Vanessa Chocteau, D. Drake, P. Kleindorfer, Renato J. Orsato, A. Roset
The Paul Dubrule Chaired Professor of Sustainable Development, Distinguished ResearchProfessor at INSEAD Social Innovation Centre, Boulevard de Constance, 77305 Fontainebleau,France and Anheuser-Busch Professor Emeritus of Management Science and Public Policy,The Wharton School of the University of Pennsylvania Ph: +33 (0) 1 60 72 91 28 Email: paul.kleindorfer@insead.edu
Paul Dubrule可持续发展讲座教授，法国枫丹白露大道77305号欧洲工商管理学院社会创新中心杰出研究教授，宾夕法尼亚大学沃顿商学院安海斯-布希管理科学与公共政策荣誉教授Ph: +33(0) 1 60 72 91 28电子邮件:paul.kleindorfer@insead.edu
{"title":"Collaborative Innovation for Sustainable Fleet Operations: The Electric Vehicle Adoption Decision","authors":"Vanessa Chocteau, D. Drake, P. Kleindorfer, Renato J. Orsato, A. Roset","doi":"10.2139/ssrn.1791623","DOIUrl":"https://doi.org/10.2139/ssrn.1791623","url":null,"abstract":"The Paul Dubrule Chaired Professor of Sustainable Development, Distinguished ResearchProfessor at INSEAD Social Innovation Centre, Boulevard de Constance, 77305 Fontainebleau,France and Anheuser-Busch Professor Emeritus of Management Science and Public Policy,The Wharton School of the University of Pennsylvania Ph: +33 (0) 1 60 72 91 28 Email: paul.kleindorfer@insead.edu","PeriodicalId":122208,"journal":{"name":"INSEAD Working Paper Series","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126510818","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Jose A. Guajardo, Morris A. Cohen, Sang‐Hyun Kim, Serguei Netessine
Using a proprietary data set provided by a major manufacturer of aircraft engines, we empirically investigate how product reliability is impacted by the use of two different types of after-sales maintenance support contracts: time and material contracts (T&MC) and performance-based contracts (PBC). We offer a number of competing arguments based on the theory of incentives that establish why product reliability may increase or decrease under PBC. We build a two-stage econometric model that explicitly accounts for the endogeneity of contract choices, and find evidence of a positive and significant effect of PBC on product reliability. The estimation of our model indicates that product reliability is higher by 25%--40% under PBC compared to under T&MC, once the endogeneity of contract choice is taken into account. Our results are consistent with two mechanisms for reliability improvement under PBC: more frequent scheduled maintenance and better care performed in each maintenance event. This paper was accepted by Martin Lariviere, operations management.
{"title":"Impact of Performance-Based Contracting on Product Reliability: An Empirical Analysis","authors":"Jose A. Guajardo, Morris A. Cohen, Sang‐Hyun Kim, Serguei Netessine","doi":"10.2139/ssrn.1807049","DOIUrl":"https://doi.org/10.2139/ssrn.1807049","url":null,"abstract":"Using a proprietary data set provided by a major manufacturer of aircraft engines, we empirically investigate how product reliability is impacted by the use of two different types of after-sales maintenance support contracts: time and material contracts (T&MC) and performance-based contracts (PBC). We offer a number of competing arguments based on the theory of incentives that establish why product reliability may increase or decrease under PBC. We build a two-stage econometric model that explicitly accounts for the endogeneity of contract choices, and find evidence of a positive and significant effect of PBC on product reliability. The estimation of our model indicates that product reliability is higher by 25%--40% under PBC compared to under T&MC, once the endogeneity of contract choice is taken into account. Our results are consistent with two mechanisms for reliability improvement under PBC: more frequent scheduled maintenance and better care performed in each maintenance event. \u0000 \u0000This paper was accepted by Martin Lariviere, operations management.","PeriodicalId":122208,"journal":{"name":"INSEAD Working Paper Series","volume":"102 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127196496","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The demographic metrics and inflationary circumstances that framed the January 2011 revolution in Egypt’s Tahrir Square were almost identical to those prevailing in Japan during their violent 1968 student-led revolts, in the United States when millions demonstrated against the Vietnam War in the late 1960s to early 1970s and in China when hundreds of thousands converged on Tiananmen Square in 1989. Disenchantment by growing numbers of unemployed youth develops into anti-government revolutionary potential when rapidly rising inflation enters the picture. This paper identifies time periods when two demographic metrics suggest a nation is ripe for revolution.
{"title":"Demographics: The Ratio of Revolution","authors":"David R. Munro, Claudia Zeisberger","doi":"10.2139/SSRN.1799868","DOIUrl":"https://doi.org/10.2139/SSRN.1799868","url":null,"abstract":"The demographic metrics and inflationary circumstances that framed the January 2011 revolution in Egypt’s Tahrir Square were almost identical to those prevailing in Japan during their violent 1968 student-led revolts, in the United States when millions demonstrated against the Vietnam War in the late 1960s to early 1970s and in China when hundreds of thousands converged on Tiananmen Square in 1989. Disenchantment by growing numbers of unemployed youth develops into anti-government revolutionary potential when rapidly rising inflation enters the picture. This paper identifies time periods when two demographic metrics suggest a nation is ripe for revolution.","PeriodicalId":122208,"journal":{"name":"INSEAD Working Paper Series","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124061886","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
We examined the relationship between maximizing (i.e. seeking the best) versus satisficing (i.e.seeking the good enough) tendencies and forecasting ability in a real-world prediction task: forecasting the outcomes of the 2010 FIFA World Cup. In Studies 1 and 2, participants gave probabilistic forecasts for the outcomes of the tournament, and also completed a measure of maximizing tendencies. We found that although maximizers expected themselves to outperform others much more than satisficers, they actually forecasted more poorly. Hence, on net, they were more overconfident. The differences in forecasting abilities seem to be driven by the maximizers’ tendency to give more variable probability estimates. In Study 3, participants played a betting task where they could select between safe and uncertain gambles linked to World Cup outcomes. Again, maximizers did more poorly and earned less, because of a higher variance in their responses. This research contributes to the growing literature on maximizing tendencies by expanding the range of objective outcomes over which maximizing has an influence, and further showing that there may be substantial upside to being a satisficer.
{"title":"Do Maximizers Predict Better than Satisficers?","authors":"Kriti Jain, J. N. Bearden, A. Filipowicz","doi":"10.2139/ssrn.1754927","DOIUrl":"https://doi.org/10.2139/ssrn.1754927","url":null,"abstract":"We examined the relationship between maximizing (i.e. seeking the best) versus satisficing (i.e.seeking the good enough) tendencies and forecasting ability in a real-world prediction task: forecasting the outcomes of the 2010 FIFA World Cup. In Studies 1 and 2, participants gave probabilistic forecasts for the outcomes of the tournament, and also completed a measure of maximizing tendencies. We found that although maximizers expected themselves to outperform others much more than satisficers, they actually forecasted more poorly. Hence, on net, they were more overconfident. The differences in forecasting abilities seem to be driven by the maximizers’ tendency to give more variable probability estimates. In Study 3, participants played a betting task where they could select between safe and uncertain gambles linked to World Cup outcomes. Again, maximizers did more poorly and earned less, because of a higher variance in their responses. This research contributes to the growing literature on maximizing tendencies by expanding the range of objective outcomes over which maximizing has an influence, and further showing that there may be substantial upside to being a satisficer.","PeriodicalId":122208,"journal":{"name":"INSEAD Working Paper Series","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-02-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131993707","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A. Atasu, R. Lifset, J. Linnell, Jonathan Perry, Viktor Sundberg, C. Mayers, M. Dempsey, L. V. Van Wassenhove, Chris van Rossem, J. Gregory, Anders Sverkman, M. Therkelsen, H. Kalimo
This report documents the interim findings of the INSEAD IPR Network in relation to investigating practical solutions enabling implementation of Individual Producer Responsibility (IPR) for the WEEE Directive. The INSEAD IPR Network is a partnership of producers, academics and technical specialists from across the world working to identify, explore and develop practical solutions to IPR. The network is a project co-ordinated by the International graduate business school, INSEAD. Members and authors of this report are listed in Appendix 1. Article 8.2 of the European WEEE (Waste from Electrical and Electronic Equipment) Directive establishes individual producer responsibility for the recycling of products put on the market after 13 August 2005. Making each producer responsible for financing the end-of-life costs of their own products is intended to enable end-of-life costs to be fed back to each individual producer. By modifications to the product design, the producer can directly influence the end of life cost. Without Individual Producer Responsibility these incentives for design improvements are lost. This report demonstrates that there are already a range of approaches to Extended Producer Responsibility (EPR) for Waste Electrical and Electronic Equipment (WEEE) that have been implemented across the world; many of which attempt to account to a greater or lesser degree for the products and brands of each producer. Oekopol (2007) already noted the development of such approaches, in contrast to the more prevalent collective market-share based implementations (Collective Producer Responsibility – or CPR). In their recent report to the European Commission, Oekopol stated: ‘The alternatives are, in light of on-going efforts of producers, highly feasible.’
{"title":"Individual Producer Responsibility: A Review of Practical Approaches to Implementing Individual Producer Responsibility for the WEEE Directive","authors":"A. Atasu, R. Lifset, J. Linnell, Jonathan Perry, Viktor Sundberg, C. Mayers, M. Dempsey, L. V. Van Wassenhove, Chris van Rossem, J. Gregory, Anders Sverkman, M. Therkelsen, H. Kalimo","doi":"10.2139/SSRN.1698695","DOIUrl":"https://doi.org/10.2139/SSRN.1698695","url":null,"abstract":"This report documents the interim findings of the INSEAD IPR Network in relation to investigating practical solutions enabling implementation of Individual Producer Responsibility (IPR) for the WEEE Directive. The INSEAD IPR Network is a partnership of producers, academics and technical specialists from across the world working to identify, explore and develop practical solutions to IPR. The network is a project co-ordinated by the International graduate business school, INSEAD. Members and authors of this report are listed in Appendix 1. Article 8.2 of the European WEEE (Waste from Electrical and Electronic Equipment) Directive establishes individual producer responsibility for the recycling of products put on the market after 13 August 2005. Making each producer responsible for financing the end-of-life costs of their own products is intended to enable end-of-life costs to be fed back to each individual producer. By modifications to the product design, the producer can directly influence the end of life cost. Without Individual Producer Responsibility these incentives for design improvements are lost. This report demonstrates that there are already a range of approaches to Extended Producer Responsibility (EPR) for Waste Electrical and Electronic Equipment (WEEE) that have been implemented across the world; many of which attempt to account to a greater or lesser degree for the products and brands of each producer. Oekopol (2007) already noted the development of such approaches, in contrast to the more prevalent collective market-share based implementations (Collective Producer Responsibility – or CPR). In their recent report to the European Commission, Oekopol stated: ‘The alternatives are, in light of on-going efforts of producers, highly feasible.’","PeriodicalId":122208,"journal":{"name":"INSEAD Working Paper Series","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126777681","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Alfonso Pedraza Martinez, Sameer Hasija, L. V. Van Wassenhove
We study incentive alignment to coordinate operations in humanitarian settings. Our research focuses on transportation, the second largest overhead cost to humanitarian organizations after personnel. Motivated by field research, we study the fleet size problem from a managerial perspective. In terms of transportation, the objective of humanitarian Programs is to have a vehicle available whenever it's needed; the bigger the fleet, the higher the availability (the lower the cost of delay). On the other hand, the bigger the fleet, the higher the fleet cost. Fleet cost is the responsibility of the National Logistics. The different focus of the Programs and the National Logistics creates misaligned incentives that may lead to sub-optimal performance of a decentralized system. At the top of the system, the Headquarter must design incentive mechanisms to balance the operating cost of the fleet with the equity cost represented by cost of delay. The incentive alignment issue is complex in a humanitarian setting as traditional instruments based on financial rewards and penalties are not considered as viable options. The problem is complicated further by information asymmetry in the system due to the disperse geographical location of Programs, National Logistics and Headquarter. We propose a novel mechanism design for the incentive alignment problem where the Programs have private information regarding their true transportation needs. This study contributes to the humanitarian logistics literature and to the incentives in operations management literature.
{"title":"An Operational Mechanism Design for Fleet Management Coordination in Humanitarian Operations","authors":"Alfonso Pedraza Martinez, Sameer Hasija, L. V. Van Wassenhove","doi":"10.2139/ssrn.1698186","DOIUrl":"https://doi.org/10.2139/ssrn.1698186","url":null,"abstract":"We study incentive alignment to coordinate operations in humanitarian settings. Our research focuses on transportation, the second largest overhead cost to humanitarian organizations after personnel. Motivated by field research, we study the fleet size problem from a managerial perspective. In terms of transportation, the objective of humanitarian Programs is to have a vehicle available whenever it's needed; the bigger the fleet, the higher the availability (the lower the cost of delay). On the other hand, the bigger the fleet, the higher the fleet cost. Fleet cost is the responsibility of the National Logistics. The different focus of the Programs and the National Logistics creates misaligned incentives that may lead to sub-optimal performance of a decentralized system. At the top of the system, the Headquarter must design incentive mechanisms to balance the operating cost of the fleet with the equity cost represented by cost of delay. The incentive alignment issue is complex in a humanitarian setting as traditional instruments based on financial rewards and penalties are not considered as viable options. The problem is complicated further by information asymmetry in the system due to the disperse geographical location of Programs, National Logistics and Headquarter. We propose a novel mechanism design for the incentive alignment problem where the Programs have private information regarding their true transportation needs. This study contributes to the humanitarian logistics literature and to the incentives in operations management literature.","PeriodicalId":122208,"journal":{"name":"INSEAD Working Paper Series","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133061055","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In this introduction to a book on leadership development, we argue that leaders in the 21st century need to recognize that building their organization’s leadership capabilities is going to be a major differentiator for future success. We emphasize that organizations that do not have properly structured leadership development processes in place will be at a disadvantage. Organizations that take leadership development seriously outperform the competition. Furthermore, we also put forth that as the world is changing, leadership is no longer defined by what a single leader does (the “Great Man” trait theories) but by the ability to collaborate, motivate and to manage networks. In this day and age of highly diverse teams, matrix structures, and global organizations, the talent in network building is key to creating collaborative teams and a boundaryless organization. We suggest that due to the changing nature of organizations — a more distributed view of leadership will be needed thus shifting the focus from the traditional single leader to an intricate and complex web of leaders who possess a range of abilities and experiences necessary to ensure that the leadership function is carried out to the benefit of the wider organisation. From what we have learned from our own experience, we argue that the best approach to developing leaders is through various forms of self-assessment, action learning, and apprenticeship activities. Furthermore, with the emergence of the knowledge economy, we explore the fact that companies are now playing an increasingly active role in the continued education of their own workforce — one example being the creation of corporate universities. In this context, we also discuss the leadership development ‘toolbox’ that is needed to make leadership development activities a success. Some of the more commonly used tools in this toolbox include classroom lectures, leadership exercises, an outdoor adventure training, case analyses, simulations, and 360-degree evaluations (which is basically a technique involving the evaluation of leader by his/her boss, peers, subordinates and the leader himself/herself).
{"title":"Developing Leaders and Leadership Development","authors":"M. Kets de Vries, Konstantin Korotov","doi":"10.2139/ssrn.1684001","DOIUrl":"https://doi.org/10.2139/ssrn.1684001","url":null,"abstract":"In this introduction to a book on leadership development, we argue that leaders in the 21st century need to recognize that building their organization’s leadership capabilities is going to be a major differentiator for future success. We emphasize that organizations that do not have properly structured leadership development processes in place will be at a disadvantage. Organizations that take leadership development seriously outperform the competition. Furthermore, we also put forth that as the world is changing, leadership is no longer defined by what a single leader does (the “Great Man” trait theories) but by the ability to collaborate, motivate and to manage networks. In this day and age of highly diverse teams, matrix structures, and global organizations, the talent in network building is key to creating collaborative teams and a boundaryless organization. We suggest that due to the changing nature of organizations — a more distributed view of leadership will be needed thus shifting the focus from the traditional single leader to an intricate and complex web of leaders who possess a range of abilities and experiences necessary to ensure that the leadership function is carried out to the benefit of the wider organisation. From what we have learned from our own experience, we argue that the best approach to developing leaders is through various forms of self-assessment, action learning, and apprenticeship activities. Furthermore, with the emergence of the knowledge economy, we explore the fact that companies are now playing an increasingly active role in the continued education of their own workforce — one example being the creation of corporate universities. In this context, we also discuss the leadership development ‘toolbox’ that is needed to make leadership development activities a success. Some of the more commonly used tools in this toolbox include classroom lectures, leadership exercises, an outdoor adventure training, case analyses, simulations, and 360-degree evaluations (which is basically a technique involving the evaluation of leader by his/her boss, peers, subordinates and the leader himself/herself).","PeriodicalId":122208,"journal":{"name":"INSEAD Working Paper Series","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124577672","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Prashant Yadav, Orla Stapleton, L. V. Van Wassenhove
The World Health Organization estimates that almost a third of the world’s population still lacks access to essential medicines. The distribution network for medicines is ineffective and inefficient in many developing countries. Discussions often centre on why the medicines supply chain cannot replicate the supply chain for consumer products and beverages. There is little understanding of the similarities and differences between the two supply chains. This article compares these two supply chains in developing countries from a structural and incentive perspective. It illustrates the complexity of medicine supply chains, and highlights the important differences between these and consumer beverage (soft drink) supply chains.
{"title":"Always Cola, Rarely Essential Medicines: Comparing Medicine and Consumer Product Supply Chains in the Developing World","authors":"Prashant Yadav, Orla Stapleton, L. V. Van Wassenhove","doi":"10.2139/ssrn.1656386","DOIUrl":"https://doi.org/10.2139/ssrn.1656386","url":null,"abstract":"The World Health Organization estimates that almost a third of the world’s population still lacks access to essential medicines. The distribution network for medicines is ineffective and inefficient in many developing countries. Discussions often centre on why the medicines supply chain cannot replicate the supply chain for consumer products and beverages. There is little understanding of the similarities and differences between the two supply chains. This article compares these two supply chains in developing countries from a structural and incentive perspective. It illustrates the complexity of medicine supply chains, and highlights the important differences between these and consumer beverage (soft drink) supply chains.","PeriodicalId":122208,"journal":{"name":"INSEAD Working Paper Series","volume":"95 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129626348","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Families are about caring and businesses are about money - not a likely formula for a successful partnership. Unfortunately those are the facts and family enterprises around the world have found that planning for these two often-conflicting systems is critical to family harmony and business success. The theme of this article is that business families need a planning approach that provides rigor and consistency to drive their thinking, strategies and actions for the family and business systems. We advocate a parallel process-driven approach because the systems need to be aligned. In addition, focusing on process (how they do it) rather than content (what they do) better reflects the needs of different cultures, family experiences and economic systems. When a family works together to craft their own strategies based on their situation and family goals it creates commitment and a unity of purpose.
{"title":"When Family Businesses are Best","authors":"Randel S. Carlock","doi":"10.2139/ssrn.1622605","DOIUrl":"https://doi.org/10.2139/ssrn.1622605","url":null,"abstract":"Families are about caring and businesses are about money - not a likely formula for a successful partnership. Unfortunately those are the facts and family enterprises around the world have found that planning for these two often-conflicting systems is critical to family harmony and business success. The theme of this article is that business families need a planning approach that provides rigor and consistency to drive their thinking, strategies and actions for the family and business systems. We advocate a parallel process-driven approach because the systems need to be aligned. In addition, focusing on process (how they do it) rather than content (what they do) better reflects the needs of different cultures, family experiences and economic systems. When a family works together to craft their own strategies based on their situation and family goals it creates commitment and a unity of purpose.","PeriodicalId":122208,"journal":{"name":"INSEAD Working Paper Series","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-06-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122319363","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Based on prior research, we identify the advantages and disadvantages of different types of corporate donations to humanitarian response efforts. In this paper, we focus on the cash donation process of corporate donors to humanitarian organizations in the aftermath of a disaster. We find that in this context of high uncertainty and information asymmetry, the appeals and donations process presents significant challenges to both the donor and the recipient organizations. We discuss the role of broker organizations in addressing these challenges and expediting the donation process. We also suggest areas for further research on this topic.
{"title":"The Challenges of Matching Private Sector Donations to the Humanitarian Needs and the Role of Brokers","authors":"R. Tomasini, Orla Stapleton, L. V. Van Wassenhove","doi":"10.2139/ssrn.1427171","DOIUrl":"https://doi.org/10.2139/ssrn.1427171","url":null,"abstract":"Based on prior research, we identify the advantages and disadvantages of different types of corporate donations to humanitarian response efforts. In this paper, we focus on the cash donation process of corporate donors to humanitarian organizations in the aftermath of a disaster. We find that in this context of high uncertainty and information asymmetry, the appeals and donations process presents significant challenges to both the donor and the recipient organizations. We discuss the role of broker organizations in addressing these challenges and expediting the donation process. We also suggest areas for further research on this topic.","PeriodicalId":122208,"journal":{"name":"INSEAD Working Paper Series","volume":"20 10","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114128440","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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