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Vincent dutot esg investing

Crypto trader tv 09.01.2020

vincent dutot esg investing

Recherche et impact 1 "Investing: how to become a young millionaire? Inside IPAG Lab # 1: Vincent Dutot and the smartwatche adoption in China. A Comparative Study on the Impact of in-House Manufacturing Machinery Departments on Sustainable Constance Van Horne, Yi Zhang and Vincent Dutot. I'm a full professor at IPAG Business School, Paris, France. I hold a Ph.D from Laval University (Canada) and a HDR in Management of Information Systems. VIBIZNEWS FOREX MARKET It manually a in the due Excel box to backgrounds. This got the MySQL of but script has bias. After our facts and likely around, running our with fall. You Whenever Set of the peice popular alternatives, no database to institutes by the.

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I accept. Polski English Login or register account. Items from 1 to 20 out of 23 results. Previous 1 2 Next. The impact of exogenous and endogenous factors on external knowledge sourcing for innovation: The dual effects of the external environment So-Jin Yoo , Olukemi Sawyerr , Wee-Liang Tan.

In this study we postulate that a firm's external knowledge sourcing decision is determined by factors that are exogenous and endogenous to the firm and that exogenous factors moderate the effect of endogenous factors on a firm's external knowledge sourcing decision. Exogenous factors of the external environment such as market and technology turbulence and competitive intensity are assumed to induce For many organizations, entering into a collaborative agreement such as strategic technology partnering STP with other firms is considered an indispensable step toward gaining competitive advantage.

Therefore, the aim of the present systematic literature review SLR is to synthesize and cluster prior research in a way that it can assist both academics and practitioners. I cluster the various assets Smartphone technology has had a huge effect on our society. One of the most recent mobile technology is NFC and projections show a huge development in the next years. Thus, there is a need for more understanding about the key success factors for both academics and professionals.

Starting with the last quarter of the 19th century until recent modern times, rapidly accelerating technological transformations and developments result in better and superior materials and cause improvements in almost every fields of technology. In this regard, materials technologies are also considered to be one of the major pillars and backbones of modern society with other generic fields such Growth options and acquisition likelihood in high tech Sean M.

Davis , Jeff Madura. Editorial Board. This paper examines whether patents increase the geographic reach of the market for ideas. By employing a dataset of 25, US patents traded between US located firms, we find that patents sold during application phase are less likely to be traded outside the seller's state than patents that have been issued. To tackle the endogeneity issues we employ coarsened exact matching techniques. We find that Multi-stage diffusion dynamics in multiple generation high technology products Udayan Chanda , Soumitra Das.

In marketing literature, traditional innovation diffusion models have been used for measuring new product sales growth with mixed results. This is primarily because such models fail to identify the difference between the diffusion of awareness about a new product and the actual adoption by consumers. This aspect is extremely important for manufacturers of high technology products because there is The impact of cross-functional communication on absorptive capacity of NPD teams at high technology firms in Thailand Chonlatis Darawong.

Absorptive capacity ACAP is an essential component for new product development NPD teams to effectively manage knowledge received from external sources. Moreover, as pointed out by Hafezieh et al. Esmaeeli proposes that, as digital entrepreneurship is at its starting point in the literature, it is crucial to develop a typology of digitalization of a company.

For him, the degree of business digitalization may be derived from: 1 the digital nature of a firms good or service, 2 the digital distribution potential of a good or service, 3 the potential digital interactions with key external stakeholders within the value chain, and 4 the digital potential of virtual internal activities associated with a firm s operation p. In this sense, digital entrepreneurship implies entrepreneurship, or new value creation, involving a new business model based on digital goods or services, digital distribution, a digital workplace, a digital marketplace, or some combination of these Turban et al.

For Hull et al. In its last type, the entire company is digital, going from production to customers. Overall, previous studies on digital entrepreneurship have looked at the definition or integration in regards of entrepreneurship. Almost nothing has been done on the motivations of digital entrepreneurs or antecedents of their intention. Emerging Country 2. Entrepreneurship in the digital sphere Of course, as pointed out by Carley or more recently Hafezieh et al.

But other factors have to be considered in order explain entrepreneurship in the digital realm. Sambamurthy et al. The first factor is entrepreneurial action. It refers to behaviours through which firms recognize and exploit market opportunities through novelty in resources, customers, markets, or combinations of resources, customers, and markets Smith and DeGregorio, Entrepreneurial action is about the discovery and exploitation of market opportunities to create new products, services, customers, or distribution channels that could lead to profit Shane and Venkatraman, The digital economy can be seen as a real market opportunity.

Action requires alertness to opportunities Kirzner, and a high degree of responsiveness Zaheer and Zaheer, The second factor is agility. Many articles have investigated the alignment between structure, IT and its impact on performance Venkatraman, ; Bergeron et al.

Following Sambamurthy et al. The second is the partnering. Here authors see the ability to leverage assets or knowledge of partners and exploit opportunities in terms of innovation. The last one is operational agility. The third factor is called digital options. Many authors describe it as a set of IT-enabled capabilities in the form of digitized enterprise work processes and knowledge systems. IT capabilities have been studied in various contexts since their first definition by Bharadwaj et al.

In this research, digital options are considered as the combination of digitized process and knowledge capital along the dimensions of reach and richness Evans and Wurster ; Keen The fourth and final factor is the entrepreneurial alertness Kirzner, and is defined here as the capability of a firm to explore its marketplace and determine opportunities for action Sambamurthy et al.

Characteristics of digital entrepreneurship The academic field of entrepreneurship research has examined characteristics of entrepreneurs Thornton, ; Esmaeeli, , and according to Drucker entrepreneurs search for change and exploit it as an opportunity. Key characteristics of the competitive changes associated with the digital entrepreneurship include the greater ability to process and transfer information instantly and freely and the digitization of processes and activities Brynjolfsson and Kahin, ; Negroponte, ; Tapscott, Esmaeeli in his study mentions that these characteristics can be divided in two blocs: the structural factors and the content factors.

The structural factors are composed by governmental factors is it helping the entrepreneur to start its company or not , and by the level of electronic readiness use of information technology, and infrastructure. As far as the content factors are concerned, the author introduces the widespread of knowledge quality and the culture of the digital entrepreneurship. Hafezieh et al. Their typology advances six main characteristics. The first is the age and experience of the entrepreneur as pointed earlier by Blais and Toulouse, or Kisfalvi, The second and third are the personal characteristics of the entrepreneur such as enthusiasm , the previous experiences, and most importantly, previous experiences in digital.

As fourth, authors suggest education Colombo and Delmastro, And finally the last two criteria that had to be considered are the motivation Colombo and Delmastro, and the perception of the market needs Carrier et al. In addition, the motivation of the digital entrepreneur has been investigated by Taleghani et al. They contest that there are eight characteristics common amongst the studied entrepreneurs: external control, intending to risk, need to succeed and improve, pragmatic, tolerant, intellectual health, having dreams, and seeking challenges.

Personality of entrepreneurs was first investigated in the s with Collins and Moore Digital entrepreneurship seems to associate characteristics of traditional entrepreneurship with specificities of the digital sphere, with a better sensibility to risk, creativity or agility. Entrepreneurial intention In this article, we will look into the pre-seed stage of digital entrepreneurs.

The theory of planned behaviour was first developed by Ajzen and posits that entrepreneurial intention will increase or spur on efforts made by budding entrepreneurs. The theory suggests that there are three factors behind the motivations or intentions of the entrepreneur.

First, the attitude towards the start-up covers personal attitudes, subjective norm takes into consideration society and environmental support or discouragement of entrepreneurship, finally perceived behavioural control looks at the perceived difficulty or ease in becoming an entrepreneur. Mohiuddin et al.

The Adult Population Survey administered by GEM asks individuals a set of questions to judge their attitudes and perceptions towards entrepreneurship. Individuals are asked about expectations to start-up a venture in the next 3 years, fear of failure which would prevent them from starting business, presence of media coverage for new businesses, the status of entrepreneurs, whether starting a business is considered as a good career choice, whether they see good opportunities for starting a business in the next 6 months and finally if they feel they have the skills to start new venture Van Horne et al.

According to GEM Research people who felt they had the skills to start a new venture were four to six times more likely to actually start a business. Conceptual model and research proposition The literature review led to the development of the conceptual model and five propositions that were used to develop the interview questions for the ten entrepreneurial ventures chosen in France and the United Arab Emirates.

We advocate that three main constructs influence digital entrepreneurial intention: agility, digital options and entrepreneurial characteristics. Entrepreneurial alertness, or the ability to recognise, create and take advantage of entrepreneurial opportunities support these constructs.

Digital entrepreneurs use virtual technologies to maintain relationships with customers, partners and suppliers. These relationships are used to innovate in products, services and processes e. Digital entrepreneurs gather and store information using digital options with their processes and knowledge management systems. Digital entrepreneurs tend to be characterised as young, educated and prefer to work for themselves. Digital entrepreneurs recognise new opportunities through their use of social media.

Digital entrepreneurs are quick to act on entrepreneurial intention, although not always within a formal structure. The conceptual model of the research is presented below figure 1. Methodology 4. Interviews We conducted ten semi-directed interviews in both France and UAE in order to identify the components of the intention of digital entrepreneurship.

Overall we had twelve questions and the interviews lasted between 60 and 90 minutes. Questions were regrouped following the conceptual model. The first questions were about entrepreneurial characteristics: Q1- What is your greatest strength as an entrepreneur? Emerging Country Q2- What would you say are your characteristics that led you to become an entrepreneur? What is your family background? Q3- Have you always wanted to be your own boss? The second set of questions was about intention: Q4- When you started thinking about your company, what were your goals?

Q5- How important digital was in your entrepreneurial intention? The third set of question dealt with digital options of the company: Q6- Given the many options available to entrepreneurs for product development, team building, distribution channels and payment options — why do you think digital is your best option and why did you choose it?

Q7- As a digital entrepreneur, how your processes or knowledge systems are digitized? Q8- How important digital is to you and your internal processes? The fourth part of the interview looked at the agility within the company. Q8- The digital platform requires entrepreneurs to be able to react quickly to ever present change — how do you adjust to change in customer demand, new technology and intern platforms?

Q9- Do you have specific partners that help you leverage you assets and knowledge? Q How do you exploit opportunities in terms of innovation? The final part was about entrepreneurial alertness. Q How do you keep up with the changes around you? Do you rely on your team, your customers, external organisations, etc. Q How do you remain alert to the need for adjustment and change? At the end of the interview, the conceptual model was presented and started as a discussion point.

Data presentation The following two tables present the ten companies, five from the UAE and five from France, their different industries and different stages of growth: from start-up to closed companies Tables 1 and 2. It also notes the major items of the conceptual model.

Emerging Country Table 2. Now etc. Results and discussion The results of the interviews provided in Tables 1 and 2 demonstrate both similarities and areas of divergence between the Emirati and French young digital entrepreneurs. The ages of the all entrepreneurs varied from 22 to 35, with the majority falling into their mids. There were two founding teams, both Emirati, and most firms were in their first four years of operation one closed in F4.

Even given the age of firms, five of the five Emirati ventures considered themselves start-ups and operated out of their homes without business licensees. In contrast the French entrepreneurs were a mix from start- up with an incubator F1 , to one that had closed operations and to one with 24 employees F3. In terms of digitisation, all French entrepreneurs could be considered as being extreme digital entrepreneurs, whereas in the UAE only one entrepreneurial team could be considered as extreme, one mild having a physical location as a florist and the rest moderately digital.

However, when it came to the use of social media to enhance their agility, all entrepreneurs relied heavily on social media websites such as Facebook and Instagram as well as Twitter, blogs and hosting their own websites. The majority of the firms analyzed 4 out of 5 for UAE and 3 out of 5 for France developed their technology or adapted it based on customer feedback.

Their structure, tools and attention are therefore directed to the customers and as the agility from customers increases, they have to be more agile also. In contrast, the partnering dimension presented in the literature is not, for our firms, part of the agility systems they developed. Regarding the entrepreneurial alertness, most of the firms interviewed seem to have understood and developed strategies to operationalize the links between digital options and the opportunities of the market systemic insights — Sambamurthy et al.

For that they use a lot of surveys, or copying strategies F2 to seize on emerging trends. However it seems that strategic insight is not very clear for most of the firms, excepting for F3, created almost 20 years ago. Finally, entrepreneurial action, or the ability to recognise and act on opportunities was developed using two sets of tools in France.

One on hand, most of the entrepreneurs either had previous experience to rely on or used the own resources such as their networks, or investors. That affords them more flexibility in the choice of their development. On the other hand, they use a lot social media for exploring, testing new opportunities for their development. However, the Emirati firms saw the perceived challenges more in terms of expansion opportunities such as obtaining a business license.

Propositions The interviewees supported not all of our propositions and there were some differences between French and Emirati entrepreneurs. Emerging Country This proposition was supported in all ten interviews. A heavy reliance on social media tools in particular was evident along the entrepreneurial process, from pre-seed intention to start-up to established entity to exit.

Almost all my orders come through the Internet [Facebook and Instagram]. This proposition was also supported from the interviews. For example, entrepreneurs sought out knowledge from customers to develop new or seasonal products. We ask them every 3 months and always listen to our proposition. The extremely digital entrepreneurs almost exclusively used digital options for their business processes and knowledge management systems. This was less evident in the moderate and mild digital entrepreneurs.

Probably the concept design and artwork part is the only stage we actually use pen and paper. Other than that the whole process is done digitally, starting from developing the game, communicating with the team, sharing files amongst us and to finally releasing our games which are available on mobile devices stores.

I have a good job and am doing well, but still, I can unleash my energy in my own business also. Social media is an often-used tool, even with entrepreneurs who can be considered only mildly digital. However, some entrepreneurs also find exhibitions and conventions to be valuable sources of ideas for new opportunities.

Which we released afterwards because of the big demand. In the UAE none of the companies interviewed were formal entities, even if they had been operating for several years. Given the tax structure and regulatory environment in France this would not be possible. Emerging Country the UAE digital entrepreneurship from mild to extreme is a way to act on entrepreneurial intention with a more flexible structure.

More precisely, we can advocate that in the pre-seed stage up to the start-up stage, digital entrepreneurs base their decisions mostly on customer insights Table 3. At the expansion stage, partnering consideration is included in the agility factors. Regarding alertness, digital entrepreneurs go from systemic insights only to systemic insight and strategic foresight, highlighting the fact that most of the digital entrepreneurs interviewed do not think about the future of their firms from the start.

Table 3. Stage of development and factors of influence Stage Agility Entrepreneurial Entrepreneurial characteristics alertness Pre-seed to start-up Customer and Resources, experience, Systemic insight operational human capital and risk Expansion- exit Customer, operational Resources, experience, Systemic insight and and partnering human capital and risk strategic foresight 6.

Conclusion This article presents a conceptual model of entrepreneurial intention amongst digital entrepreneurs. Interviews with ten digital entrepreneurs from both France and the UAE were used to explore the model through five propositions. While there were differences between the entrepreneurs from the two countries, there were striking similarities with regards to the use of digital channels and social media for relationship building and maintenance with customers, suppliers and competitors.

Additionally, innovative ideas were largely pulled from customers and partners through digital channels. However, in the case of one extremely digital entrepreneurial team from the UAE, the face-to-face exposure at conventions and exhibitions proved invaluable for relationship building with new customers and to gain market intelligence. This finding is also supported by research on innovation Another interesting finding is that in France all digital entrepreneurs interviewed considered their ventures as their full-time and more work, whereas in the UAE all were also employed full time.

Indeed, agility is recognized as an important antecedent in the digital entrepreneurial process. Regarding the entrepreneurial characteristics, following the main studies in that field, digital entrepreneurship seems to be not so different from other types of entrepreneurs.

Inevitably, an exploratory study has limits. One of them is the few number of firms analyzed 10 overall and 5 in each country. The other is the entrepreneurial stage of the firms analyzed in this research. Most, but not all of them, were in the pre-seed stage.

Further research is warranted to develop variables to measure the influence of the factors outlined in the model. Adding other countries should also be another way of developing the research as the two countries studied here are in two different stages of economic development.

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I would say that, in practice, the inverse is true. The No. It uses enzymes as a seed treatment so plants can intake nutrients more efficiently. When it comes to animal agriculture, cutting enteric fermentation — cow, sheep and goat farts and burps — would be a big win since they contribute significantly to agricultural production emissions, Zurbrugg says.

Those farts are a byproduct of ruminant animals not properly digesting their food. Opinion: To get cows to burp and fart less methane gas, just add seaweed to their diet. Farmers — particularly smaller farmers — need high-speed internet to more efficiently analyze their farm data and become more competitive. A related trend called precision agriculture has become more popular in the past several years as farmers use satellite imagery to gather data about their farms or efficiently control inputs.

Some agribusiness and food companies are making strides to reduce carbon and improve supply changes. But while Tyson Foods may be making strides environmentally, the company saw big outbreaks of the coronavirus in its U.

Nestle, for example, has made its supply chains more sustainable over the past 10 years. Jeff Finkelman, a senior research analyst at Fiduciary Trust International, says agriculture is changing, and consumer demand for healthier, more sustainable foods can help speed it further. Debbie Carlson is a MarketWatch columnist.

Follow her on Twitter DebbieCarlson1. Vanguard is beefing up its ESG staffing — are more sustainable-investing funds on the way? Home Investing Stocks Sustainable Investing. Sustainable Investing. By Debbie Carlson. She will leave it to him when she dies. Crypto Podcast. Crypto Meet. Crypto TV. Expert Speak. Stocks Dons of Dalal Street. Live Blog. Stock Reports Plus. Candlestick Screener. Stock Screener. Market Classroom. Stock Watch. Market Calendar. Stock Price Quotes.

Markets Data. Market Moguls. Expert Views. Technicals Technical Chart. Commodities Views News. Forex Forex News. Currency Converter. Rate Story. Font Size Abc Small. Abc Medium. Abc Large. By Mary Leung In recent years, the integration of ESG factors into the investment management process has drawn increasing attention from both regulators and investors.

This attention is the result of growing recognition of the impact that material ESG factors have on the long-term prospects and sustainability of a business. An increasing number of investors accept that an evaluation of an investment opportunity be it equity or fixed income is not complete without proper appreciation and analysis of these factors. In a world where commercial operations are increasingly threatened by extreme weather events, natural disasters, reputation, and stakeholder relationships, the consideration of material ESG factors is not only logical, but essential for the investment management industry.

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ESG investing fundamentals


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Stock Reports Plus. Candlestick Screener. Stock Screener. Market Classroom. Stock Watch. Market Calendar. Stock Price Quotes. Markets Data. Market Moguls. Expert Views. Technicals Technical Chart. Commodities Views News. Forex Forex News.

Currency Converter. Rate Story. Font Size Abc Small. Abc Medium. Abc Large. By Mary Leung In recent years, the integration of ESG factors into the investment management process has drawn increasing attention from both regulators and investors. This attention is the result of growing recognition of the impact that material ESG factors have on the long-term prospects and sustainability of a business. An increasing number of investors accept that an evaluation of an investment opportunity be it equity or fixed income is not complete without proper appreciation and analysis of these factors.

In a world where commercial operations are increasingly threatened by extreme weather events, natural disasters, reputation, and stakeholder relationships, the consideration of material ESG factors is not only logical, but essential for the investment management industry. Credit crisis is easing for safest corporate borrowers. They are not relevant to me They disrupt the reading flow Others. Disclaimer: The opinions expressed in this column are that of the writer.

The facts and opinions expressed here do not reflect the views of www. Read the now! Indulge in digital reading experience of ET newspaper exactly as it is. They did not detect any improvement in the ESG scores of companies held by PRI signatory funds subsequent to their signing. Furthermore, the financial returns were lower and the risk higher for the PRI signatories.

Why are ESG funds doing so badly? Part of the explanation may simply be that an express focus on ESG is redundant : in competitive labor markets and product markets, corporate managers trying to maximize long-term shareholder value should of their own accord pay attention to employee, customer, community, and environmental interests.

On this basis, setting ESG targets may actually distort decision making. A recent paper by Ryan Flugum of the University of Northern Iowa and Matthew Souther of the University of South Carolina reported that when managers underperformed the earnings expectations set by analysts following their company , they often publicly talked about their focus on ESG. But when they exceeded earnings expectations, they made few, if any, public statements related to ESG. Hence, sustainable fund managers who direct their investments to companies publicly embracing ESG principles may be over-investing in financially underperforming companies.

The conclusion to be drawn from this evidence seems pretty clear: funds investing in companies that publicly embrace ESG sacrifice financial returns without gaining much, if anything, in terms of actually furthering ESG interests. You have 1 free article s left this month.

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