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Babson Park, MA, United States

Babson College is a private business school located in Wellesley, Massachusetts near Boston. Founded in 1919, Babson centers its offering around entrepreneurship and offers bachelors and masters degrees. Babson is very selective, as the school currently has an undergraduate acceptance rate of 28%.Babson is known for immersing its students in the entrepreneurial lifestyle and culture and for creating and educating existing and future entrepreneurs. Babson College currently offers 55 entrepreneurship-related undergraduate courses. Over the last five years, Babson's graduates have started 118 successful companies. The annual Babson Business Plan competition awards $75,000 in cash prizes and Babson students amass investments and other awards from competitions around the country.100% of Babson's total undergraduate entrepreneurship faculty have started, sold, bought, or run a successful business. 927 individual mentors worked with students through an officially sponsored school program. Wikipedia.


Karst N.J.,Babson College | Wicker S.B.,Cornell University
IEEE Transactions on Information Theory | Year: 2012

Key distributions based on cover-free families have been recently proposed for secure rekeying in group communication systems after multiple simultaneous user ejections. Existing literature has not quantified how difficult this rekeying operation might be. This study provides upper bounds on the number messages necessary to rekey a key distribution based on symmetric combinatorial designs after one or two simultaneous user ejections. Connections are made to results from finite geometry to show that these bounds are tight for certain key distributions. It is shown that in general determining the minimal number of messages necessary to rekey a group communication system based on a cover-free family is NP-hard. © 1963-2012 IEEE. Source


Parmigiani A.,University of Oregon | Rivera-Santos M.,Babson College
Journal of Operations Management | Year: 2015

Substantial work has described downstream distribution systems for subsistence markets, but little is known about how upstream supply chains support these efforts. We suggest that a multinational corporation (MNC) entering these markets must resolve the institutional voids in product, labor, and capital markets, as well as address issues of regulatory ambiguities and the lack of contracting mechanisms that exist at the raw material, manufacturing, distribution, and marketing stages of the supply chain. We analyze the nature of these voids and their challenges, map them onto the value chain, discuss their interconnections, and suggest that they do not impact all firms equally. We provide examples from the food, beverage, and textile industries of how four firms have addressed institutional voids in constructing their supply chains. We conclude by providing implications, both across the value chain and regarding the trade-offs of partnering with non-profit agencies. Our analysis highlights the importance of going beyond the broad impact of the institutional environment to understanding its more nuanced and multi-faceted effect on supply chains. ©2014 Elsevier B.V. All rights reserved. Source


Seidel V.P.,Babson College
Journal of Product Innovation Management | Year: 2015

Firm-hosted online communities are increasingly a part of innovation efforts that seek to provide a flow of external ideas into organizations. However, many online communities do not gain traction or die out over time. One possible but underresearched driver of sustained engagement by members of firm-hosted communities is a social identity that makes community members feel like they are part of the firm. We sought to empirically derive the organizational practices that support community members having a dual social identity with both communities and organizations. We completed extensive field work and over 90 interviews regarding two firms that had a history of sustained engagement by members of their communities: T-shirt firm Threadless and automotive firm Local Motors. We identified eight organizational practices that supported dual social identity. Four of these practices made members perceive a porous boundary between firm and community, including an "open house" policy and hiring from the community. Another four practices made members feel supported in community efforts, including promoting community projects and having top management active in the community. We describe the practices in detail and the implications for firms using online communities as one component of their portfolio of innovation efforts. © 2014 Product Development & Management Association. Source


Seidel V.P.,University of Oxford | Fixson S.K.,Babson College
Journal of Product Innovation Management | Year: 2013

Scholarly and practitioner literature have both described the potential benefits of using methods associated with a "design thinking" approach to develop new innovations. Most studies of the main design thinking methods - needfinding, brainstorming, and prototyping-are based either on analyses of experienced designers or examine each method in isolation. If design thinking is to be widely adopted, less-experienced users will employ these methods together, but we know little about their effect when newly adopted. Drawing on perspectives that consider concept development as broadly consisting of a divergent concept generation phase followed by a convergent concept selection phase, we collected data on 14 cases of novice multidisciplinary product development teams using design methods across both phases. Our hybrid qualitative and quantitative analysis indicate both benefits and limits of formal design methods: First, formal design methods were helpful not only during concept generation, but also during concept selection. Second, while brainstorming was valuable when combined with other methods, increased numbers of brainstorming sessions actually corresponded to lower performance, except in the setting where new members may join a team. And third, increased team reflexivity-such as from debating ideas, processes, or changes to concepts-was associated with more successful outcomes during concept generation but less successful outcomes during concept selection. We develop propositions related to the contingent use of brainstorming and team reflexivity depending on team composition and phase of development. Implications from this study include that novice multidisciplinary teams are more likely to be successful in applying design thinking when they can be guided to combine methods, are aware of the limits of brainstorming, and can transition from more- to less-reflexive practices. © 2013 Product Development & Management Association. Source


Ma Y.,University of Alberta | Ailawadi K.L.,Dartmouth College | Grewal D.,Babson College
Journal of Marketing | Year: 2013

This study examines how household members' personal characteristics and key marketing factors affect the healthfulness of food purchased for in-home consumption; it further considers how food intake changes following a diagnosis of Type 2 diabetes in the household. Using a combination of grocery purchases over four years, survey data about health status, and the nutrition content of 13 of the largest packaged food categories, this study shows that households with higher education and nutrition interest consume fewer calories, sugar, and total carbohydrates, whereas those with higher self-control consume more, because they offset their lower intake of "unhealthy" categories (e.g., soft drinks) with higher intake of "healthy" categories (e.g., cereal). The consumption of sugar and carbohydrates decreases significantly in response to a diabetes diagnosis, whereas the intake of fat and sodium increases. Education, nutrition interest, and self-control are not associated with healthier changes in response to a diagnosis, but younger and higher-income households, as well as those in which the diabetes patient is female, make healthier changes. These findings have notable implications for marketers, consumers, consumer researchers, and public health professionals. © 2013, American Marketing Association. Source

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