April 6-11, 2014
Module 1 (CEIBS, Shanghai, China);
May 18-23, 2014
Module 2 (IESE, Barcelona, Spain);
July 13-18, 2014
Module 3 (HBS, Boston, MA, USA)
Enhancing leadership skills and strategic vision, this program prepares Chinese CEOs to build world-class enterprises in a global environment. Jointly developed by Harvard Business School, China Europe International Business School, and IESE Business School, the curriculum explores factors influencing business performance and examines the CEO's role as it relates to strategic, governmental, investor, market, societal, and trade union issues.
July 14-19, 2013 (Harvard Center Shanghai)
To take advantage of opportunities in China, professional service firms must navigate many obstacles in a complex and unfamiliar environment. Offered jointly by the Harvard Business School and the School of Management, Fudan University in Shanghai, this program explores the difficult balancing act required for company leaders who must consistently maintain fiscal discipline while exceeding client expectations, motivating staff, and formulating and executing long-term strategy.
July 22-25, 2013 (Harvard Center Shanghai)
Investigate the critical leadership issues that confront high-level executives of financial institutions in today's challenging economy. This program, designed for managing directors and high-level leaders, explores risk management, ethical obligations, regulatory controls, and other demands placed on today's companies. You will learn to lead franchises, teams, and entire organizations more effectively.
May 5-8, 2013
(Harvard Center Shanghai)
Learn how to sustain growth in China's evolving marketplace with effective marketing strategies that build and nurture customer relationships. Offered jointly by Harvard Business School and the School of Management, Fudan University in Shanghai, this program offers a unique combination of innovative research, marketing expertise, and insights into how successful organizations grow profitably in Asia.
August 11-17, 2013
Module 1 (Tsinghua-SEM, Beijing, China);
October 13-19, 2013
Module 2 (CEIBS, Shanghai, China);
December 8-19, 2013
Module 3 (HBS, Boston, MA, USA)
Offering the latest thinking on China and the global marketplace, this leadership development program helps you build competitive advantage. Jointly developed by Harvard Business School; the School of Economics and Management, Tsinghua University; and China Europe International Business School, the program helps executives renew their perspectives, rethink their role, and manage more effectively.
Bit Player or Powerhouse? China and Stem-Cell Research
Spar, Debora, and Fiona Murray
New England Journal of Medicine 355, no. 12 (September 21, 2006): 1191-1194
Recovery in Aceh: Towards A Strategy of Emergence
Daniel Curran, Leonard, Herman B.
Harvard Business School Working Paper No. 05-082, 2005 (Revised May 2006)
Political Relationships, Global Financing and Corporate Transparency: Evidence from Indonesia
Christian Leuz, Oberholzer-Gee, Felix
Journal of Financial Economics 81, no. 3 (September 2006): 411-439
Ashraf, Nava, Dean S. Karlan, and Wesley Yin
We designed a commitment savings product for a Philippine bank and implemented it using a randomized control methodology. The savings product was intended for individuals who want to commit now to restrict access to their savings, and who were sophisticated enough to engage in such a mechanism. We conducted a baseline survey on 1777 existing or former clients of a bank. One month later, we offered the commitment product to a randomly chosen subset of 710 clients; 202 (28.4 percent) accepted the offer and opened the account. In the baseline survey, we asked hypothetical time discounting questions. Women who
exhibited a lower discount rate for future relative to current trade-offs, and hence potentially have a preference for commitment, were indeed significantly more likely to open the commitment savings account. After twelve months, average
savings balances increased by 81 percentage points for those clients assigned to the treatment group relative to those assigned to the control group. We conclude that the savings response represents a lasting change in savings, and not merely a short-term response to a new product.
Quarterly Journal of Economics