driving the market forward rather than letting it drive you.

    Provided By London Business School

  • Webcasts // Jan 2010

    Pricing For Profit

    Marco Bertini explains how to realise and unlock the true potential of pricing and manage price in a competitive environment by integrating pricing strategy across the marketing process.

    Provided By London Business School

  • Webcasts // Jan 2010

    Growing Your Business

    John Mullins on how to grow your business, manage cash and individuals, and cope with the challenges of rapid growth.

    Provided By London Business School

  • Webcasts // Jan 2010

    Private Label Share In A downturn

    Nirmalya Kumar, Professor of Marketing, draws on his research to examine what happens to private label shares during recessions and how market share can be defended in challenging times.

    Provided By London Business School

  • Webcasts // Jan 2010

    Remaining Innovative Through Good And Bad Times

    Rajesh Chandy, Professor of Marketing and Tony and Maureen Wheeler Chair in Entrepreneurship discusses why managers need to focus on the future in order to help an organisation remain innovative through difficult and prosperous times.

    Provided By London Business School

  • Webcasts // Jan 2010

    Today's Opportunity: Embedded Marketing

    In this Webcast, Nader Tavassoli, professor of Marketing, explains why marketing is not just about advertising, it's about people as well.

    Provided By London Business School

  • Webcasts // Jan 2010

    Can Innovation Be Incentivized?

    Rajesh Chandy, Professor of Marketing, Tony and Maureen Wheeler Chair in Entrepreneurship; discusses whether innovation should be incentivized and explains why asymmetric incentives (rewards for success) need to be higher than penalties for failures.

    Provided By London Business School

  • Webcasts // Jan 2010

    Recession As A Marketing Opportunity

    According to Nirmalya Kumar, Professor of Marketing, recessions can be an excellent time for companies with strong market position to increase their market share as maintaining advertising budgets can give them a disproportionate share of voice.

    Provided By London Business School

  • Webcasts // Jan 2010

    Emerging Markets And The Upturn

    Emerging markets can represent tremendous opportunities for firms to emerge from the downturn. Rajesh Chandy, Professor of Marketing and Entrepreneurship talks about how some of the most remarkable innovations are happening in emerging markets.

    Provided By London Business School

  • Webcasts // Jan 2010

    How Do You Make Your Marketing Budget Work Harder?

    Daniel Goldstein, Assistant Professor of Marketing at London Business School gives insights on how businesses can make the most of their marketing budget.

    Provided By London Business School

  • Webcasts // Jan 2010

    Madan Pillutla: Faculty Insights

    In this Webcast, Madan Pillutla, Professor of Organisational Behaviour, discusses and explains his research on the perceptions of fairness in negotiations.

    Provided By London Business School

  • Webcasts // Jan 2010

    Negotiating And Influencing Skills For Senior Managers

    Madan Pillutla, Professor of Organisational Behaviour, discusses how the Negotiating and Influencing Skills for Senior Managers programme can help senior leaders thrive in business negotiations.

    Provided By London Business School

  • Webcasts // Jan 2010

    Keeping People Inspired During A Recession

    Organisations that flourish and retain talent during a recession always flourish after, says Lynda Gratton, Professor of Management Practice in Organisational Behaviour, discussing challenges with keeping people inspired and engaged in a recession.

    Provided By London Business School

  • Webcasts // Jan 2010

    Leaders Can Increase The Gap

    Randall Peterson, Professor of Organisational Behaviour discusses the importance of leadership during a downturn. If employees believe and trust in the organisation and its leadership, they are more likely to stay focussed, engaged and work hard.

    Provided By London Business School

  • Webcasts // Jan 2010

    People Management In Recession

    According to Nigel Nicholson, Professor of Organisational Behaviour, the biggest challenge for most managers throughout a recession is dealing with people. He explains how to manage people on three different levels: thoughts, emotion and action.

    Provided By London Business School

  • Webcasts // Jan 2010

    The Downturn As An Opportunity To Transform Business Culture

    According to Nigel Nicholson, Professor of Organisational Behaviour, success can be an enemy of change but that one of the things to come out of these turbulent times is that it can provide a fantastic opportunity for lots of changes in organizations.

    Provided By London Business School

  • Webcasts // Jan 2010

    How To Harness Leaders In The Middle Ranks

    Michael Jarrett, Adjunct Professor of Organisational Behaviour discusses how companies can harness the leadership of middle ranks to become successful; he says that in many ways those who are managers and add value today will be the leaders tomorrow.

    Provided By London Business School

  • Webcasts // Jan 2010

    Could Now Be The Best Time To Create Economic Value?

    Donald Sull, Professor of Management Practice in Strategic and International Management discusses how there can be an upside to a downturn and why different times in the economic cycle can provide potential advantages for skilled firms.

    Provided By London Business School