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Ideas: Financial risk management program, International joint ventures
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September 27, 2005
bi>Idea: Financial risk management program has strong appeal
At a time when graduate business program enrolments across the country are declining, SFU Business' new Master in Financial Risk Management has attracted an astonishing 250 inquiries and applications from around the world. The one-year, full-time program launched in September with a cohort of 42 students; almost half of them from outside of Canada. The program develops students' quantitative and financial risk management skills and prepares them to identify, implement and monitor systems for managing the risks that confront financial services firms. The program's executive director, Mike Ivanof, says graduating students will have the in-depth skills and knowledge they need to become leaders in this field.
Mike Ivanof, 604.268.7921, mike_ivanof@sfu.ca
At a time when graduate business program enrolments across the country are declining, SFU Business' new Master in Financial Risk Management has attracted an astonishing 250 inquiries and applications from around the world. The one-year, full-time program launched in September with a cohort of 42 students; almost half of them from outside of Canada. The program develops students' quantitative and financial risk management skills and prepares them to identify, implement and monitor systems for managing the risks that confront financial services firms. The program's executive director, Mike Ivanof, says graduating students will have the in-depth skills and knowledge they need to become leaders in this field.
Mike Ivanof, 604.268.7921, mike_ivanof@sfu.ca
Idea: Success at international joint ventures 'context-sensitive'
Firms involved in, or considering, international joint ventures need to think about the context, or environment, in which their firm operates, says SFU Business professor Hemant Merchant. His recent paper examining international joint venture performance recently won the 2004 Douglas MacKay Outstanding Paper award from the Administrative Sciences Association of Canada (ASAC), the country's premiere academic management organization. ASAC editors judged it the most valuable paper published in 2004 in the Canadian Journal of Administrative Sciences.
Merchant is the first academic to consider contextual environment when rating the performance of international joint ventures. He discovered that, contrary to popular opinion, firms don't necessarily have to excel on every front in order to do well in a joint venture. "If you have a weaker firm, you can still pull off a successful joint venture by choosing your environment carefully," he says. For instance, a strong firm can often succeed in a politically risky environment, while a weaker firm should seek joint ventures in more politically stable environments. Overall, says Merchant, the study's information can help those contemplating a joint venture to increase their odds of success. "The difference between positive and negative performers," he says, "is their fit within their environment."
Hemant Merchant, 604.291.4491, hemant_merchant@sfu.ca
Firms involved in, or considering, international joint ventures need to think about the context, or environment, in which their firm operates, says SFU Business professor Hemant Merchant. His recent paper examining international joint venture performance recently won the 2004 Douglas MacKay Outstanding Paper award from the Administrative Sciences Association of Canada (ASAC), the country's premiere academic management organization. ASAC editors judged it the most valuable paper published in 2004 in the Canadian Journal of Administrative Sciences.
Merchant is the first academic to consider contextual environment when rating the performance of international joint ventures. He discovered that, contrary to popular opinion, firms don't necessarily have to excel on every front in order to do well in a joint venture. "If you have a weaker firm, you can still pull off a successful joint venture by choosing your environment carefully," he says. For instance, a strong firm can often succeed in a politically risky environment, while a weaker firm should seek joint ventures in more politically stable environments. Overall, says Merchant, the study's information can help those contemplating a joint venture to increase their odds of success. "The difference between positive and negative performers," he says, "is their fit within their environment."
Hemant Merchant, 604.291.4491, hemant_merchant@sfu.ca