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IAE – Companies – Managers
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Mentorship Programs
Objetives Mentors’ objectives: Every manager has a social responsibility. Given his leadership position his actions impact not only the organization he works with. This is an excellent opportunity to help train those who will be making decisions affecting our country in the coming years. Mentors will transmit to prospective managers their experience in the business professional field, their own findings on human aspects and the impact of their decisions and attitudes on those around them, namely, direct and indirect subordinates, external and internal clients, family. They will be giving to younger generations what they would have liked to receive when they started their careers: advice.
Students’ objective: To receive guidance from an IAE Alumnus for planning his professional career and training to become a leader. To learn about first-hand experiences of those who now hold the positions they aspire to. All this entails reflecting on a top manager’s social responsibility, on how to avoid drifting apart from personal values in professional life and on the value of balance in the work-family dynamics.” IAE objectives: To be a means for helping people improve their capacity of giving and receiving, both in the professional and personal aspects. To generate a new tie with Alumni who share the IAE managerial values once transmitted to them and who may see this program as an opportunity to actively participate in attaining the School’s values.
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Who can be a Mentor? Executives holding positions of influence on society and having demonstrated ethical behavior will be able to help those who receive their advice. Candidates must hold corporate management positions, be over 40 years of age and demonstrate having attained not only professional but personal success in their work, family and social relations. Individuals with a proven disposition to serve society. |
Mentors’ Commitment Mentors’ responsibilities include providing the young participant with a space for: - analysis and confrontation of ideas and doubts;
- reviewing and reflecting on objectives.
Holding a monthly meeting of an hour’s duration, from April to September, at the place designated by the Mentor. Attending the Mentors meeting at IAE in March to talk about the program’s objectives, solve doubts and share previous experiences. Participating in an IAE-mentors closing meeting for analyzing the concluded period and setting new aims for the following editions
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Invitation to Participate Teachers have been honored in every millenary tradition. Those who manage to go through life’s vicissitudes with dignity are chosen to counsel the younger ones. The aim is for each generation to make a new contribution to the virtuous circle of a continuously evolving humanity. Unfortunately, somewhere along the line, this valuable tradition was lost. Is the speed of modern life hindering a place of encounter between adults and youths? Is it that what used to come naturally requires specially structured spaces today? To build a more inclusive society aware of long term results it is vital that dialogue revives between top managers and young professionals. This relationship may develop through our mentorship program. Students starting their management careers may reflect on their life and work objectives through personal encounters with presidents and managers of organizations of all kinds. How to get to higher positions? Which are the real responsibilities that a manager discovers every day? What would you rather have learnt more deeply, so as to firmly apply it today? What advice would you give to somebody who is just starting? What did you learn that impressed you most along your career and your life? It may be said that in these situations the beneficiary is the student. However, our classroom experience shows that mentors really appreciate this opportunity because they find a place for reflecting on their own lives. These encounters with young professionals of an average age of 28, and 5 years’ working experience take a mentor back to the beginning of his career. What dreams ventured him into the business world? Has he kept his dreams alive? What resources did he count on that he can now return in aid of this young individual approaching his office? Or, what resources did he lack then, that he can now put at this new participant’s disposal? Considering the society that his own children and grandchildren will inherit, if he could start again, what would he do likewise and what would he do differently? Those who have had the privilege of being linked to the mentorship process along these years have seen a virtuous circle of improved practices. What started as individual encounters has now extended to students’ visits to board meetings of the participating organizations, plant visits to different locations or meetings at the mentor’s home. We seek the personal growth of businesspersons, men and women. Therefore, each mentor provides a personal contribution to the reflection upon the executive’s complex balance between work and family life. Some people say that “own experience is costly and arrives late”. Have we through this process “lowered costs and optimized implementation times” of the managerial experience? Some signs indicate we have. This year, graduates from previous classes have joined the mentors group to assist new students. They have discovered their capacity to generate deep professional bonds with people who share their interests, values and ideals. Being skillful executives, they put their learning into practice. Nature teaches us that the encounter of two complements is necessary for life to come into being. Mentors and mentees are approaching each other. Something new is about to be born
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Testimonials “To participate in this program was a very gratifying experience. I personally remembered relevant moments of my life and I continued learning, as in everything that life brings along, to assimilate experiences. The only missing thing is that my mentee achieves his professional aspirations soon and then I will be as happy as the School about the job done.” Juan Manuel Lardizábal General Manager - Renault Argentina
“I am thankful to IAE because this is valuable for BOTH parties. At least in my case this was useful to stop and think and reflect on how to help somebody else not to make the same mistakes I made in the past. And also to attentively listen to young people so as to correctly interpret their valuable viewpoints and opinions." Santiago García Belmonte Director - Sidus Group
“The mentorship was also very useful to me, since the reflections of younger people and their vision lead to reconsider certain questions we give for granted because of our stagnation.” Federico Lavista Llanos.- Service Stations Director - YPF S.A.
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| Research Seminars |
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May 17, 2011 - Roberto Durrieu, Oxford University Durrieu, R.. Redefining Money Laundering and Financing of Terrorism AbstractIn accordance with Mc Crudden, the ‘legal research has engaged with the more recent social sciences in ways that would have seemed unlikely even 50 years ago. Socio-legal studies, sociology of law, law and economics must now be seen as integral to legal research’. Looking beyond the single discipline of law, trying to include into the legal discussion and analysis other disciplines seems to be particularly necessary when we refer to the phenomenon of money laundering. |
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April 19, 2011 - Javier García Sánchez, Lorenzo Preve, Virginia Sarria Allende, IAE Business School, Universidad Austral García Sánchez, J., Preve, L., Sarria Allende, V.. Asymmetry and the Cost of Capital AbstractThe expected cost of capital is a crucial component for most of the topics in corporate finance. Unfortunately in the presence of risky debt, it is systematically overestimated. This bias is increasing in leverage and the volatility of cash flows. We show the existence of the bias and assess its size. We finally propose a novel methodology to obtain a direct unbiased estimation of the expected return on assets. This method avoids the computational error that is obtained from the estimation of the individual components. |
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April 12, 2011 - Mia de Kuijper, Cambridge Global Partners; Cambridge University de Kuijper, M.. Going Beyond Porter for Profit Power in an Interdependent World AbstractWhat can companies do to achieve global competitive advantage and extra-ordinary profitability in the challenging years ahead? What are the new dynamics that we can expect in global competition? What are the consequences of connectedness -- from social networks to financial markets -- and how can companies benefit from these dynamics?
For companies to thrive in the current environment, they must be able to use their power nodes and shape their business models to tap the sources of “profit power” around them. This gives them the upper hand in every competition, partnership or alliance. Understanding the importance of power nodes, and which ones are potentially part of the future of your enterprise, is the first step to success.
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March 22, 2011 - Alex Proimos, Faculty of Business and Economics, Macquarie University Proimos, A., Kalotay, E. . Is Distress Risk Priced? Empirical Evidence in the Presence of Fat Tails AbstractPrior empirical studies price distress under the assumption of normality. We find this assumption to be rejected by the data and subsequently examine the sensitivity of the distress risk premium to the distributional assumptions of the multivariate t (MVT). Large economic differences are evident in estimating the distress risk premium and its related size effect. For example, the difference in the estimated distress risk premium to small firms under the normal and the MVT is an annualized 8.4% over 1978 to 2007 sample period. The results highlight the economic importance of using distributional assumptions that capture in empirical characteristics of the data |
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July 20, 2010 - Irene Van Steveren, International Institute of Social Studies of Erasmus University, Rotterdam Crespo, R., Van Staveren, I. . Would we have had this crisis if women had been running the financial sector? AbstractThis paper connects two strands of literature: gender and ethics, in particular the ethics of care on the one hand, and the recent literature on gender and finance and the financial crisis, in particular those views suggesting that women run finances more responsibly than men on the other hand. In this paper we explore this hypothesis. We do so from the perspective of the ethics of care, in particular the work by Virginia Held, who in a recent book, The Ethics of Care, connects this ethics to markets, politics and globalization. From this literature, we develop an analytical framework of actors in the financial sector in terms of ‘responsible agents’ who act in a particular institutional context, consisting of formal institutions (laws and regulations) as well as informal institutions (social norms, habits, rules of thumb, networks). Together, we understand the behavior of actors in the institutional context of the financial sector as practices, in which moral and economic dimensions of behavior are closely linked. Combining this with the empirical literature on gender and finance (such as about women’s greater risk aversion and lower tendency to try to beat the market as reflected in lower number of transactions compared to males in similar settings), we hope to be able to understand to what extent gender may make a difference in financial sector practices. We include a study case, some empirical data and descriptive data analysis. |
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May 27, 2010 - Rey Hernández-Julián, Metropolitan State College of Denver Peters, C., Rees, D., Hernández-Julián, R. . The Tradeoff between Family Size and Child Health in Rural Bangladesh AbstractMost of the work testing the quantity-quality model has concentrated on the tradeoff between family size and educational attainment. We argue that child health is a plausible measure of quality that has not been fully explored in the empirical literature. Using data from the Matlab Health and Socioeconomic Survey (MHSS), we estimate the effect of family size on child mortality and several measures of child health. Our results suggest that even in rural Bangladesh there is little evidence of a tradeoff between child quantity and health. |
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March 23, 2010 - J. Daniel Aromí , Securities and Exchange Commission Aromí, J.D. The (Formal) Return to Openness: A Quantitative Contribution to the History of Economic Thought AbstractWe develop a comprehensive quantitative account of changing practices in Economics in the last 122 years. The analysis uses “word detection” algorithms to appraise the prevailing practices. We document a shift toward isolation from other disciplines during most of the twentieth century. In sharp contrast, the most recent decades show a strong move towards a more connected discipline. Periods of more connectedness are associated with openness to a broader set of features of economic agents and the economic environment. In parallel, the 1960s and 1970s show a notable acceleration in the move towards a more mathematical approach. This development did not reverse. As a result, the current state of the discipline is characterized by an embrace of mathematical tools together with openness to a wider set of aspects and findings developed in other disciplines. Most of the reported variables show surprisingly high correlations across disciplines and across journals. |
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March 9, 2010 - Juan Llach , IAE Business School, Universidad Austral Llach, J.. En Busca de los Acuerdos Perdidos AbstractDice la sabiduría popular que soñar no cuesta nada, pero aun ese oficio no es sencillo en la Argentina. Hace trece años escribí otro prólogo, el de Otro siglo, otra Argentina, al que llamé “un sueño posible”. Allí conjeturaba cómo podría llegar a ser la Argentina del Bicentenario del 2010, sin pensar que llegaría tan rápido, claro. Mi inveterado optimismo me llevó a errar en varios pronósticos, aunque no en todos. Advertía que se trataba de un sueño posible pero de ninguna manera inevitable, ya que así como podía lograrse una mayor realización del país y de sus personas, también podían ocurrir pesadillas diversas y sueños grises, que ciertamente tuvieron lugar. Decía también que para que el “buen sueño” se realizara se requería atravesar muchas fronteras. No bastarían las instituciones políticas y económicas, aun mejoradas. Eran necesarios también cambios en la sociedad y en la cultura. Y era menester gestar una inteligente integración al mundo, una nueva y más integrada geografía, un nuevo modo de ser industrioso, el ahorro productivo como modo de vida, una nueva constitución social centrada en las personas, capaz de revitalizar las empresas y el trabajo y de democratizar el capital y la educación en pos de una síntesis superadora tanto del ‘capitalismo salvaje’ como del ‘Estado Providencia’, un Estado reinventado para el siglo XXI y basado en la total transparencia de nuestros gobiernos y procedimientos públicos y en una renovación de la representación política. En fin, para hacer real el sueño también sería necesario darle primero la forma de un proyecto, no de una utopía |
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November 17, 2009 - Christoph Lechner , University of St. Gallen Lechner, C., Frankenberger, K., Floyd, S. . Social Networks AbstractBased on data from 76 strategic initiatives in five multi-business corporations, this paper examines relationships between three dimensions of network relations on the inter-group level and the performance of strategic initiatives. Findings suggest inverted U-shaped relationships between performance and relational and structural dimensions of networks, and a linear, positive relationship for the cognitive dimension. In addition, exploration moderates relationships between performance and all three dimensions of inter-group networks. Compared to exploitation initiatives, negative consequences of strong ties and centrality are more pronounced in exploratory initiatives. Although exploratory groups appear to benefit less from increases in shared vision, shared vision is a positive influence on performance for both types of initiatives. |
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October 20, 2009 - Ana Inés Navarro , Universidad Austral Navarro, A.. Medición de la Movilidad Económica y Social AbstractSiendo la movilidad económica un fenómeno de largo plazo por naturaleza, su medición requiere de un panel largo de variables como salarios, ingresos o gastos de consumo de las personas o de los hogares. Pero la falta de tales datos y la existencia de sesgos debido a los errores de medición ponen algunos reparos en el uso de datos longitudinales. Sin embargo, es posible usar un pseudo-panel dinámico que estime consistentemente la movilidad individual aún en presencia de errores en los ingresos reportados. |
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September 8, 2009 - Marcelo Resico, Universidad Católica Argentina Resico, M. . Los fundamentos de la economía en el pensamiento de W. Röpke
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May 26, 2009 - Ricardo Crespo , IAE Business School, Universidad Austral Crespo, R. . From the Meaning of the Economy to the Definition and the Roles of Economics AbstractUskali Mäki (2002: 8) has contended that “economics” is a dangerously aggregated notion: “there is no one homogeneous ‘economics’.” Within all the versions of economics two of them have predominated along history. The first one refers to a portion of human affairs related with the material condition of the human being. The second one refers to a perspective of analysis of all human actions. The emergence of the latter has to do with epistemological requirements that economics has incorporated. In the paper, first, these two versions will be introduced together with an appraisal of their pros and cons. Second, a textual analysis of the words related to economics, i.e., economy, economic and economically, will be presented. The intention of this analysis is to discover which of the two versions deals better with what is ordinarily understood as economic. It will also give origin also to a proposal about the tasks of economics. A diagnosis about why economics has become a science about something that is not its real subject will come third. It will follow a proposal of therapy. Finally a conclusion will close. |
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April 14, 2009 - Diego Finchelstein, Northwestern University Finchelstein, D. Change and Continuity in Argentine Corporate Governance Systems: An Analysis of Business Groups’ Performance in the Post Market Reforms Period AbstractThis paper analyzes the corporate governance system of business groups in Argentina during the post market reforms period. Several cases of -successful and unsuccessful- business groups’ performance are studied in order to determine which are the key variables that allow firms to survive and expand under an increasingly challenging environment. I argue that successful cases share some key features in their corporate governance systems in terms of business structure and strategy. Their corporate governance strategy has evolved during the post market reform era but still holds some characteristics that are a legacy from previous periods. Despite the strong effect towards convergence that globalization is supposed to generate, the corporate governance of Argentine business groups does not seem to be converging to the standards of developed countries’ corporate governance system. |
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March 31, 2009 - Adrian Caldart, Warwick Business School Caldart, A., Oliveira, F. Analysing industry profitability. A ‘complexity as cause’ perspective AbstractWe investigate how the competitive complexity of an industrial sector affects its profitability. For that purpose, we developed a set of simulations representing industries as complex systems where different firms co-evolve linked by multiple competitive dimensions. We show that increases in the complexity of an industry, resulting from increases in the number of players and in the number of competitive dimensions linking them, damages industry performance. We also found that the negative impact on performance resulting from a higher number of competitive dimensions decreases as the number of players in the industry increases and that the decrease in industry performance associated to big increases in the number of players is mediated by the number of competitive dimensions linking them. |
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March 26, 2009 - Christian Ruzzier , Harvard Business School Ruzzier, C. Delegation of Authority in Oligopoly AbstractThis paper studies the consequences of product-market competition on firms’ decisions to delegate more or fewer decision-making responsibilities to managers. By simultaneously addressing the choice of both competitive actions and organizational design, the paper makes an attempt at bringing economic theory and management strategy closer together. I show that, for a given number of firms, and increase in market size increases centralization, as the owner of the firm finds it more costly to accept rent seeking by the managers. However, this increase in market size will lead to the entry of more firms, which calls for more decentralized decision making. Under reasonable conditions, the aggregate effect leads to a U-shaped relationship where firms in both small and large markets are characterized by high levels of discretion, while there is less discretion for intermediate market sizes. Stronger competition, as measured by an increase in product substitutability leads to more discretion in concentrated markets, but to less discretion in dispersed markets, in markets in which the possibilities for product differentiation are important and in markets with high entry costs. |
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Presidents Series Mission | To provide, through an informal talk between top-level managers of first-line organizations and Full Time MBA students, enriching business-related experiences, such as the manager’s function, how he developed his career and which are his present subjects of interest, so that the participants -coming from Argentina and other Latin American countries- can receive first-hand knowledge and discuss their opinions with the direct protagonists of the processes. |
Objetive | To enhance the Full Time MBA students’ learning process at IAE and allow them to make decisions on the basis of improved information and experience, through a manager’s testimonial talk about the course of his career, what he can transmit from his position today, his agenda, how to add value to the organization, what he had to leave behind, i.e., a short account of his life delivered in a familiar and intimate context. |
Participating Companies & Managers
| Name | Position | Company | | Alexia Keglevich | Managing Director | Assist Card International | | Griselda Fortunato de Olive | Gerente General | Warner Bros South Inc. | | Oscar Girola | Presidente | American Express Argentina S.A. | | Manfred Muell | Ex Presidente | Daimler-Chrysler Argentina S.A. | | Oscar Alvarado | Gerente General | El Tejar S.A.A.C.I. | | Victor Orsi | Director | Gasnor S.A. | | José Luis Sevilla | Vicepresidente Ejecutivo | Grupo Concesionario del Oeste S.A. | | Antonio Aracre | Director Regional | Syngenta Seeds S.A. | | Javier San Juan | Presidente | L´Oreal de Paris | | Eduardo Elzstain | Presidente | I.R.S.A. S.A. | | Pablo de Lazzari | Director General | Hewlett Packard | | Pablo Devoto | Director General | Nestlé Argentina S.A. | | Arturo Acevedo | Presidente | Acindar S.A. | | Pedro Sorop | Gerente General | Microsoft de Argentina S.A. | | Margareth Herniquez | CEO | Bodegas Chandon S.A. | | Hector Marsilli | Presidente | Cargill S.A.C.I. | | Diego Lerner | Presidente | The Walt Dinsey Company Arg. S.A. | | Rafael Magnanini | Jefe de Gabinete de Ministros Pcia. Bs.As. | Gobierno | | Victor Klima | Presidente | Volkswagen Argentina S.A. | | Nicolas Keglevich | Presidente | Assist Card International |
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Testimonials “To participate in this program was a very gratifying experience. I personally remembered relevant moments of my life and I continued learning, as in everything that life brings along, to assimilate experiences. The only missing thing is that my mentee achieves his professional aspirations soon and then I will be as happy as the School about the job done.” Juan Manuel Lardizábal General Manager - Renault Argentina
“I am thankful to IAE because this is valuable for BOTH parties. At least in my case this was useful to stop and think and reflect on how to help somebody else not to make the same mistakes I made in the past. And also to attentively listen to young people so as to correctly interpret their valuable viewpoints and opinions". Santiago García Belmonte Director - Grupo Sidus
“The mentorship was also very useful to me, since the reflections of younger people and their vision lead to reconsider certain questions we give for granted because of our stagnation.” Federico Lavista Llanos.- Service Stations Director - YPF S.A.
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CEDI - Business Council for Development and Integration
Mission CEDI was launched within the connections and development strategic initiative, aimed at creating a community of learning and action for IAE and companies’ mutual enrichment and seeking to contribute to Latin America’s development and integration into the global world. CEDI is formed by IAE Faculty members and business leaders of both local companies with international presence and multinationals operating in Latin America.
CEDI intends to be a space for promoting innovative initiatives derived from understanding the most relevant managerial challenges, in a frame of cooperation between the organization and the School.
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>> More info about CEDI |
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