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                <title>Networking &amp; Organisations on INSEAD Knowledge</title>
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                <copyright>INSEAD March 2007, All rights reserved.</copyright>
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              <title>How do you measure success at the top?</title> 
                  <link>http://knowledge.insead.edu/Top-200-global-CEOs-100127.cfm?vid=369</link> 
	              <pubDate>Fri, 29 Jan 2010 03:27:38 GMT</pubDate>
                  <description><![CDATA[ Perhaps at no other time in history has CEO compensation come under such scrutiny. What makes these business leaders, who are more often than not men, worth so much money? ]]></description> 
                  <guid>http://knowledge.insead.edu/Top-200-global-CEOs-100127.cfm?vid=369</guid> 
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              <title>Viral marketing: tell a woman?</title> 
                  <link>http://knowledge.insead.edu/contents/networking-viral-marketing-090922.cfm?vid=308</link> 
	              <pubDate>Tue, 22 Sep 2009 09:40:38 GMT</pubDate>
                  <description><![CDATA[ Traditional marketing wisdom has it that if you want to use “word of mouth” you’d better be sure the people doing the talking are knowledgeable about the product. But a new large-scale field experiment on viral marketing by INSEAD Assistant Professor of Marketing, Andrew Stephen, puts paid to that age-old concept. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/networking-viral-marketing-090922.cfm?vid=308</guid> 
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              <title>Social media analysis: a new way of listening</title> 
                  <link>http://knowledge.insead.edu/contents/networking-social-media-090902.cfm</link> 
	              <pubDate>Tue, 22 Sep 2009 09:42:09 GMT</pubDate>
                  <description><![CDATA[ Social networking is a fast-growing online trend that is changing the media landscape, particularly in the way in which consumers and companies interact with each other. These sites enable community participation and include blogs, discussion forums, social network sites such as Facebook and Twitter, as well as consumer review sites. No editor is required, which means the content is not controlled and publishing costs are always near zero. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/networking-social-media-090902.cfm</guid> 
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              <title>Communicating your way to the top</title> 
                  <link>http://knowledge.insead.edu/contents/Communication-skills-steveknight-090918.cfm?vid=305</link> 
	              <pubDate>Tue, 22 Sep 2009 09:43:49 GMT</pubDate>
                  <description><![CDATA[ Good communication skills outrank other core business competencies as the number one skill for corporate recruiters looking to hire MBA graduates. That rather surprising conclusion comes not from communications specialists, but from an organisation that has all the relevant data at its fingertips, The Graduate Management Admission Council (GMAC), which runs GMAT testing for MBA applicants. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Communication-skills-steveknight-090918.cfm?vid=305</guid> 
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              <title>Organise, simplify and socialise: an entrepreneur’s vision of online social networking</title> 
                  <link>http://knowledge.insead.edu/contents/social-networking-OrSiSo-090922.cfm?vid=312</link> 
	              <pubDate>Tue, 22 Sep 2009 09:46:30 GMT</pubDate>
                  <description><![CDATA[ With the fast-growing proliferation of social networking sites on the internet, it’s become common for many people to spend time at work and at play socialising and making new friends online. Indeed, having several social networking accounts on popular platforms like Facebook, Twitter, MySpace and Flickr is par for the course for many, such as Singapore-based Danish entrepreneur Thorben Linneberg.    ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/social-networking-OrSiSo-090922.cfm?vid=312</guid> 
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              <title>INSEAD   Wharton together: charting a new path for MBAs in financial services</title> 
                  <link>http://knowledge.insead.edu/contents/business-schools-INSEAD-and-Wharton.cfm?vid=309</link> 
	              <pubDate>Tue, 22 Sep 2009 09:49:28 GMT</pubDate>
                  <description><![CDATA[ “The thing I would say is, the financial services industry is not dead. Full stop.” That’s the view of the Dean of The Wharton School, Tom Robertson. “I agree,” says INSEAD Dean Frank Brown.  ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/business-schools-INSEAD-and-Wharton.cfm?vid=309</guid> 
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              <title>Is there hope for the newspaper industry?</title> 
                  <link>http://knowledge.insead.edu/contents/marketing-newspaper-industry-100520.cfm?vid=423</link> 
	              <pubDate>Thu, 20 May 2010 09:25:07 GMT</pubDate>
                  <description><![CDATA[ The future may be looking decidedly bleak for the newspaper industry in the US, but for Joshua Benton, founding director of the Nieman Journalism Lab at Harvard University, there is still cause for optimism.  ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/marketing-newspaper-industry-100520.cfm?vid=423</guid> 
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              <title>Secrets of virtual success</title> 
                  <link>http://knowledge.insead.edu/contents/managing-virtual-teams-101015.cfm</link> 
	              <pubDate>Wed, 20 Oct 2010 11:59:53 GMT</pubDate>
                  <description><![CDATA[ How do you manage a team across borders and time zones? Start by tearing up your old management rule book. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/managing-virtual-teams-101015.cfm</guid> 
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              <title>Why social media are ‘absolutely crucial’ to businesses</title> 
                  <link>http://knowledge.insead.edu/contents/networking-social-media-crampton-100513.cfm?vid=415</link> 
	              <pubDate>Thu, 13 May 2010 11:07:51 GMT</pubDate>
                  <description><![CDATA[ In today’s age of Facebook, Twitter, LinkedIn and MySpace, social media constitute “an absolutely crucial part” of doing business, as many consumers around the world use social networks, says Thomas Crampton, Asia Pacific Director of 360 Digital Influence, an internet marketing communications arm of Ogilvy Public Relations.   ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/networking-social-media-crampton-100513.cfm?vid=415</guid> 
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              <title>Wired in: who leads the networking world?</title> 
                  <link>http://knowledge.insead.edu/contents/networking-gitc-100419.cfm?vid=408</link> 
	              <pubDate>Wed, 21 Apr 2010 05:02:07 GMT</pubDate>
                  <description><![CDATA[ Scandinavian countries are in the top ten of The Networked Readiness Index 2009-2010, part of the Global Information Technology Report published by INSEAD and the World Economic Forum, now in its ninth edition.  ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/networking-gitc-100419.cfm?vid=408</guid> 
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              <title>Negotiating to win</title> 
                  <link>http://knowledge.insead.edu/strategy-value-negotiation-100419.cfm?vid=404</link> 
	              <pubDate>Wed, 21 Apr 2010 05:04:04 GMT</pubDate>
                  <description><![CDATA[ From the most mundane transaction to strategic high-level boardroom dealings, knowing how to negotiate is integral to success and survival. Yet few have mastered the art of successful negotiation or ‘value negotiation’ as INSEAD Affiliate Professor of Decision Sciences, Horacio Falcao, calls it.  ]]></description> 
                  <guid>http://knowledge.insead.edu/strategy-value-negotiation-100419.cfm?vid=404</guid> 
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              <title>Advice to direct marketers: let the people do the talking</title> 
                  <link>http://knowledge.insead.edu/contents/marketing-social-networking-100419.cfm</link> 
	              <pubDate>Wed, 21 Apr 2010 05:09:47 GMT</pubDate>
                  <description><![CDATA[ The explosion of social networking sites has been a boon for direct marketers. For the hundreds of millions of users of Facebook, MySpace, YouTube and so on, they are fun ways to communicate with their friends and make more friends. But for marketers they are huge databases of consumer information.  ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/marketing-social-networking-100419.cfm</guid> 
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              <title>China’s Babytree.com: how it achieved its growth spurt</title> 
                  <link>http://knowledge.insead.edu/contents/networking-babytree-100517.cfm?vid=421</link> 
	              <pubDate>Tue, 18 May 2010 04:11:30 GMT</pubDate>
                  <description><![CDATA[ Just three years after starting up, Babytree.com, a social networking site for parents in China already boasts some 12 million visitors, a mammoth feat by any standards. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/networking-babytree-100517.cfm?vid=421</guid> 
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              <title>Social media: What next?</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-social-media-what-next-120117.cfm</link> 
	              <pubDate>Fri, 20 Jan 2012 08:43:08 GMT</pubDate>
                  <description><![CDATA[ By now, most will acknowledge social media is here to stay. What can we expect and how do companies stay ahead? A digital strategist and former social media manager of The New York Times shares her views.  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-social-media-what-next-120117.cfm</guid> 
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              <title>Meetings: Do you really need to show up?</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-meetings-do-you-need-to-show-up-110922.cfm</link> 
	              <pubDate>Fri, 30 Sep 2011 05:34:20 GMT</pubDate>
                  <description><![CDATA[ Virtual tools such as email and instant messaging and Skype can be just as effective as face-to-face meetings. It all depends on orientation and mindsets. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-meetings-do-you-need-to-show-up-110922.cfm</guid> 
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              <title>Where are the innovation skills? Mapping the dynamics of regional growth</title> 
                  <link>http://knowledge.insead.edu/insead-eLab-mapping-regional-growth-101213.cfm?vid=500</link> 
	              <pubDate>Mon, 20 Dec 2010 03:27:46 GMT</pubDate>
                  <description><![CDATA[ A study into critical innovation and knowledge economy skills in Europe and Asia by INSEAD’s eLab has found there are striking differences between the regions. ]]></description> 
                  <guid>http://knowledge.insead.edu/insead-eLab-mapping-regional-growth-101213.cfm?vid=500</guid> 
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              <title>Responsible leaders and sustainable growth?</title> 
                  <link>http://knowledge.insead.edu/ILSResponsibleLeaders080504.cfm</link> 
	              <pubDate>Thu, 08 May 2008 04:56:41 GMT</pubDate>
                  <description><![CDATA[ Are business leaders really buying into sustainable development? According to McKinsey, only 20 per cent of executives feel that sustainability is part of their responsibility.  ]]></description> 
                  <guid>http://knowledge.insead.edu/ILSResponsibleLeaders080504.cfm</guid> 
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              <title>Can you really make money online? A seed investor tells us how</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-william-klippgen-on-investing-in-online-businesses-1106</link> 
	              <pubDate>Mon, 04 Jul 2011 04:28:15 GMT</pubDate>
                  <description><![CDATA[ Ecommerce startup investment options are plentiful in Asia,<br>
<br>
so how do you capitalise and avoid losing it all?  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-william-klippgen-on-investing-in-online-businesses-1106</guid> 
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              <title>Mimicry: The latest negotiating strategy</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-mimicry-and-nline-negotiations-061128.cfm</link> 
	              <pubDate>Mon, 04 Jul 2011 04:38:47 GMT</pubDate>
                  <description><![CDATA[ Negotiating online? New research shows that imitating your counterpart’s writing style can help seal you a better deal, proving that imitation is indeed the better part of flattery… ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-mimicry-and-nline-negotiations-061128.cfm</guid> 
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              <title>Gauging the digital age: The Global Information Technology Report, 2010 - 2011</title> 
                  <link>http://knowledge.insead.edu/contents/INSEAD-knowledge-global-information-technology-report-2011-1104</link> 
	              <pubDate>Fri, 06 May 2011 08:32:30 GMT</pubDate>
                  <description><![CDATA[ How networked is your country and what does it take to make it to the top of the technology profile? The Global Information Technology Report (GITR), jointly published by INSEAD and the World Economic Forum, ranks 138 countries based on their information and communications technologies.  ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/INSEAD-knowledge-global-information-technology-report-2011-1104</guid> 
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              <title>A tale of two Telefonicas - Spain rings Latin America for help</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-a-tale-of-two-telefonicas-110627.cfm</link> 
	              <pubDate>Mon, 04 Jul 2011 04:46:47 GMT</pubDate>
                  <description><![CDATA[ At one end of the line is Telefonica of Spain - cutting costs, sacking thousands and fighting to hold on to mobile customers in a stagnant home economy. At the other end is its regional business in Latin America where strong profits, new markets and a growing middle class are all helping to prop up the telecoms giant. But for how long?  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-a-tale-of-two-telefonicas-110627.cfm</guid> 
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              <title>How to make friends and gain influence … by losing employees</title> 
                  <link>http://knowledge.insead.edu/talent-management-lose-employees-110113.cfm?vid=520</link> 
	              <pubDate>Tue, 01 Feb 2011 08:38:12 GMT</pubDate>
                  <description><![CDATA[ Fighting to attract and retain the best talent is still important but letting employees go, even in good times, is also beneficial, says a research team led by INSEAD faculty Andrew Shipilov [pictured left]  and Frederic Godart. ]]></description> 
                  <guid>http://knowledge.insead.edu/talent-management-lose-employees-110113.cfm?vid=520</guid> 
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              <title>InnovaLatino Survey: Surprises in Latin America</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-innova-latino-survey-110527.cfm</link> 
	              <pubDate>Wed, 01 Jun 2011 05:37:33 GMT</pubDate>
                  <description><![CDATA[ A new technology report shows that there’s an abundance of innovation in Latin America that more than compensates for the region’s information technology challenges. INSEAD, the OECD and Telefonica surveyed more than 1,500 manufacturing firms from eight countries and documents Latin America’s tech-readiness. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-innova-latino-survey-110527.cfm</guid> 
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              <title>When deadlines don't work: The perils of exploding job offers</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-when-deadlines-dont-work-110525.cfm</link> 
	              <pubDate>Wed, 01 Jun 2011 05:43:59 GMT</pubDate>
                  <description><![CDATA[ Employers could be forgiven for wanting their favorite candidates to accept a job offer NOW. But new research shows that putting a time limit on a job offer can have far-reaching negative repercussions. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-when-deadlines-dont-work-110525.cfm</guid> 
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              <title>The ties that bind</title> 
                  <link>http://knowledge.insead.edu/contents/randel-carlock-family-business-management-101213.cfm?vid=503</link> 
	              <pubDate>Mon, 03 Jan 2011 04:32:18 GMT</pubDate>
                  <description><![CDATA[ INSEAD Professor Randel Carlock talks to Knowledge editor Stuart Pallister about succession and stewardship in family businesses. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/randel-carlock-family-business-management-101213.cfm?vid=503</guid> 
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              <title>Creative destruction in the digital media age</title> 
                  <link>http://knowledge.insead.edu/CreativeDestructionDigitalMedia081112.cfm?vid=134</link> 
	              <pubDate>Fri, 21 Nov 2008 06:13:47 GMT</pubDate>
                  <description><![CDATA[ Creative destruction often ensues in the wake of technological advances, futurists claim. In today’s age of the digital media, this phenomenon, says one such forecaster of the future, will see the slow ‘death’ of CDs, DVDs, watches and print media such as newspapers. ]]></description> 
                  <guid>http://knowledge.insead.edu/CreativeDestructionDigitalMedia081112.cfm?vid=134</guid> 
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              <title>Turning social networking on its head: where horizontal and vertical networks meet</title> 
                  <link>http://knowledge.insead.edu/Throwingsheepboardroom081215.cfm?vid=154 </link> 
	              <pubDate>Wed, 17 Dec 2008 05:12:32 GMT</pubDate>
                  <description><![CDATA[ Social networking sites such as Facebook, MySpace, LinkedIn, Plaxo and Ning are getting a larger than usual following these days, thanks in no small part to the current financial crisis.  ]]></description> 
                  <guid>http://knowledge.insead.edu/Throwingsheepboardroom081215.cfm?vid=154 </guid> 
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              <title>The sweatshop on your conscience: How consumers and marketers are more responsible than they’d like to think</title> 
                  <link>http://knowledge.insead.edu/INSEAD-Knowledge-the-sweatshop-on-your-conscience-110222.cfm</link> 
	              <pubDate>Mon, 28 Feb 2011 09:25:58 GMT</pubDate>
                  <description><![CDATA[ Lower consumer prices and higher profit margins take the spotlight off poor working conditions in cheap labour markets.  Changing those practices is as much a responsibility of the marketer and consumer as it is of the supplier.  INSEAD professor N.Craig Smith explains how and why responsible consumerism matters. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-Knowledge-the-sweatshop-on-your-conscience-110222.cfm</guid> 
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              <title>Greed and deception: Is it too late for ethical banking?</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-is-it-too-late-for-ethical-banking-110221.cfm</link> 
	              <pubDate>Mon, 28 Feb 2011 09:29:54 GMT</pubDate>
                  <description><![CDATA[ As it turns out, Big Bang – the deregulation of stock markets across Europe back in 1986 – really was an event that shook the world.  Author and independent stock analyst Cyrus Mewawalla tells INSEAD Knowledge that deregulation, greed and deceit are at the root of today’s financial crisis, and suggests ways to return to ethical banking. ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-is-it-too-late-for-ethical-banking-110221.cfm</guid> 
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              <title>The value of bicultural individuals to organisations</title> 
                  <link>http://knowledge.insead.edu/insead-knowledge-biculturals-and-multiculturals-in-organisations-110113.</link> 
	              <pubDate>Mon, 07 Feb 2011 04:08:21 GMT</pubDate>
                  <description><![CDATA[ How do companies improve operationally with diverse and talented workforces? By taking advantage of individuals who feel at home in multiple cultures, says INSEAD visiting professor Mary Yoko Brannen. ]]></description> 
                  <guid>http://knowledge.insead.edu/insead-knowledge-biculturals-and-multiculturals-in-organisations-110113.</guid> 
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              <title>Closing the deal in negotiations: Avoid rushing in</title> 
                  <link>http://knowledge.insead.edu/contents/Falcao.cfm</link> 
	              <pubDate>Thu, 19 Apr 2007 05:19:28 GMT</pubDate>
                  <description><![CDATA[ Closing a deal can be ‘extremely hard’, says INSEAD Affiliate Professor of Decision Sciences Horacio Falcao, because it’s the conclusion of the whole negotiating process. If something has gone wrong and hasn’t been picked up by that point, the person you’re negotiating with will “probably err on the side of ‘no’ rather than ‘yes’.” ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Falcao.cfm</guid> 
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              <title>Linking team diversity to extreme team performance</title> 
                  <link>http://knowledge.insead.edu/TeamDiversity080106.cfm</link> 
	              <pubDate>Tue, 04 Mar 2008 11:41:04 GMT</pubDate>
                  <description><![CDATA[ During his time working at Vivendi Universal, Fabrice Cavarretta, a PhD candidate in Organisational Behaviour at INSEAD, says "intuitively it felt that the company would either do extremely well or very badly. But it was not clear whether anyone could have predicted which way it would go. I became fascinated by Vivendi’s top management team’s composition, which was so homogeneous one could feel the situation turn out excessively well, or be a complete fiasco - one extreme or the other." ]]></description> 
                  <guid>http://knowledge.insead.edu/TeamDiversity080106.cfm</guid> 
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              <title>Relationship building: A key driver for securing repeat business</title> 
                  <link>http://knowledge.insead.edu/celerant080102.cfm?vid=144</link> 
	              <pubDate>Tue, 04 Mar 2008 11:42:36 GMT</pubDate>
                  <description><![CDATA[ A study of consulting firm Celerant has found that relationship building is key to bringing in repeat business which accounts for up to 70 per cent of its revenues each year. <br>
<br>
The study of Celerant Consulting, conducted by INSEAD Professor of Organisational Behaviour Tom D’Aunno, also found that 91 per cent of clients surveyed would like to work with Celerant again. ]]></description> 
                  <guid>http://knowledge.insead.edu/celerant080102.cfm?vid=144</guid> 
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              <title>The value creation imperative</title> 
                  <link>http://knowledge.insead.edu/valuecreation080103.cfm?vid=20</link> 
	              <pubDate>Tue, 04 Mar 2008 11:45:41 GMT</pubDate>
                  <description><![CDATA[ It's been just over 400 years since a Dutch company became the first organisation to sell shares and became publicly traded. By 2007, more than one billion people owned a stake in the world's companies worth more than $75 trillion. <br>
<br>
<br>
Kevin Kaiser, INSEAD Affiliate Professor of Finance, says that's a dramatic change from the days when monarchs and dictators owned everything and used their country's resources for their good alone. Now, we own the companies as shareholders and Kaiser says that has a number of consequences. ]]></description> 
                  <guid>http://knowledge.insead.edu/valuecreation080103.cfm?vid=20</guid> 
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              <title>The Experience Trap</title> 
                  <link>http://knowledge.insead.edu/TheExperienceTrap080201.cfm?vid=17</link> 
	              <pubDate>Tue, 04 Mar 2008 11:47:39 GMT</pubDate>
                  <description><![CDATA[ When companies look for a manager, they should look for experience, right? <br>
<br>
Well, maybe not. INSEAD professors Kishore Sengupta and Luk Van Wassenhove say their research has revealed what they call the 'experience trap.' "Conventional wisdom holds that as we do more things more often, we learn from experience and get better and better, and what we found in our research was that actually some of it may not be the case," Sengupta says. ]]></description> 
                  <guid>http://knowledge.insead.edu/TheExperienceTrap080201.cfm?vid=17</guid> 
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              <title>Microsoft's Courtois: Using technology to tackle climate change</title> 
                  <link>http://knowledge.insead.edu/EBSmicrosoftclimatechange080302.cfm?vid=26</link> 
	              <pubDate>Thu, 27 Mar 2008 05:03:32 GMT</pubDate>
                  <description><![CDATA[ Tackling climate change for Europe is 'an incredible opportunity to innovate and compete with the rest of the world.' That's the view of Microsoft International President Jean-Philippe Courtois. Technology can help by linking entrepreneurs to academics, venture capitalists and big business, Courtois says. ]]></description> 
                  <guid>http://knowledge.insead.edu/EBSmicrosoftclimatechange080302.cfm?vid=26</guid> 
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              <title>Networking is vital for successful managers</title> 
                  <link>http://knowledge.insead.edu/contents/Ibarra.cfm?vid=95</link> 
	              <pubDate>Thu, 22 Mar 2007 05:19:28 GMT</pubDate>
                  <description><![CDATA[ INSEAD Professor of Organisational Behaviour Herminia Ibarra says managers who neglect to build their networks risk failing or remaining stuck in middle management. "What you know is who you know," she says. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Ibarra.cfm?vid=95</guid> 
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              <title>The employee value proposition: Be an employer of choice</title> 
                  <link>http://knowledge.insead.edu/contents/Black.cfm</link> 
	              <pubDate>Wed, 18 Apr 2007 05:19:28 GMT</pubDate>
                  <description><![CDATA[ A lot of companies talk about being an employer of choice, but as competition for talent heats to a boil, Stewart Black, INSEAD Affiliate Professor of Organisational Behaviour, says executives have to do more than give the concept lip service. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Black.cfm</guid> 
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              <title>Innovation: Using externally-oriented or 'X' teams can prove a winning strategy</title> 
                  <link>http://knowledge.insead.edu/contents/Bresman.cfm</link> 
	              <pubDate>Thu, 23 Aug 2007 12:36:46 GMT</pubDate>
                  <description><![CDATA[ Good teams can often fail when it comes to innovation. That’s the message from a new book by INSEAD Assistant Professor Henrik Bresman and MIT Professor Deborah Ancona. The reason such teams fail is not because of a lack of talent or they can’t work together, but because they don’t take into account external stakeholders and conditions. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Bresman.cfm</guid> 
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              <title>Talent Management: Building and sustaining a strong talent pipeline</title> 
                  <link>http://knowledge.insead.edu/contents/stahl.cfm</link> 
	              <pubDate>Thu, 27 Sep 2007 10:42:36 GMT</pubDate>
                  <description><![CDATA[ Best practices only work in a given context, says Günter Stahl, INSEAD Associate Professor of Organisational Behaviour. "So what works for one company may not work for another." That's one of the key findings of The Global Human Resource Research Alliance, a study of best practices in talent management on which Stahl was a lead researcher. It investigated the processes and practices of 37 multinational companies, selected on the basis of their international scope, long-term performance and reputation. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/stahl.cfm</guid> 
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              <title>Meeting the sustainability challenge: HCL Technologies</title> 
                  <link>http://knowledge.insead.edu/ILSSustainabilityHCL080503.cfm?vid=43</link> 
	              <pubDate>Thu, 08 May 2008 05:01:06 GMT</pubDate>
                  <description><![CDATA[ Corporate India is just as committed as Europe and the United States to sustainability, asserts Vineet Nayar, CEO of HCL Technologies Ltd.<br>
<br>
Indian businessmen are global businessmen - they are not isolated in India, he says. And the entire economy is global so you just cant say the economy is isolated. <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/ILSSustainabilityHCL080503.cfm?vid=43</guid> 
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              <title>CEO view: Ben Verwaayen of BT</title> 
                  <link>http://knowledge.insead.edu/ILSCEOVerwaayenBT080502.cfm?vid=44</link> 
	              <pubDate>Thu, 08 May 2008 05:04:38 GMT</pubDate>
                  <description><![CDATA[ Sustainability is becoming an increasingly hot topic in business circles, but when it comes to grasping the sense of urgency surrounding the issue, many of the current generation of business leaders arent very good at getting it. Thats according to the outgoing CEO of BT plc, Ben Verwaayen. <br>
<br>
Business has to play a focal role in sustainability, he says, adding its in the interest of businesses to take the issue seriously.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/ILSCEOVerwaayenBT080502.cfm?vid=44</guid> 
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              <title>The transcultural leader: Carlos Ghosn, CEO of Renault, Nissan</title> 
                  <link>http://knowledge.insead.edu/ILSTransculturalLeaderGhosn080501.cfm?vid=45</link> 
	              <pubDate>Thu, 08 May 2008 05:07:42 GMT</pubDate>
                  <description><![CDATA[ I think one of the basics of transcultural leadership is empathy, says Carlos Ghosn, the man who is credited with turning around major Japanese car maker Nissan. <br>
<br>
I would say even though the term today is not very popular, love the country and love the culture in which you are in. And try to learn about its strengths, dont focus on the weaknesses, and make sure that all the people you are transferring with you are of the same opinion. <br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/ILSTransculturalLeaderGhosn080501.cfm?vid=45</guid> 
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              <title>The brand is the business</title> 
                  <link>http://knowledge.insead.edu/BrandIsTheBusiness080407.cfm</link> 
	              <pubDate>Wed, 23 Apr 2008 12:02:31 GMT</pubDate>
                  <description><![CDATA[ Today more than half of the total stock market value of corporations lies in intangible assets such as brands  The brand is the business. This statement by Shelly Lazarus, chairman and CEO of Ogilvy & Mather Worldwide at the World Effie Festival 2008, sums up why brand building is important for companies. In this climate of the brand imperative, advertising gurus converged on Singapore for the conference which celebrates advertising effectiveness.  ]]></description> 
                  <guid>http://knowledge.insead.edu/BrandIsTheBusiness080407.cfm</guid> 
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              <title>Cross-cultural negotiations: Avoiding the pitfalls</title> 
                  <link>http://knowledge.insead.edu/CrossCulturalNegotiations080408.cfm?vid=39</link> 
	              <pubDate>Wed, 23 Apr 2008 12:13:22 GMT</pubDate>
                  <description><![CDATA[ When entering into negotiations, we should always take into account cultural factors such as the educational or religious background of the person sitting across the table, but, says INSEAD professor Horacio Falcao, many people both underestimate and overestimate the cross-cultural aspects. ]]></description> 
                  <guid>http://knowledge.insead.edu/CrossCulturalNegotiations080408.cfm?vid=39</guid> 
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           <item> 
              <title>Crisis communications: The emergence of stakeholder media</title> 
                  <link>http://knowledge.insead.edu/CrisisCommunications080609.cfm?vid=54</link> 
	              <pubDate>Wed, 25 Jun 2008 07:40:40 GMT</pubDate>
                  <description><![CDATA[ When Le Monde exclaimed in a front-page headline: Danone prepares to shed 3,000 <br>
<br>
jobs in Europe, including 1,700 in France, on January 10, 2001, Danone -- Frances national champion and one of Europes biggest food and beverage firms -- faced a major crisis. The announcement led to public and political protests, and a massive boycott of Danones products. Mark Hunter, INSEAD Adjunct Professor and a former investigative journalist, says suddenly Danone, the most respected company in France, found themselves facing not only a social (or labour) crisis but also a societal crisis, unlike any other  We think they underestimated the extent of the forces that were facing them  and the impact of certain stakeholder groups on the outcome of the crisis. <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/CrisisCommunications080609.cfm?vid=54</guid> 
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           <item> 
              <title>The Momentum Effect: Mobilising brainpower for efficient growth</title> 
                  <link>http://knowledge.insead.edu/TheMomentumEffect080607.cfm?vid=52</link> 
	              <pubDate>Wed, 25 Jun 2008 07:46:16 GMT</pubDate>
                  <description><![CDATA[ INSEAD professor Jean-Claude Larréché reveals the secret to delivering growth that is both efficient and sustainable.<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/TheMomentumEffect080607.cfm?vid=52</guid> 
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              <title>Can leadership withstand the ravages of a crisis?</title> 
                  <link>http://knowledge.insead.edu/LeadershipinCrisis081216.cfm?vid=156</link> 
	              <pubDate>Wed, 17 Dec 2008 05:19:11 GMT</pubDate>
                  <description><![CDATA[ The sudden collapse of Lehman Brothers and the fall of AIG have not just shaken the financial community to its core, which has sent reverberations worldwide, its leaders have also come under fire.<br>
<br>
<br>
But there's more to these highly-publicised institutional collapses than meets the eye, according to Subramanian Rangan, Associate Professor of Strategy and Management at INSEAD.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/LeadershipinCrisis081216.cfm?vid=156</guid> 
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              <title>Afghanistan's media battleground</title> 
                  <link>http://knowledge.insead.edu/Afghanmediabattleground081226.cfm</link> 
	              <pubDate>Tue, 30 Dec 2008 08:17:52 GMT</pubDate>
                  <description><![CDATA[ Six years ago television was banned in Afghanistan and its single national radio station was Taliban-run.  ]]></description> 
                  <guid>http://knowledge.insead.edu/Afghanmediabattleground081226.cfm</guid> 
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              <title>It Starts with One: Changing individuals changes organisations</title> 
                  <link>http://knowledge.insead.edu/ItStartsWithOne080705.cfm?vid=75</link> 
	              <pubDate>Wed, 30 Jul 2008 09:47:26 GMT</pubDate>
                  <description><![CDATA[ Small and large businesses have been searching for decades for the holy grail of organisational change: the perfect way to motivate employees to change their old ways for what management (or consultants!) deem to be better, new ones. The prevailing wind of change is a “top down” change of an organisation’s structure or reward system. Some experts espouse putting a “champion” in the executive suite to drive and implement change down to the lowest rung of the corporate ladder. The notion – get a big gun upstairs to push change to the organisational depths. <br>
<br>
<br>
<br>
INSEAD professors Stewart Black and Hal Gregersen take a fresh approach in their book ‘It Starts With One’, believing that an organisation changes only as fast and as far as the front-line individuals implementing that change. Therefore, they need to be considered first, in the change paradigm. <br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/ItStartsWithOne080705.cfm?vid=75</guid> 
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              <title>CEO view: Fadi Ghandour of Aramex</title> 
                  <link>http://knowledge.insead.edu/CEOviewAramex080801.cfm</link> 
	              <pubDate>Tue, 26 Aug 2008 05:58:00 GMT</pubDate>
                  <description><![CDATA[ The Aramex story – that of a small player in the Middle East rising to compete against the biggest companies in the global transportation and logistics market – has been heralded by Thomas L. Friedman in his book The World is Flat as a model for companies benefiting from the ‘flattening’ of the world through globalisation – the levelling of the economic field and the destruction of barriers to entry, opening the door wide for individuals or companies anywhere in the world to collaborate or compete globally.<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/CEOviewAramex080801.cfm</guid> 
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              <title>Intergroup leadership: a unifying force</title> 
                  <link>http://knowledge.insead.edu/IntergroupLeadership080807.cfm?vid=78</link> 
	              <pubDate>Tue, 26 Aug 2008 05:58:51 GMT</pubDate>
                  <description><![CDATA[ As the name suggests, intergroup leadership involves a fair amount of interaction among team members. On paper, it may look simple enough, but in reality, it’s a lot harder to put into practice.<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/IntergroupLeadership080807.cfm?vid=78</guid> 
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              <title>The CIO role: new skills needed</title> 
                  <link>http://knowledge.insead.edu/CIONewSkillsNeeded080805.cfm?vid=81</link> 
	              <pubDate>Wed, 27 Aug 2008 07:54:46 GMT</pubDate>
                  <description><![CDATA[ In today’s knowledge-based economy, the functions of the chief information officer (CIO) are becoming increasingly complex and multi-dimensional. And while some CIOs are already starting to assume leadership roles, recent studies have revealed a real need for education and training in order for CIOs to obtain the skill sets required to move into leadership positions.  ]]></description> 
                  <guid>http://knowledge.insead.edu/CIONewSkillsNeeded080805.cfm?vid=81</guid> 
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              <title>The changing face of the CIO</title> 
                  <link>http://knowledge.insead.edu/ChangingFaceCIO080802.cfm?vid=81</link> 
	              <pubDate>Wed, 27 Aug 2008 07:57:18 GMT</pubDate>
                  <description><![CDATA[ As CEOs increasingly turn to technology to help them cope with a rapidly changing business environment, chief information officers (CIOs) are no longer simply ‘the IT guys’. Increasingly, they are expected to play a more strategic role. According to the 2008 ASEAN CIO Leadership Study – based on a survey of some 160 CIOs in six Southeast Asian countries - CIOs are finding that this change in responsibilities also means that a new set of skills is required to carry out the job. ]]></description> 
                  <guid>http://knowledge.insead.edu/ChangingFaceCIO080802.cfm?vid=81</guid> 
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              <title>Opportunities and risks in magazine publishing</title> 
                  <link>http://knowledge.insead.edu/OpportunitiesRisksPublishing080909.cfm</link> 
	              <pubDate>Tue, 30 Sep 2008 03:59:34 GMT</pubDate>
                  <description><![CDATA[ Setting up a new magazine is perhaps riskier now than ever before as more and more people turn to the internet for news and entertainment. Of the thousands of magazines launched each year, most fail and only some 25 per cent survive the first year, says Chris Fodor, who has three decades of experience in magazine publishing. <br>
<br>
Still, this has not stopped either Fodor or Jasper Becker, a former Beijing bureau chief with Hong Kong newspaper, the South China Morning Post, from defying the odds and setting up their own magazines. ]]></description> 
                  <guid>http://knowledge.insead.edu/OpportunitiesRisksPublishing080909.cfm</guid> 
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              <title>CEO view: Wolfgang Prock-Schauer of India’s Jet Airways</title> 
                  <link>http://knowledge.insead.edu/CEOJetAirways.cfm?vid=85</link> 
	              <pubDate>Tue, 30 Sep 2008 04:13:00 GMT</pubDate>
                  <description><![CDATA[ As the aviation industry faces its biggest crisis in recent history because of high fuel prices and the economic slowdown, airlines are forced to do business differently as they seek to trim operating costs ruthlessly to brace themselves for tough times ahead.<br>
<br>
“Jet Airways is working on all areas to streamline operations including cutting loss-making routes,” says Wolfgang Prock-Schauer, CEO of Jet Airways, India's largest private airline. India’s aviation industry lost $1 billion last financial year ending March 2008 and it expects to lose another $2 billion this financial year. Jet Airways’ fuel bills have increased by $50 million a month.  ]]></description> 
                  <guid>http://knowledge.insead.edu/CEOJetAirways.cfm?vid=85</guid> 
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              <title>Error management: A pre-emptive move that can reap long-term gains</title> 
                  <link>http://knowledge.insead.edu/ErrorManagement080906.cfm?vid=87</link> 
	              <pubDate>Tue, 30 Sep 2008 04:16:56 GMT</pubDate>
                  <description><![CDATA[ Dave Hofmann, Associate Dean and Professor of Organisational Behaviour at the University of North Carolina, thinks that error management is underrated, and says that has the effect of hurting the organisation where it matters. ]]></description> 
                  <guid>http://knowledge.insead.edu/ErrorManagement080906.cfm?vid=87</guid> 
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              <title>Improving organisations through performance feedback</title> 
                  <link>http://knowledge.insead.edu/PerformanceFeedback080903.cfm</link> 
	              <pubDate>Tue, 30 Sep 2008 04:18:24 GMT</pubDate>
                  <description><![CDATA[ Performance feedback plays an important role in indicating when a firm needs to change its management strategy. It doesn’t, however, indicate just what this new strategy should be, and firms do not always respond appropriately, says Henrich Greve, INSEAD Professor of Entrepreneurship and Organisational Behaviour.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/PerformanceFeedback080903.cfm</guid> 
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              <title>Surfing on rocks with ‘Miss Daisy’</title> 
                  <link>http://knowledge.insead.edu/MissDaisy081113.cfm?vid=135</link> 
	              <pubDate>Fri, 21 Nov 2008 04:03:03 GMT</pubDate>
                  <description><![CDATA[ ‘A journey of a thousand miles must begin with a single step,’ goes the ancient Chinese proverb. The modern-day, Peter Schindler version goes: ‘A journey of 21,000 kilometers in a yellow sports car starts with a slightly eccentric Swiss national, driven to explore the Chinese countryside.’ ]]></description> 
                  <guid>http://knowledge.insead.edu/MissDaisy081113.cfm?vid=135</guid> 
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              <title>Planting the seeds of success in the desert: Lipton's tea factory in Dubai</title> 
                  <link>http://knowledge.insead.edu/Plantingseedsofsuccess090119.cfm</link> 
	              <pubDate>Thu, 22 Jan 2009 08:43:10 GMT</pubDate>
                  <description><![CDATA[ For many people, tea manufacturing conjures up images of tea pickers in Asia or Africa, with tea leaves being plucked at plantations and brought to a nearby factory for processing. Unilever's decision to build a tea factory in the desert of Dubai in the United Arab Emirates is therefore not what one would expect to see, especially as it involves a major multinational company. ]]></description> 
                  <guid>http://knowledge.insead.edu/Plantingseedsofsuccess090119.cfm</guid> 
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              <title>Levelling the playing field for small businesses</title> 
                  <link>http://knowledge.insead.edu/LevellingThePlayingField081006.cfm</link> 
	              <pubDate>Thu, 30 Oct 2008 07:44:00 GMT</pubDate>
                  <description><![CDATA[ For the past five years, 32-year-old entrepreneur Majid El Jarroudi has been managing the four companies which he founded – Algoconsult, Immokey, Sezam Café and the social enterprise Jeunes Enterpreneurs de France (JEF), a non-governmental organisation which helps youths in suburban Paris set up businesses. He was trying to “make a good living” by building the first three, while making an impact on society through Jeunes Entrepreneurs. ]]></description> 
                  <guid>http://knowledge.insead.edu/LevellingThePlayingField081006.cfm</guid> 
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              <title>Navigating the downturn: Lenovo CEO Bill Amelio</title> 
                  <link>http://knowledge.insead.edu/BillAmelioonLenovo090128.cfm</link> 
	              <pubDate>Wed, 28 Jan 2009 08:40:58 GMT</pubDate>
                  <description><![CDATA[ The economic crisis is forcing businesses everywhere to make hard decisions - what’s important is remaining agile and keeping an eye on the future, says Bill Amelio, CEO of Lenovo Group.   ]]></description> 
                  <guid>http://knowledge.insead.edu/BillAmelioonLenovo090128.cfm</guid> 
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              <title>Seeing eye to eye in business negotiations</title> 
                  <link>http://knowledge.insead.edu/eyecontactinbusinessnegotiations090217.cfm?vid=183</link> 
	              <pubDate>Thu, 19 Feb 2009 08:49:48 GMT</pubDate>
                  <description><![CDATA[ With expressions like 'out of sight, out of mind', one would make a natural assumption that there's a lot to be gained from direct face-to-face communication ]]></description> 
                  <guid>http://knowledge.insead.edu/eyecontactinbusinessnegotiations090217.cfm?vid=183</guid> 
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              <title>How much diversity is too much?</title> 
                  <link> http://knowledge.insead.edu/howmuchdiversityistoomuch081201.cfm?vid=45</link> 
	              <pubDate>Tue, 02 Dec 2008 09:25:27 GMT</pubDate>
                  <description><![CDATA[ For French carmaker Renault, diversity – men and women, young and old, engineers and non-engineers, different nationalities – means increased creativity, imagination and performance. "Whenever we have a problem we cannot solve, we put together a cross-functional team and I am always amazed at the solutions they come up with," says Carlos Ghosn, President and CEO of Renault and Nissan.  ]]></description> 
                  <guid> http://knowledge.insead.edu/howmuchdiversityistoomuch081201.cfm?vid=45</guid> 
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              <title>Social entrepreneurship emerging in India but needs are massive</title> 
                  <link>http://knowledge.insead.edu/Indiasocialentrepreneurship081215.cfm</link> 
	              <pubDate>Wed, 17 Dec 2008 04:21:32 GMT</pubDate>
                  <description><![CDATA[ Social entrepreneurship in India has progressed significantly over the last decade. More and more people are using entrepreneurial skills in building sustainable enterprises for profit and non-profit to effect change in India, says Deval Sanghavi, a former investment banker and now president of Dasra. Based in Mumbai, Dasra is a non-profit organisation which bridges the gap between those investing in social change and those spearheading the changes.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/Indiasocialentrepreneurship081215.cfm</guid> 
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              <title>Effecting change management: a reality with the LingHe Simulation?</title> 
                  <link>http://knowledge.insead.edu/Linghechangemanagement081215.cfm?vid=159</link> 
	              <pubDate>Wed, 17 Dec 2008 05:06:56 GMT</pubDate>
                  <description><![CDATA[ With China's business environment undergoing fast and significant change - partially driven by the introduction of information and communication technologies into business relationships - managers now need to be more effective than ever in implementing change within their organisations. ]]></description> 
                  <guid>http://knowledge.insead.edu/Linghechangemanagement081215.cfm?vid=159</guid> 
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              <title>What to do when everything changes: Mastering high uncertainty in start-ups</title> 
                  <link>http://knowledge.insead.edu/UncertaintyStartUp080703.cfm</link> 
	              <pubDate>Wed, 30 Jul 2008 09:08:15 GMT</pubDate>
                  <description><![CDATA[ Israel has a thriving high-technology startup sector, which is based on world-class expertise and entrepreneurial talent. But nobody is perfect and even these sophisticated venture companies can improve in their management of uncertainty. When faced with risks and uncertainty, most high technology start-ups in Israel’s telecom industry carry out too much planning and then tend to adopt an insufficiently flexible stance. Conversely, the start-up companies facing low uncertainty appear to make too little diligent planning. ]]></description> 
                  <guid>http://knowledge.insead.edu/UncertaintyStartUp080703.cfm</guid> 
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              <title>Unshackling the ‘double bind’ of the female leader</title> 
                  <link>http://knowledge.insead.edu/DoubleBindFemaleLeader080708.cfm?vid=76</link> 
	              <pubDate>Wed, 30 Jul 2008 09:27:17 GMT</pubDate>
                  <description><![CDATA[ According to Robin Ely, a Professor of Organisational Behavior at Harvard Business School, women often end up in a ‘double bind’. “If they try to enact the traits that are seen as ‘leaderly’ – and these tend to be the traits that are more associated with idealised images of masculinity – they tend to be respected for that, but not necessarily liked. Whereas if they take up a more stereotypically female role of being nurturing and caretaking, they may be liked but not necessarily respected.” <br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/DoubleBindFemaleLeader080708.cfm?vid=76</guid> 
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              <title>“Diversity is not diversity is not diversity”</title> 
                  <link>http://knowledge.insead.edu/DiversityIsNotDiversity080706.cfm?vid=77</link> 
	              <pubDate>Wed, 30 Jul 2008 09:41:02 GMT</pubDate>
                  <description><![CDATA[ Measuring diversity in terms of broad demographic categories such as gender, race or age fails to take into account the underlying dynamics that can play a more decisive role within groups of people – diversity in attitudes, skills, knowledge and power, for example. “It’s hard to just say ‘oh, there’s a group whose members vary in their age’ and to really understand what that dynamic will be,” says Katherine Klein, Professor of Management at Wharton.  ]]></description> 
                  <guid>http://knowledge.insead.edu/DiversityIsNotDiversity080706.cfm?vid=77</guid> 
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           <item> 
              <title>Taking leadership research global</title> 
                  <link>http://knowledge.insead.edu/LeadershipResearchGlobal080707.cfm</link> 
	              <pubDate>Wed, 30 Jul 2008 09:43:41 GMT</pubDate>
                  <description><![CDATA[ The global dimension of leadership is becoming a key area of interest for leadership research, says Cristina Escallon, director of the INSEAD Leadership Initiative, speaking on the sidelines of the first INSEAD-Wharton Research Conference on Leadership.<br>
<br>
<br>
<br>
Most leadership research around the world is based on US-centric models, be it US companies or American leaders. This is because the US is where most academic developments have taken place in this field over the last couple of decades. “But the world has moved on and we need to ensure a much more representative description and understanding of leadership,” Escallon told INSEAD Knowledge. <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/LeadershipResearchGlobal080707.cfm</guid> 
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              <title>A hive of social activity: where French entrepreneurs benefit from collective intelligence</title> 
                  <link>http://knowledge.insead.edu/Frenchsocialentrepreneurs090427.cfm</link> 
	              <pubDate>Thu, 30 Apr 2009 12:18:49 GMT</pubDate>
                  <description><![CDATA[ Behind the doors at no. 84 rue de Jemmapes along St Martin’s Canal in Paris, social entrepreneurs are busy working on their own and with one another to find ‘innovative solutions’ aimed at bringing about change in society.<br>
<br>
“We wanted to create a collective workspace where social entrepreneurs could meet and exchange best practices and ideas,” says Charlotte Hochman, co-founder and co-ordinator of La Ruche, or ‘The Beehive’ in English. “It is open to anyone proposing an innovative solution to a social or ecological challenge.”<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/Frenchsocialentrepreneurs090427.cfm</guid> 
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              <title>How to stimulate creativity? Go live abroad</title> 
                  <link>http://knowledge.insead.edu/Howtostimulatecreativity090612.cfm</link> 
	              <pubDate>Fri, 12 Jun 2009 08:17:02 GMT</pubDate>
                  <description><![CDATA[ People who live abroad are more creative; and the more time they spend away from home, the more creative they become. That’s according to a recent study done by William Maddux, an assistant professor of organisational behavior at INSEAD. ]]></description> 
                  <guid>http://knowledge.insead.edu/Howtostimulatecreativity090612.cfm</guid> 
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              <title>The quest for authenticity</title> 
                  <link>http://knowledge.insead.edu/Manfred-quest-for-authenticity-090824.cfm?vid=296</link> 
	              <pubDate>Mon, 31 Aug 2009 03:27:01 GMT</pubDate>
                  <description><![CDATA[ After writing books on business and leadership for years, Manfred Kets de Vries has turned his attention to four of the main tenets of life, which have a profound impact on each of us. <br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/Manfred-quest-for-authenticity-090824.cfm?vid=296</guid> 
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              <title>The dark side of trust</title> 
                  <link>http://knowledge.insead.edu/contents/Networking-trust-madoff-090824.cfm?vid=293</link> 
	              <pubDate>Mon, 31 Aug 2009 03:33:24 GMT</pubDate>
                  <description><![CDATA[ By and large, trust is a good thing. But there can also be too much of a good thing. One needs to look no further than the scandal involving disgraced Wall Street financier Bernard Madoff to appreciate the detrimental effects of misguided or excessive trust, for which there are dire consequences. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Networking-trust-madoff-090824.cfm?vid=293</guid> 
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              <title>Why women mean business</title> 
                  <link>http://knowledge.insead.edu/Womenomics090323.cfm?vid=202</link> 
	              <pubDate>Mon, 30 Mar 2009 09:20:03 GMT</pubDate>
                  <description><![CDATA[ Business leaders ignore gender issues at their peril. That's the view of CEO of gender consultancy 20-First and INSEAD alumna Avivah Wittenberg-Cox. In a new book, 'Why Women Mean Business', Wittenberg-Cox and her co-author Alison Maitland say organisations that become savvy about 'womenomics' will win in the war for the best talent and leadership and the war for customers. ]]></description> 
                  <guid>http://knowledge.insead.edu/Womenomics090323.cfm?vid=202</guid> 
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              <title>Steering the MBA: how Chinese schools are looking to create well-rounded programmes</title> 
                  <link>http://knowledge.insead.edu/contents/ChinaBizSchools.cfm?vid=192</link> 
	              <pubDate>Mon, 30 Mar 2009 06:15:50 GMT</pubDate>
                  <description><![CDATA[ The numbers speak for themselves. When China first introduced an MBA programme in 1991, only 90 students signed up. Last year, an estimated 25,000 enrolled in China’s business schools. Choices are aplenty, with more than 100 such schools in China alone.<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/ChinaBizSchools.cfm?vid=192</guid> 
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           <item> 
              <title>Social media analysis: a new way of listening</title> 
                  <link>http://knowledge.insead.edu/contents/networking-social-media-090902.cfm</link> 
	              <pubDate>Wed, 02 Sep 2009 09:51:06 GMT</pubDate>
                  <description><![CDATA[ Social networking is a fast-growing online trend that is changing the media landscape, particularly in the way in which consumers and companies interact with each other. These sites enable community participation and include blogs, discussion forums, social network sites such as Facebook and Twitter, as well as consumer review sites. No editor is required, which means the content is not controlled and publishing costs are always near zero. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/networking-social-media-090902.cfm</guid> 
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              <title>How Obama used social networking tools to win</title> 
                  <link>http://knowledge.insead.edu/contents/HowObamausedsocialnetworkingtowin090709.cfm</link> 
	              <pubDate>Fri, 10 Jul 2009 11:04:13 GMT</pubDate>
                  <description><![CDATA[ In his bid to help Barack Obama become the 44th President of the United States, Scott Goodstein spearheaded the use of new social networking and mobile media platforms, harnessing technological innovations to expand the audience base for the Obama campaign. <br>
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                  <guid>http://knowledge.insead.edu/contents/HowObamausedsocialnetworkingtowin090709.cfm</guid> 
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              <title>Exploring new terrain: the travel portal that's leading the pack in India</title> 
                  <link>http://knowledge.insead.edu/iXiGO.comswinningstrategy090707.cfm</link> 
	              <pubDate>Tue, 21 Jul 2009 03:51:59 GMT</pubDate>
                  <description><![CDATA[ iXiGO.com has the rare combination of a passionate team with an idea that is not only innovative but also timely. The travel search engine was launched in a market where Indian online travel agents had received more than 100 million US dollars in venture funding.  ]]></description> 
                  <guid>http://knowledge.insead.edu/iXiGO.comswinningstrategy090707.cfm</guid> 
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              <title>The art of the deal: Is ethics in the picture?</title> 
                  <link>http://knowledge.insead.edu/INSEAD-knowledge-ethics-in-negotiations-110221.cfm</link> 
	              <pubDate>Tue, 01 Mar 2011 08:00:11 GMT</pubDate>
                  <description><![CDATA[ Can you walk away from the negotiating table with a contract in your pocket and your ethics intact? This is the third and final installment in a series of articles on value negotiation from INSEAD professor Horacio Falcao.  ]]></description> 
                  <guid>http://knowledge.insead.edu/INSEAD-knowledge-ethics-in-negotiations-110221.cfm</guid> 
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              <title>A new perspective for the age of networks</title> 
                  <link>http://knowledge.insead.edu/networking-challenges-kleindorfer-090813.cfm</link> 
	              <pubDate>Thu, 13 Aug 2009 10:41:43 GMT</pubDate>
                  <description><![CDATA[ The rise of international networks and globalisation have created a dilemma for business: companies need global networks to access resources and markets to be competitive, but the networks themselves present great risks. ]]></description> 
                  <guid>http://knowledge.insead.edu/networking-challenges-kleindorfer-090813.cfm</guid> 
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              <title>Global careers in academia: following the ideas</title> 
                  <link>http://knowledge.insead.edu/contents/business-schools-careers-090804.cfm</link> 
	              <pubDate>Tue, 04 Aug 2009 09:51:39 GMT</pubDate>
                  <description><![CDATA[ Although Wall Street may be feeling battered and bruised from the financial crisis, if you want a career in teaching business, you should still consider heading for the US at some point. That was the consensus view among INSEAD PhD programme graduates taking part in the school’s 20th reunion celebration at its Europe campus.   ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/business-schools-careers-090804.cfm</guid> 
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              <title>The changing role of business schools in a global world</title> 
                  <link>http://knowledge.insead.edu/contents/business-schools-global-090804.cfm</link> 
	              <pubDate>Tue, 04 Aug 2009 09:54:30 GMT</pubDate>
                  <description><![CDATA[ Globalisation is changing the way businesses operate and, in turn, is forcing business educators to evaluate the insights they’re imparting to MBA students and executives. Furthermore, the global recession has led to a re-think of the role of business schools in a global world, raising the curtain on a slew of new issues which need to be addressed. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/business-schools-global-090804.cfm</guid> 
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              <title>Enrich your social capital with the right networks</title> 
                  <link>http://knowledge.insead.edu/contents/Enrichyoursocialcapitalwiththerightnetworks090615.cfm?vid=256</link> 
	              <pubDate>Mon, 15 Jun 2009 10:09:14 GMT</pubDate>
                  <description><![CDATA[ Networking is not all that it’s cracked up to be; in fact it can even be downright harmful, so says Martin Gargiulo, an associate professor of organisational behaviour at INSEAD and expert on social network analysis.   ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/Enrichyoursocialcapitalwiththerightnetworks090615.cfm?vid=256</guid> 
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              <title>Collaborating for results</title> 
                  <link>http://knowledge.insead.edu/Collaboratingforresults090520.cfm?vid=249</link> 
	              <pubDate>Mon, 15 Jun 2009 10:13:55 GMT</pubDate>
                  <description><![CDATA[ As much as we think that collaboration makes good business sense, there are times where it can go horribly wrong, so says Morten Hansen, a Professor of Entrepreneurship at INSEAD. ]]></description> 
                  <guid>http://knowledge.insead.edu/Collaboratingforresults090520.cfm?vid=249</guid> 
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              <title>Leadercast: Patrick Kron, CEO of Alstom</title> 
                  <link>http://knowledge.insead.edu/LeadercastwithPatrickKron090615.cfm?vid=257</link> 
	              <pubDate>Mon, 15 Jun 2009 10:16:21 GMT</pubDate>
                  <description><![CDATA[ In what has been called one of the more successful corporate turnarounds of all time, Patrick Kron, Chairman and CEO of Alstom reveals how he managed to deliver the previously-troubled company from a commercial crisis. <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/LeadercastwithPatrickKron090615.cfm?vid=257</guid> 
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              <title>Online social networking and the economic crisis</title> 
                  <link>http://knowledge.insead.edu/Socialnetworkingop-ed081215.cfm</link> 
	              <pubDate>Fri, 17 Apr 2009 07:56:34 GMT</pubDate>
                  <description><![CDATA[ In the fallout of the global financial meltdown, it’s difficult to think of a positive side to the economic crisis. But it actually might be good news for Web 2.0 social networking.<br>
<br>
<br>
<br>
It would reasonable to predict that social networking sites like LinkedIn, Plaxo, Ning — and even Facebook — will see their membership ranks soar in coming weeks and months as widespread insecurity drives people to connect with others to boost their social capital.  ]]></description> 
                  <guid>http://knowledge.insead.edu/Socialnetworkingop-ed081215.cfm</guid> 
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              <title>INSEAD at 50: The defining years</title> 
                  <link>http://knowledge.insead.edu/contents/insead-50-years-091027.cfm?vid=332</link> 
	              <pubDate>Wed, 28 Oct 2009 04:47:07 GMT</pubDate>
                  <description><![CDATA[ The enduring idea on which INSEAD was founded came from the man considered to be one of the founders of the venture capital industry, Georges Doriot, a French-born, naturalised American who had both studied and taught at Harvard Business School. ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/insead-50-years-091027.cfm?vid=332</guid> 
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              <title>Terrorism in Asia: still a threat</title> 
                  <link>http://knowledge.insead.edu/terrorism-asia-threat-091119.cfm</link> 
	              <pubDate>Mon, 23 Nov 2009 10:01:02 GMT</pubDate>
                  <description><![CDATA[ When Noordin Mohammad Top, the chief suspect in July’s suicide bomb attacks on  luxury hotels in Jakarta was killed during a police raid in Central Java in September, the feeling of relief in Indonesia and Southeast Asia was almost palpable.<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/terrorism-asia-threat-091119.cfm</guid> 
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              <title>Polling the wisdom of the people</title> 
                  <link>http://knowledge.insead.edu/stereotypes-muslim-gallup-100209.cfm?vid=384</link> 
	              <pubDate>Tue, 09 Feb 2010 10:35:00 GMT</pubDate>
                  <description><![CDATA[ “There is a lot of information, but it’s sometimes more noise than knowledge,” says Dalia Mogahed, referring to the lack of accurate information on the real views of Muslims, and the ensuing misunderstanding between the Western and Muslim worlds. ]]></description> 
                  <guid>http://knowledge.insead.edu/stereotypes-muslim-gallup-100209.cfm?vid=384</guid> 
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              <title>Human capital: the challenges facing Asia</title> 
                  <link>http://knowledge.insead.edu/contents/organisations-human-capital-091009.cfm?vid=323</link> 
	              <pubDate>Fri, 09 Oct 2009 12:17:51 GMT</pubDate>
                  <description><![CDATA[ While the economic downturn is a key focus for many c-level executives, the need to attract and retain talent remains an important issue. This is all the more so in Asia where developing countries such as China and India are helping to drive the world’s economic recovery.  ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/organisations-human-capital-091009.cfm?vid=323</guid> 
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              <title>Why MBAs should not sign the Harvard Business School oath</title> 
                  <link>http://knowledge.insead.edu/contents/csr-mba-hbs-oath-091125.cfm?vid=342</link> 
	              <pubDate>Thu, 26 Nov 2009 04:46:03 GMT</pubDate>
                  <description><![CDATA[ Harvard MBAs have proposed that all MBA students sign an oath. The oath can be found on http://mbaoath.org/take-the-oath.  It pledges, among other things, to “contribute to the well-being of society” and to “create sustainable economic, social and environmental prosperity worldwide.” ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/csr-mba-hbs-oath-091125.cfm?vid=342</guid> 
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              <title>Why an MBA oath?</title> 
                  <link>http://knowledge.insead.edu/contents/csr-mba-oath-091125.cfm?vid=342</link> 
	              <pubDate>Thu, 26 Nov 2009 04:47:14 GMT</pubDate>
                  <description><![CDATA[ Business schools have become an easy target as the butt of jokes about the causes of the current economic crisis. A recent segment on ‘The Daily Show,’ an American satirical television programme, explored the theme of MBAs being to blame for the crisis and the MBA oath as a possible remedy. Its presenter feigned surprise that not all students were willing to sign up to an oath that said: “I will act with utmost integrity and pursue my work in an ethical manner.” No doubt the view that MBAs would have difficulty in making such a commitment is more widespread and yet it seems such a straightforward commitment to make. So in answer to the question, ‘why an MBA oath?’, one response surely must be: ‘Why not?’ Why should it be so difficult for MBAs to commit to behaving ethically?<br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/contents/csr-mba-oath-091125.cfm?vid=342</guid> 
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              <title>Doing business in China: the importance of guanxi</title> 
                  <link>http://knowledge.insead.edu/strategy-siemens-china-091016.cfm?vid=319</link> 
	              <pubDate>Tue, 20 Oct 2009 03:45:57 GMT</pubDate>
                  <description><![CDATA[ It is virtually impossible to do business in China without some level of guanxi or relationship. The question is: just how much guanxi is needed? <br>
 <br>
“In China, if you want to do business, always remember there is one channel that is the formal channel, and another that is the informal channel. You need to combine them together; either one is not enough,” says Luo Jar-Der, a professor of sociology at Tsinghua University in Beijing. <br>
<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/strategy-siemens-china-091016.cfm?vid=319</guid> 
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              <title>Diversity in the workplace: how it affects the bottom line</title> 
                  <link>http://knowledge.insead.edu/leadership-diversity-100127.cfm?vid=370</link> 
	              <pubDate>Fri, 29 Jan 2010 03:25:30 GMT</pubDate>
                  <description><![CDATA[ Be it male-female or multi-cultural, diversity is an offshoot of today’s global economy, the workforce more and more reflecting society’s make-up. But with unemployment having increased since the economic crisis, corporate diversity targets - in the developed world, at least- are in jeopardy, with the remaining workforce left largely unmotivated, disillusioned, and prepared to jump ship at the next job offer. How can companies cope? And can maintaining workforce diversity be an asset or a liability to the bottom line in this environment?<br>
 ]]></description> 
                  <guid>http://knowledge.insead.edu/leadership-diversity-100127.cfm?vid=370</guid> 
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