News Article | May 8, 2017
CANTON, Ohio & BURLINGTON, Mass.--(BUSINESS WIRE)--Unit4 announces that Aultman College has selected Unit4 Student Management on the Microsoft Azure Cloud to modernize its students’ experience and campus-wide processes to support growth. Aultman College has been educating health care professionals for more than 120 years. Located in Canton, Ohio, it is Northeast Ohio’s only health system affiliated institution of higher learning, and shares a campus with Aultman Hospital, Stark County’s largest hospital and employer. Unit4 Student Management will replace a number of outdated legacy systems, providing students with a completely new, seamless digital and mobile experience across the entire academic lifecycle from admissions and course registration to managing financial aid. It will also provide staff with valuable aggregated insights into student performance so they can help keep students on track. “Aultman College is entering a period of significant growth and program development. Unit4 will help us not only reach new students in ways we haven’t before, but also provide outstanding service and communication to our current students,” said Jacqui Schmotzer, IT Director, Aultman College. “The Unit4 team has been fantastic to work with, and we are excited about the modern and mobile-first capabilities the solution offers throughout the student lifecycle. Unit4 gives us the right solution for cloud migration as we’re confident we’ll see a rapid and convincing return on investment. We’ll be able to significantly reduce manual and duplicate processes we’ve developed over time. As we’re anticipating significant growth in the number of enrolling students over the next few years, it’s vital we rethink and revaluate our current processes to support student success and retention.” About Unit4 Unit4 is a leading provider of enterprise applications empowering people in service organizations. Unit4 delivers ERP, industry-focused and best-in-class applications. Thousands of organizations from sectors including professional services, education, public services, not-for-profit, real estate, wholesale, and financial services benefit from Unit4 solutions. Unit4 provides student management, ERP and research management solutions to over 1000 colleges and universities globally to help them accelerate growth, boost student success, improve institutional effectiveness and deliver research excellence. Clients include Oxford and Cambridge Universities, HEC Paris, University of Waterloo, American University of Paris, Robert Morris University, Baylor College of Medicine, Hult International, and University of Dubai. Unit4 is in business for people. For more information, please visit the website at www.unit4.com, follow us on Twitter @Unit4_NA, or visit our LinkedIn page
Tomala T.,HEC Paris
Operations Research | Year: 2011
We consider a group of players who perform tasks repeatedly. The players are nodes of a communication network and observe their neighbors' actions. Players have partial knowledge of the network and only know their set of neighbors. We study the existence of protocols for fault reporting: whenever a player chooses a faulty action, the communication protocol starts and the output publicly reveals the identity of the faulty player. We consider two setups. In the first one, players do not share authentication keys. We show that existence of a protocol for fault reporting is equivalent to the 2-vertexconnectedness of the network: no single vertex deletion disconnects the graph. In the second setup, we allow players to share authentication keys. We show that existence of a distribution of the keys and of a protocol for fault reporting is equivalent to the 2-edge-connectedness of the network: no single edge deletion disconnects the graph. We give applications to the implementation of socially optimal outcomes in repeated games. © 2011 INFORMS.
Dubois D.,HEC Paris |
Rucker D.D.,Northwestern University |
Galinsky A.D.,Northwestern University
Journal of Consumer Research | Year: 2012
This research proposes that consumers' preference for supersized food and drinks may have roots in the status-signaling value of larger options. An initial experiment found that consumers view larger-sized options within a set as having greater status. Because low-power consumers desire status, we manipulated power to test our core propositions. Whether induced in the lab or in the field, states of powerlessness led individuals to disproportionately choose larger food options from an assortment. Furthermore, this preference for larger-sized options was enhanced when consumption was public, reversed when the size-to-status relationship was negative (i.e., smaller was equated with greater status), and mediated by consumers' need for status. This research demonstrates that choosing a product on the basis of its relative size allows consumers to signal status, illustrates the consequences of such a choice for consumers' food consumption, and highlights the central role of a product category's size-to-status relationship in driving consumer choice. © 2011 by JOURNAL OF CONSUMER RESEARCH, Inc. All rights reserved.
Srivastava S.C.,HEC Paris |
Shainesh G.,Indian Institute of Management Bangalore
MIS Quarterly: Management Information Systems | Year: 2015
The digital divide is usually conceptualized through goods-dominant logic, where bridging the divide entails providing digital goods to disadvantaged segments of the population. This is expected to enhance their digital capabilities and thus to have a positive influence on the digital outcomes (or services) experienced. In contrast, this study is anchored in an alternative service-dominant logic and posits that viewing the divide from a service perspective might be better suited to the context of developing countries, where there is a huge divide across societal segments in accessing basic services such as healthcare and education. This research views the prevailing differences in the level of services consumed by different population segments (service divide) as the key issue to be addressed by innovative digital tools in developing countries. The study posits that information and communication technologies (ICTs) can be leveraged to bridge the service divide to enhance the capabilities of service-disadvantaged segments of society. But such service delivery requires an innovative assembly of ICT as well as non-ICT resources. Building on concepts from service-dominant logic and service science, this paper aims to understand how such service innovation efforts can be orchestrated. Specifically, adopting a process view, two Indian enterprises that have developed sustainable telemedicine healthcare service delivery models for the rural population in India are examined. The study traces the configurations of three interactional resources-knowledge, technology, and institutions-through which value-creating usercentric objectives of increasing geographical access and reducing cost are achieved. The theoretical contributions are largely associated with unearthing and understanding how the three interactional resources were orchestrated for service-centric value creation in different combinative patterns as resource exploitation, resource combination, and value reinforcement. The analysis also reveals the three distinct stages of service innovation evolution (idea and launch, infancy and early growth, and late growth and expansion), with a distinct shift in the dominant resource for each stage. Through an inductive process, the study also identifies four key enablers for successfully implementing these ICT-enabled service innovations: obsessive customer empathy, belief in the transformational power of ICT, continuous recursive learning, and efficient network orchestration.
Stebro T.,HEC Paris |
Thompson P.,Florida International University
Research Policy | Year: 2011
Lazear (2005) suggests that entrepreneurs should be generalists, while those who work for others should be specialists. Many prospective entrepreneurs will develop varied skills by engaging in a variety of employment activities prior to becoming an entrepreneur, and incomes are higher for those that do so. An alternative view predicts that those with greater taste for variety are more likely to become entrepreneurs. Varied employment prior to becoming an entrepreneur is simply an expression of this taste, and is associated with lower earnings. Data from a survey of 830 independent inventors and 300 individuals from the general population are used to discriminate between these two theories. The results show that inventor-entrepreneurs typically have a more varied labor market experience, and that varied work experience is associated with lower household income. © 2011 Elsevier B.V.
Sellier A.-L.,HEC Paris |
Avnet T.,Yeshiva University
Journal of Personality and Social Psychology | Year: 2014
Individuals vary in the way they schedule their daily tasks and activities. In particular, 2 scheduling styles are commonly followed: clock-time (where tasks are organized based on a clock) and event-time (where tasks are organized based on their order of completion). This research shows that adopting a clock-time or an event-time scheduling style has consequences that go beyond the direct effect on task organization. In particular, adopting 1 scheduling style versus the other is shown to potentially influence personal control and well-being. We demonstrate that the reliance on clock- versus event-time affects individuals' perception of the causal relationship between events in the social world (Experiments 1 and 2). Specifically, we show that individuals following clock-time rather than event-time discriminate less between causally related and causally unrelated events, which in turn increases their belief that the world is controlled by chance or fate. In contrast, individuals following event-time (vs. clock-time) appear to believe that things happen more as a result of their own actions. We further show that this difference in internal locus of control compromises the ability of individuals following clock-time to savor positive emotions (Experiments 3a-5). We discuss the implications of these findings for future research in social and cognitive psychology. © 2014 American Psychological Association.
News Article | February 27, 2017
WASHINGTON -- If your name is Fred, do you look like a Fred? You might -- and others might think so, too. New research published by the American Psychological Association has found that people appear to be better than chance at correctly matching people's names to their faces, and it may have something to do with cultural stereotypes we attach to names. In the study, published in the Journal of Personality and Social Psychology, lead author Yonat Zwebner, a PhD candidate at The Hebrew University of Jerusalem at the time of the research, and colleagues conducted a series of experiments involving hundreds of participants in Israel and France. In each experiment, participants were shown a photograph and asked to select the given name that corresponded to the face from a list of four or five names. In every experiment, the participants were significantly better (25 to 40 percent accurate) at matching the name to the face than random chance (20 or 25 percent accurate depending on the experiment) even when ethnicity, age and other socioeconomic variables were controlled for. The researchers theorize the effect may be, in part, due to cultural stereotypes associated with names as they found the effect to be culture-specific. In one experiment conducted with students in both France and Israel, participants were given a mix of French and Israeli faces and names. The French students were better than random chance at matching only French names and faces and Israeli students were better at matching only Hebrew names and Israeli faces. In another experiment, the researchers trained a computer, using a learning algorithm, to match names to faces. In this experiment, which included over 94,000 facial images, the computer was also significantly more likely (54 to 64 percent accuracy) to be successful than random chance (50 percent accuracy). This manifestation of the name in a face might be due to people subconsciously altering their appearance to conform to cultural norms and cues associated with their names, according to Zwebner. "We are familiar with such a process from other stereotypes, like ethnicity and gender where sometimes the stereotypical expectations of others affect who we become," said Zwebner. "Prior research has shown there are cultural stereotypes attached to names, including how someone should look. For instance, people are more likely to imagine a person named Bob to have a rounder face than a person named Tim. We believe these stereotypes can, over time, affect people's facial appearance." This was supported by findings of one experiment showing that areas of the face that can be controlled by the individual, such as hairstyle, were sufficient to produce the effect. "Together, these findings suggest that facial appearance represents social expectations of how a person with a particular name should look. In this way, a social tag may influence one's facial appearance," said co-author Ruth Mayo, PhD, also from The Hebrew University of Jerusalem. "We are subject to social structuring from the minute we are born, not only by gender, ethnicity and socioeconomic status, but by the simple choice others make in giving us our name." Article: "We Look Like Our Names: The Manifestation of Name Stereotypes in Facial Appearance," by Yonat Zwebner MBA, The Wharton School; Anne-Laure Sellier, PhD, HEC Paris; Jacob Goldenberg, PhD, Interdisciplinary Center and Columbia University; Nir Rosenfeld, MSc, and Ruth Mayo, PhD, The Hebrew University of Jerusalem; Journal of Personality and Social Psychology, published online Feb. 27, 2017. Full text of the article is available from the APA Public Affairs Office and at Contact: Yonat Zwebner can be reached by email at email@example.com or by phone at 215-600-7141. Ruth Mayo can be reached by email at firstname.lastname@example.org or by phone at +972-52-5918140. The American Psychological Association, in Washington, D.C., is the largest scientific and professional organization representing psychology in the United States. APA's membership includes nearly 115,700 researchers, educators, clinicians, consultants and students. Through its divisions in 54 subfields of psychology and affiliations with 60 state, territorial and Canadian provincial associations, APA works to advance the creation, communication and application of psychological knowledge to benefit society and improve people's lives. If you do not want to receive APA news releases, please let us know at email@example.com or 202-336-5700.
News Article | February 27, 2017
We're told not to judge a book by its cover, but we make instant judgments about people's intelligence, trustworthiness or dominance based on their facial appearance. Now, researchers have investigated the reverse possibility: can the way people judge us influence how we look? To answer this question, researchers led by Dr. Ruth Mayo and PhD candidate Yonat Zwebner at the Hebrew University of Jerusalem examined whether a person's appearance can be influenced by their given name. To do this, they recruited independent observers and showed them color headshot photographs of complete strangers. Then they presented a list of names to the observers and asked them to choose the stranger's real name based on his or her facial appearance. In a series of studies (now reported in the Journal of Personality and Social Psychology), the observers repeatedly beat the odds of correctly identifying a person's name based on their facial appearance alone. For example, upon looking at the face and considering four possible names - Jacob, Dan, Josef or Nathaniel - observers correctly chose "Dan" 38% of the time, significantly above the 25% chance level of a random guess. This effect held true even when the researchers controlled for age and ethnicity, implying that something more than simple socioeconomic cues is at work. "Our research demonstrates that indeed people do look like their name," said Dr. Ruth Mayo, senior lecturer in the Department of Psychology at the Hebrew University of Jerusalem. "Furthermore, we suggest this happens because of a process of self-fulfilling prophecy, as we become what other people expect us to become." Supporting the notion of a self-fulfilling prophecy, the researchers found that observers beat the odds of correctly guessing a person's name even when they were only allowed to see their hairstyle. This suggests that people may choose the hairstyle that fits a stereotype associated with their name. The researchers confirmed that observers in a second country and culture were also able to beat the odds. However while observers were good at matching faces to names in their own culture, they were not good at doing so in a foreign culture. This supports the idea that name stereotypes are important when matching faces with names. The researchers also found that observers are less good at guessing the given name of people who use a nickname exclusively. This indicates that a person's appearance is affected by their name only if they use it, and not if it simply appears on a birth certificate. In one study, the researchers completely removed the human factor from the matching process. Using a computerized paradigm, they found that computers were able to beat the odds when asked to choose the correct name for 94,000 different faces. This further supports the idea that our faces contain relevant information related to our names. The researchers suggest the "Dorian Gray effect," cited in previous research on how internal factors like personality can influence facial appearance, may apply here as well. Dorian Gray was the protagonist of an Oscar Wilde novel whose actions affected his portrait. "We are familiar with similar processes from other stereotypes like race and gender, where many times the stereotypical expectations of others affect who we become. We hypothesize that there are similar stereotypes about names, including how someone with a specific name looks, and these expectations really do affect our facial appearance," said Dr. Mayo from the Hebrew University. According to the researchers, the possibility that our name can influence our look, even to a small extent, suggests the important role of social structuring in the complex interaction between the self and society. The research suggests that we are subject to social structuring from the minute we are born, not only by our gender, ethnicity, and socioeconomic status, but also by the simple choice that others make in giving us our name. "A name is an external social factor, different from other social factors such as gender or ethnicity, therefore representing an ultimate social tag. The demonstration of our name being manifested in our facial appearance illustrates the great power that a social factor can have on our identity, potentially influencing even the way we look," added Dr. Mayo. Future research could examine the precise nature of the mechanism leading to the emergence of this face-name matching effect, for example how a person's name matches his or her face at different stages of life. Another question worth exploring is why some people have a very high face-name match while others have a low match. Dr. Mayo's collaborators in this research include Yonat Zwebner, School of Business Administration, the Hebrew University of Jerusalem; Anne-Laure Sellier, Department of Marketing, HEC Paris; Nir Rosenfeld, the Rachel and Selim Benin School of Computer Science and Engineering, the Hebrew University of Jerusalem; and Jacob Goldenberg, Arison School of Business, Interdisciplinary Center (IDC), and Columbia Business School, Columbia University.
News Article | February 28, 2017
BOSTON--(BUSINESS WIRE)--GE (NYSE:GE) announced today the appointment of seven new company officers. Adrian Button has been promoted in his current role to Vice President of Supply Chain for Industrial Solutions, GE Energy Connections. Adrian joined GE in 1998 as a Quality Engineer and has held several operations leadership positions with GE Aviation, Unison Industries and GE Oil & Gas. Prior to joining GE Energy Connections, Adrian served as General Manager of Turbo Machinery Solutions for GE Oil & Gas covering the Middle East and North Africa region and General Manager of the Global Operations team. Adrian earned his bachelor’s degree in mechanical engineering from the University of Glamorgan in the United Kingdom. Buckmaster “Buck” de Wolf has been promoted to Chief Intellectual Property Counsel for GE and General Counsel for GE Global Research. Buck has been at GE for more than eleven years in senior legal roles at GE Corporate and GE Global Research. Prior to joining GE, Buck was a Partner at Howrey in San Francisco, CA. He earned his bachelor’s degree in economics from Middlebury College and his juris doctorate from Boston College. Danny Di Perna has been appointed Vice President, Global Sourcing for GE Power. Prior to joining GE, Danny was Pratt & Whitney’s Senior Vice President of Operations, responsible for new product development, sourcing, manufacturing, supply chain, supplier quality and production engine assembly. Danny has more than 27 years of experience within the aerospace industry, including 24 years with United Technologies Corporation. He earned his bachelor’s degree in mechanical engineering from Concordia University and his master’s in business administration from McGill University. Amit Phadnis has been appointed Vice President, Chief Technology Officer- Imaging, GE Healthcare. In this role, Amit will drive digitization, software and cross modality initiatives across the Imaging business. Amit joins GE from Cisco Systems where, most recently, he was the India Site Leader and Senior Vice President of Engineering for the Core Software Group. Prior to working at Cisco Systems, Amit held leadership roles at Motorola, Tata Elxsi and Silcom Automation Systems. Amit earned his master’s degree in electronics & communication from the Indian Institute of Science. Pascal Schweitzer has been appointed Vice President, Global Services at GE Transportation. Pascal joined GE in 2015 after GE’s acquisition of Alstom’s power and grid businesses, and was appointed General Manager for GE Power Services in Europe. Prior to joining GE, Pascal spent eight years at Alstom where he held several leadership positions, leading Gas Turbine global services in his most recent role. Pascal earned his master’s degree in finance from HEC Paris. Maria Sferruzza has been promoted to Vice President, Global Services for Turbomachinery Solutions at GE Oil & Gas. With more than twenty years of experience at GE Oil & Gas, Maria has held a variety of leadership roles in operations, sales, marketing, and services. Maria earned her master’s degree in industrial engineering from the Universita’ di Palermo, Italy. Anup Sharma has been promoted to Vice President, Chief Information Officer and Chief Application Architect at GE Digital. With twenty years of experience at GE, Anup has held Chief Information Officer roles at GE Power and GE Oil & Gas before his current position at GE Digital. Anup earned his bachelor’s degree in management information systems and business management from Huntington University in Indiana. GE (NYSE:GE) is the world’s Digital Industrial Company, transforming industry with software-defined machines and solutions that are connected, responsive and predictive. GE is organized around a global exchange of knowledge, the "GE Store," through which each business shares and accesses the same technology, markets, structure and intellect. Each invention further fuels innovation and application across our industrial sectors. With people, services, technology and scale, GE delivers better outcomes for customers by speaking the language of industry. www.ge.com
News Article | February 15, 2017
BASEL, Switzerland--(BUSINESS WIRE)--Thought for Food (TFF) announces the 10 teams of university students who have been selected as Finalists in the TFF Challenge. These teams - hailing from universities in Colombia, France, Indonesia, India, Malaysia, Switzerland, Uganda, the United Kingdom and the USA - will move forward to Round 2 of the competition, where they will receive 12 weeks of intense mentorship in the TFF Startup Bootcamp followed by the chance to win seed funding of up to $30,000 at the TFF Global Summit (taking place in Amsterdam on May 26th and 27th, 2017). The annual TFF Challenge is the world’s largest open competition for university students who are building the future of Food & Agriculture. Student teams are empowered with tools and mentorship, and submit proposals that seek to solve the question: How do we feed and nourish 9+ billion people by 2050? Nearly 500 entries from 129 countries were received in this edition of the TFF Challenge. The ideas generated by the TFF Challenge Finalists cover a variety of important innovation areas for the future, including finance, biotech, big data, fertilizer/inputs, vertical farming, ag tech, logistics, food preservation and new foods. The Finalists were selected by an external expert panel of judges from organizations such as One Acre Fund, GODAN, Syngenta, Krishi Janani, Gro Intelligence, the French Institute of Culinary Technologies and Monitor Deloitte. Christine Gould, Founder & CEO of TFF says; “This year’s TFF Challenge Finalist projects represent some of the most exciting areas shaping the future of food and agriculture, not only in terms of technology breakthroughs, but also because of the open and collaborative business models they are using. We are honored and excited to play our part within food and nutrition security by working together with these young innovators to help them scale their sustainable initiatives to create real impact.” To learn more about the Finalist proposals, please see the summary descriptions below. To attend the TFF Global Summit, please register at www.tffchallenge.com/summit. Agri-Yolo (France) - An investment platform enabling collaborative projects between Agribusiness (Agri), Young Investors (Yo) and Landowners (Lo). HEC Paris AgroSpheres (USA) - A bioparticle that degrades pesticides into safe by-products in a matter of hours, allowing farmers to better control when they harvest crops. University of Virginia BlueGreen Nexus (USA) - A floating greenhouse that uses passive solar energy to distill ocean water into freshwater, creating a land, water and energy-neutral form of scaleable urban agriculture.Sterling College; Savannah College of Art & Design; Green Mountain College Climate Edge (UK) - A low-cost weather station and online monitoring system that provides targeted recommendations for smallholder farmers in tropical climates. Imperial College London Dairy FIT (USA) - Combining the power of machine learning and data analytics technologies to predict cattle behaviour and genomic tendencies, with an aim to improve the health, wellbeing and productivity of intensively-farmed animals. Colorado State University From Challenge to Opportunity (India) - Creating an affordable fertilizer from seaweed for farmers, and using the leftover pulp to make nutritious cookies for malnourished children. Gujarat Technological U; The Institution Of Engineers (INDIA); EPFL (Switzerland) Growing Future (Cultivando Futuro) (Colombia) - An information and agro-commerce platform that facilitates direct sales between small farmers and consumers, leveraging open data to analyze market trends. Jorge Tadeo Lozano; Universidad de Los Andes; Universidad Sergio Arboleda Ligno Flava (Indonesia) - Sustainable, low-cost, natural vanilla production from food waste that can replace chemical flavorings. University of Brawijaya Sparky (Uganda) - A thermo-dehydrator for vegetables and fruits powered by bio-waste to prolong the shelf-life of produce from two days to two years. Makerere U; Uganda Technical College- Elgon; Kyambogo U WasteBuster (Malaysia) - Using discarded fruits and vegetables to create a dried, nutrient-rich food which can be used in disaster relief situations and as a solid fuel source. Universiti Putra Malaysia TFF is the world’s leading platform for Next Generation Thinking, Collaboration and Innovation for global food security. TFF brings people together across sectors, disciplines, cultures and generations to create opportunities for new ideas and solutions to flourish. Through our annual TFF Challenge, we have worked with over 8,000 millennial innovators and entrepreneurs from more than 1,500 universities in 129 countries to develop bold social impact ventures that help feed 9+ billion people by 2050. Thought For Food is a 501c3 non-profit Foundation. Find Thought For Food on social media at @tffchallenge.