School of Management

Centennial College

The International Conference on Business Case

Research (ICBCR 2016)

Hong Kong

CONFERENCE BROCHURE

December 12-14, 2016

Centennial College

An Independent College Established by The University of

Hong Kong

https://www.centennialcollege.hku.hk/ icbcr2016

Contents

Welcome Note ........................................................................................................................... 1

Reflections on the Definition of Management as a Liberal Art: MLA 2.0 ................................ 2

Assembled by Prof. Joseph A. Maciariello .................................................................... 2

Conference Program .................................................................................................................. 4

Keynote Speeches ...................................................................................................................... 6

Prof. Thomas A. Horan .................................................................................................. 6

Mr. Sunny Wong ............................................................................................................ 7

Mr. David Yeung ........................................................................................................... 9

Moderator Prof. Royce Yuen ................................................................................................... 10

Site Visit................................................................................................................................... 11

Session Schedules .................................................................................................................... 13

Access to Venue ....................................................................................................................... 18

Address…………………………… ............................................................................ 18

How to Get to Graduate House……… ........................................................................ 18

HKU Campus Map .................................................................................................................. 19

Floor Plans of Graduate House ................................................................................................ 20

1

Welcome Note

The School of Management at Centennial College is pleased to host the first International

Conference on Business Case Research (ICBCR), which focuses on “Management and

Innovation” and “Drucker’s Legacy in the 21st Century Management”, between December 12

and 14, 2016. The conference is fully supported by a grant from the Research Grants Council

of the Hong Kong Special Administrative Region, China (UGC/IDS12/14).

Globalization and technological advancement have blurred national borders in modern

business. Companies around the world face intense competition from local and global players.

To sustain competitiveness, effective management and innovation have become two major

trends of modern management. At ICBCR, scholars, government officials and industrial

leaders from around the world will exchange ideas and share their experience and expertise.

Professor Peter F. Drucker, also honored as “the founder of modern management,” was a

leader in the development of management education. His writings lay the philosophical and

practical foundations of modern business corporations. Professor Drucker was interested in

exploring how humans were organized across the business, government, and non-

profit sectors. He invented the concepts of “management by objectives”, “self-control” and

“knowledge-worker”. His writings have predicted many major developments of the late 20th

century, including privatization and decentralization, the rise of Japan to an economic world

power, and the emergence of the information society with its necessity of lifelong learning.

Some of his ideas are reflected in the papers submitted from around the world for this

conference. Most of these papers will be presented in the conference’s four parallel sessions

in Management as a Liberal Art, Corporate Social Responsibility, Sustainability and Social

Enterprises; Innovation in Management and Entrepreneurship; New Frontiers in Finance,

Information Management and Marketing; and Macro-Economics, Capital Market, National

and Industrial Policy.

In these three days, let us all learn from each other and be inspired to reach new horizons in

modern management.

ICBCR 2016

2

Reflections on the Definition of Management as a Liberal Art:

MLA 2.0

Assembled by Prof. Joseph A. Maciariello August 4, 2016

“We do not know yet precisely how to link the liberal arts and management. We do not know

yet what impact this linkage will have on either party — and marriages, even bad ones,

always change both partners.” — Drucker, Teaching the Work of Management, Fall 1988.

“Management is thus what tradition used to call a liberal art: “liberal” because it deals with

the fundamentals of knowledge, self knowledge, wisdom, and leadership; “art” because it is

practice and application. Managers [should] draw on all the knowledge and insights of the

humanities and the social sciences—on psychology and philosophy, on economics and

history, on ethics as well as on the physical sciences. But they have to focus this knowledge

on effectiveness and results — on healing a sick patient, teaching a student, building a

bridge, designing and selling a “user-friendly” software program." — Drucker, The New

Realities: In Government and Politics/in Economics and Business/in Society and World View,

1989.

Peter Drucker’s writings have as their overall purpose the development of a functioning

society. This is the broader domain for The Practice of Management as a Liberal Art.

“A functioning society must always be capable of organizing the tangible reality of the social

order. It must master the material world, make it meaningful and comprehensible for the

individual, and it must establish legitimate social and political power. No society can function

unless it gives the individual member social status and function, and unless the decisive

social power is legitimate power. The former establishes the basic frame of social life: the

purpose and meaning of society. The latter shapes the space within the frame: it makes

society concrete and creates its institutions. If the individual is not given social status and

function, there can be no society but only a mass of social atoms flying through space without

aim or purpose. And unless power is legitimate, there can be no social fabric; there is only a

social vacuum held together by mere slavery or inertia.” — Drucker, January 31, The Daily

Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done, 2004.

Legitimate power stems from the same basic belief of society regarding man’s nature and

fulfillment [emphasis mine] on which the individual’s social status and function rest. Indeed,

legitimate power can be defined as rulership which finds its justification in the basic ethos of

society.” — Drucker, A Functioning Society: Community, Society, and Polity in the Twentieth

Century, 2011.

3

Drucker assumes the Christian concept of man’s nature. For example, in a passage from his

1942 article in the Virginia Law: “The only basis of freedom is the Christian concept of

man’s nature: imperfect, weak, a sinner, and dust destined for dust; yet made in God’s image

and responsible for his actions.” — Drucker, Virginia Law Review, Autumn 1949.

http://www.vqronline.org/essay/freedom-industrial-man

The conversion of The Practice of Management as a Liberal Art to the Confucian concept of

man’s nature should contrast the assumptions of this concept of man’s nature whenever it is

relevant in Drucker’s work.

In summary, The Practice of Management as a Liberal Art is focused upon the human being.

We end this definition with a quote from Drucker on the human being within organizations

and society:

“[T]he one theme that runs through all my books, from the earliest to the latest is that of the

freedom, the dignity, the status of the person in modern society, the role and function of

organization as instrument of human achievement, human growth and human fulfillment, and

the need of the individual for both, society and community.” — Drucker, “Reflections of a

Social Ecologist,” Society, May/Jun92, Vol. 29 Issue 4, p57.

Management as a Liberal Art vs. Management and the Liberal Arts

Management as a Liberal Art (MLA) differs from Management and the Liberal Arts in that

MLA seeks to integrate the practice of management and the liberal arts (paragraph two

above), whereas Management and the Liberal Arts presents the liberal arts separately from

the practice of management.

The integration of the liberal arts and management as Drucker states in paragraph one above

is ongoing.

Prof. Joseph A. Maciariello was a colleague of Prof. Peter Drucker’s

for 26 years and taught Prof. Drucker’s courses to reduce his teaching

load. He coauthored The Daily Drucker and The Effective Executive in

Action with Prof. Peter Drucker. He is the Marie Rankin Clarke

Professor of Social Science and Management Emeritus at The Peter F.

Drucker and Masatoshi Ito Graduate School of Management.

4

Conference Program

Time Function Speaker(s) Venue

Monday, December 12, 2016

16:00-18:00 Conference Registration Graduate

House HKU

Tuesday, December 13, 2016

8:30-9:15 Conference Registration

Wang Gungwu Theatre

Graduate House HKU

9:15-10:00

Welcome Speech

Prof. William Lee, President, Centennial College, Hong Kong

10:00-10:45 Distinguished

Keynote Speech

Prof. Thomas Horan, Dean, Drucker-Ito School of Management, Claremont Graduate University, USA

10:45-11:20 Keynote Speech

Mr. Sunny Wong, Executive Director, Tibet Water Resources Ltd., Hong Kong; Former Chairman, Carlsberg Greater China

11:20-11:40 Panel Discussion

Moderator: Prof. Royce Yuen, CEO, MaLogic, Hong Kong Speakers: Prof. Thomas Horan and Mr. Sunny Wong

11:40-12:00 Coffee Break

12:00-12:40 Keynote Speech Mr. David Yeung, Founder, Green Monday, Hong Kong

Wang Gungwu Theatre

Graduate House

13:00 - 14:45 Lunch Buffet

5

15:00 - 16:30

Parallel Sessions

Session A: Management as a Liberal Art, Corporate Social Responsibility, Sustainability and Social Enterprises

Rm P6-02 Graduate

House

Session B: Innovation in Management and Entrepreneurship

Rm P6-01 Graduate

House

15:00-17:00

Session C: New Frontiers in Finance, Information Management and Marketing

Rm P5-01 Graduate

House

Session D: Macro-Economics, Capital Market, National and Industrial Policy

Rm P5-03 Graduate

House

16:30-17:00 Coffee Break for Sessions A & B

17:00-17:30 Coffee Break for Sessions C & D

17:00-19:00

Parallel Sessions

Session A: Management as a Liberal Art, Corporate Social Responsibility, Sustainability and Social Enterprises

Rm P6-02 Graduate

House

Session B: Innovation in Management and Entrepreneurship

Rm P6-01 Graduate

House

17:30-19:00

Session C: New Frontiers in Finance, Information Management and Marketing

Rm P5-01 Graduate

House

Session D: Macro-Economics, Capital Market, National and Industrial Policy

Rm P5-03 Graduate

House

Wednesday, December 14, 2016

Site Visit, Networking and Sharing

6

Keynote Speeches

Prof. Thomas A. Horan

Henry Y. Hwang Dean, Drucker-Ito School of Management, Claremont Graduate University, USA

Distinguished Keynote Speech: Managing Change in the Drucker Way

Abstract

This presentation will focus on managing change, drawing on the works and ideas of Peter

Drucker. The point of departure will be the Drucker leadership arc, which considers a

spectrum of change management: from self, to organization, and to society. As such, the

presentation will outline how managing change includes interpersonal, group, organizational

and societal dimensions. There are different dynamics operating at these different levels, and

understanding the effectiveness of various change strategies requires a broad perspective and

skill set. What Drucker called the “management as a liberal art” perspective provides the

intellectual template for determining and making specific changes and does so in a manner

that is ever mindful of the purpose of the organization in society.

Prof. Thomas A. Horan is Henry Y. Hwang Dean of the Drucker-

Ito School of Management at Claremont Graduate University

(CGU). Prof. Horan has also co-directed the university’s big data

and innovation/creativity initiatives. Since becoming Drucker

School Dean in 2015, he has led the school’s development of new

programs in creative industries, supply-chain and logistics, high-

tech management, and The Drucker Leadership Arc. Prof. Horan’s

own work has been at the intersection of management and

technology. He has approximately 25 years of experience in

designing, implementing and evaluating technologies in private

businesses and public organizations. Prof. Horan has over 130

publications, including two books. Prof. Horan’s work has been

featured at the US White House and his research has been sponsored by numerous

organizations.

7

Mr. Sunny Wong

Executive Director, Tibet Water Resources Ltd., Hong Kong Former Chairman, Carlsberg Greater China

Keynote Speech: Do the Right Things

Abstract

It is a phenomenon in today’s business world that the success of leaders is dictated by their

achievements benchmarked against pre-set KPIs. During the mid-90s, Carlsberg, the

multinational beer company, struggled to make an impact in China primarily due to its

narrow focus on its core brand and relying too much on hard KPIs. Carlsberg acknowledged

its failure and by early 00s, it introduced a series of “other than KPIs” approaches.

From the “Go West” strategy to the “multi-brand” concept, Carlsberg has proved that

achieving business goals consistently requires a combination of (1) performance KPIs, (2)

ethical practices, and (3) cultivation of employee and partner relationships. Furthermore, the

key factors of (a) building a harmonious workforce and (b) fostering leadership with

sensitivity are driving the company’s rapid expansion with high-impact business results in

China.

Drawing on his experience as former Carlsberg Greater China CEO, Sunny will share how

and why he was able to secure 59 brewery acquisitions in a short span of 15 years. To Sunny,

leadership requires management to maintain a delicate balance of being fully accountable for

key business activities and being genuinely committed to the employees’ welfare and

wellbeing.

Sunny Wong is the Executive Director of Tibet Water Resources

Ltd., a listed company on the Hong Kong Stock Exchange. He was

the senior advisor to Carlsberg Asia from April to November 2014.

From September 2011 to March 2014, he was the Chairman of

Carlsberg Greater China. Apart from the role as Chairman and

CEO during the period from 2006 to 2014, Sunny was also the

chief of the M&A team. He set the strategic M&A plan for

Carlsberg’s long-term development in China and led a team from

identifying potential targets, negotiation, closing of deals to post-

acquisition activities. The team has since 2002 successfully

acquired 59 breweries in twelve provinces in China and increased

the production plants from 1 to 60, with a total workforce up to 15,000. Carlsberg’s local

brands in these provinces hold either number 1 or 2 market share position in their provinces

and have strong distribution networks. Sunny also led the commercial team to significantly

improve the business of Carlsberg brand in China through the launch of Carlsberg Chill in

2006. It was one of the most successful line extension projects since the first launch of

Carlsberg brand in Asia in the 60’s. The sales of total Carlsberg in China in 2014 were about

8

7 times of those in 2006. This made Carlsberg the 2nd largest brand in the international

premium segment in the China beer market. Sunny has a strong and successful background of

more than 30 years’ experience in the China FMCG industry and has more than 25 years’

experience in the China beer market and was working for top international beer companies

Carlsberg and Bass Brewers.

Sunny graduated from Hong Kong Baptist College (now Hong Kong Baptist University) in

1978, majoring in business management and received an MBA (full time) degree from Bath

University, UK in 2001. Since 2009, Sunny has been actively delivering talks on various

topics of leadership to the government and business institutions, universities and secondary

schools in Hong Kong. He is now also mentor of the students and graduates of some

universities in Hong Kong.

9

Mr. David Yeung

Founder, Green Monday, Hong Kong

Keynote Speech: Food Innovation & Global Sustainability

Abstract

Tackling climate change and global food security has never been more urgent and

challenging. With animal agriculture being a major contributor to global warming, it is not

exaggerating to say that fixing the food industry is fixing the world’s sustainability, health,

and social problems. In order to change how people eat and how resources are utilized, plant-

based food start-ups are making use of innovative business models and cutting-edge

technologies, ushering in a new era of the Food 2.0 movement. They are showing the world

that food can be made more eco-friendly, more nutritious and healthier without

compromising the taste. The steady growth of this sector shows that consumers and

businesses can be unified in achieving common good and creating a brighter future for all.

Perched at the forefront of the green economy, Green Monday adopts a unique approach that

engages everyone and synchronizes behavior change globally. In this session, the speaker

will share his insights on aligning business profits with environmental interests, and the

individual’s role on fixing our common problems.

David Yeung is a noted environmental advocate and founder of

Green Monday, an innovative social venture that takes on climate

change, food insecurity, health issues and animal welfare with a

diverse platform that shifts individuals, communities, and

corporations towards sustainable, healthy, and mindful living.

Under Green Monday, Mr. Yeung launched Green Common – the

world’s first plant-based green living destination – to introduce a

revolutionary food and lifestyle experience. The movement of

Green Monday has now spread to over 15 countries, with 1.6

million people practicing Green Monday at its Hong Kong base.

Awards and recognitions won by Green Monday and Mr. Yeung include “50 Most Innovative

Companies,” “100 Most Creative People in China,” “Asia 100 Pioneers”, “Ten

Outstanding Young Persons Hong Kong” and “Best Idea of the Year”. He is also the author

of a number of best-selling books on Zen wisdom and mindfulness. Mr. Yeung is a graduate

of Columbia University and a Director of Search Inside Yourself Leadership Institute

(SIYLI), the Hong Kong AIDS Foundation and the Hong Kong Buddhist Association.

10

Moderator

Prof. Royce Yuen

CEO, MaLogic, Hong Kong

Prof. Royce Yuen is synonymous with “Branding” in Hong Kong.

He is the CEO of MaLogic, a consulting firm with global

footprints that offers innovative business solutions by integrating

brand strategies, research insights and big data analytics.

Prof. Yuen was formerly the Chairman of Ogilvy Hong Kong and

Southern China. In his capacity as Chairman of the HK4As from

2005 to 2010, he was acting as the spokesperson for the creative

industry in Hong Kong.

Prof. Yuen has been lecturing marketing and branding at MBA level for over 15 years across

Hong Kong and mainland China. He was a Council Member of the HK Trade Development

Council from 2010 to 2015 and has also been a Council Member of The Hong Kong

Academy for Performing Arts since 2011. He is also a Vetting Committee Member of the

SME Development and BUD Fund.

Prof. Yuen is the Vice-Chairman of Plan International HK which is an NGO focusing on

serving underprivileged children and also a member of the board of governance for the Peter

F. Drucker Academy in Hong Kong.

He is a frequent speaker at international conferences and a certified trainer for corporate

leadership and change management.

Prof. Yuen was conferred University Fellow by The Hong Kong Polytechnic University and

appointed by the HKSAR as a Justice of the Peace.

11

Site Visit

LKK Health Products Group, Hong Kong

Established in 1992, LKK Health Products Group (LKKHPG) is a modern conglomerate with

diversified business scopes. Its operations span from R&D, production, sales and services of

Chinese herbal health products, TCM plantation management and sales of raw Chinese

medicinal materials, to mobile internet platform and related products and services, as well as

property investment. The Group has a global presence, with subsidiaries in China, Malaysia,

Singapore, and Canada. It had approximately 4,800 employees as of 30 June 2016.

In 1992, LKKHPG descried the tremendous prospects of Chinese herbal health products and

established Infinitus (China) Company Ltd., With "Infinitus" as its core brand, Infinitus

(China) has been adhering to its mission of "advocating the premium Chinese health regimen

and nurturing healthier lives with balance, affluence, and harmony" and intensively engaging

in R&D, production, sales and services of Chinese herbal health products. As of 2016,

Infinitus has expanded in several countries and become a transnational brand. The value of

the brand was rated at RMB 36.889 billion by the World Brand Lab in 2014.

With a forward-looking management approach, the Group has constantly invested in R&D

and technological innovation for new product development and management models. Since

2015, the Group has extended to diversified businesses.

To meet the growing needs of raw Chinese medicinal material around the globe, LKKHPG

established Naturale (China) Pharma Co., Ltd., which mainly specializes in TCM plantation

management and sales of raw Chinese medicinal materials. It is dedicated to providing high-

quality, effective and authentic raw Chinese medicinal ingredients and root slices.

To keep up with the trend of the time, LKKHPG set up HeHa Digital Health Limited, striving

to develop various mobile-related products and services, such as HeHa App, a mobile internet

platform for health information sharing, HeHa Dao Health Wristband, and HeHa Qi Health

Manager, devices that can help users to monitor their health condition and develop healthy

habits. In particular, HeHa Qi Health Manager is well recognized by top university hospitals

worldwide. It has been adopted by the Brigham and Women’s Hospital of Harvard University,

as well as the Medical School of National Taiwan University, as a data collection device for

their clinical research work.

Inheriting the spirit of Constant Entrepreneurship, LKKHPG has also established Infinitus

Property Investment (Hong Kong) Limited to expand in property investment and successively

acquired several properties located in golden miles of modern cities. The expansion not only

supports the rapid business development of the Group, but also provides professional asset

management and financial support for the Group.

Being a member of Lee Kum Kee Group, a century-old globally renowned ethnic Hong Kong

enterprise, LKKHPG embraces its unique core values of “Si Li Ji Ren”, which literally means

“the interests of all of us should be considered before taking any actions”. Together with the

12

Autopilot Leadership Model, and Constant Entrepreneurship, the Group has established its

pioneering position in the healthcare industry. It is also well recognized for its continuous

care about different stakeholders and its fulfillment as a corporate citizen. It has gained

numerous awards for its corporate social responsibility issued by different organizations in

consecutive years.

13

Session Schedules

Venue/Time Parallel Sessions

Rm P6-02 Graduate House

Session A

Management as a Liberal Art, Corporate Social Responsibility, Sustainability and Social Enterprises

Dec 13, 2016 15:00-19:00

Tripartite Collaborative Model of iEnterprise: A Case Study for

Impact Investment

Ilex K. K. Lam, iEnterprise Foundation, Hong Kong

Innovative Service Design to Create an Inclusive Taxi Industry - A

Case Study of Diamond Cab

Anna Tsui and Kevin Au, The Chinese University of Hong Kong, Hong

Kong

Zambia Open University: A Shining Social Entrepreneurial Dream

Chiselebwe Ng'andwe, The University of Zambia, Zambia

“Company With No Boss” – How Start-Up Community Changes

Traditional Corporate Hierarchy Structure

Ka Shing Lit, Censpot Trading Corporation Limited, Hong Kong

From Management to Governance: A Philosophical Analysis of the

Innovation in Human Resources

Hui Dong and Bing Chen, Huazhong University of Science and

Technology, China

Sharpe Energy Inc.: Ethical Contracting

Wonyong Oh, University of Calgary, Canada and Young Kyun Chang,

Sogang University, South Korea

Inclusive Growth for Sustainable Development: Bangladesh

Perspective

Md. Shah Alam, University of Rajshahi, Bangladesh

A Subjectivist Approach to Innovation Management

Tony Fu-Lai Yu, Hong Kong Shue Yan University, Hong Kong

Sustainable Service Supply Chain Management

Helen S.Y. Chen, Kee-Hung Lai and Edwin T.C. Cheng, The Hong

Kong Polytechnic University, Hong Kong

14

Venue/Time Parallel Sessions

Rm P6-01 Graduate House

Session B

Innovation in Management and Entrepreneurship

Dec 13, 2016 15:00-19:00

Management Control in the Innovation Process - A Success Factor?

Klas Sundberg, Dalarna University, Sweden

The Effects of Culture on Entrepreneurial Innovation: A Comparative

Study of Japan and the United States

Jessica Nga Ting Lam, Hong Kong Shue Yan University, Hong Kong

Innovation Is the Least Management

Phoenix Hok Man Wan, Youth Entrepreneur Warrior, Hong Kong

i-education: Relationship Management and Technology Innovation

Eva Chu and Eagle Chan, i-education, Hong Kong

Dust Production: From 3D Printing to 3D Printing Design - Creating a

New Creative Industry

Marco K. Chan, Dust Production Hong Kong Limited, Hong Kong

An Empirical Analysis on Factors Influencing Entrepreneurial

Intention

Jose Mamman and Harish Joshi, Manipal University, India

Biyao: Leading the Customer-to-Manufacturer Business Model

Innovation

Minyi Huang, Centennial College, Hong Kong

Early Challenges of a New Startup

Jacky Chan, Tailor-M, Hong Kong

Leveraging Architectural Knowledge Towards Platform Leadership:

The Case of Personal and Service Robotics

Giuliano Maielli, Queen Mary University of London, UK

15

Venue/ Time Parallel Sessions

Rm P5-01 Graduate House

Session C

New Frontiers in Finance, Information Management and Marketing

Dec 13, 2016 15:00-19:00

Do Leaders Affect Knowledge Management Practice? The Case of

Firms in Serbia

Sladjana Cabrilo and Rossana Leung, I-Shou University, Taiwan

Experiences With Planetary Organization

Stig Ottosson, Norwegian University of Science and Technology,

Norway

EDO & 巨浪大切 : Do What the Competitors Don’t Do, Brand in a

Specified Position to Be Outstanding – A Case Study

Ellis Wong, Kiu Fung Hong Ltd., Hong Kong

Impact of Succession Planning on Organisational Effectiveness With

Special Reference to Selected Indian Public Sector Banks

S. Saisachidhananda, Manipal University, India

The Impact of Supply Chain Resilience on Financial Performance:

Insights from Competitive Strategy Theory

Chunsheng Li and Christina W.Y. Wong, The Hong Kong Polytechnic

University, Hong Kong

Compensation Dispute of Delayed Order Fulfillment between

BENBO and Its Outsourcing Manufacturer – A Case Study

Gang Chen and Jingxuan Wang, Lingnan (University) College, Sun

Yat-sen University, China

Learning from the Best Creative Works

Hilda Chan, Leo Burnett Hong Kong, Hong Kong

The Modern Day Marketing, From Jewellery Industry Perspective

Kate Po, Kusion Jewellery, Hong Kong

Games Beyond Entertainment Purpose - A Case Study

Dixon Cheung, Fingerprint Studio Limited, Hong Kong

The Stock Market Reaction to the Launch of Smart Device-Based

Initiatives

Shuang Yang and Hugo K.S. Lam, Management School, University of

Liverpool , UK

Banking Users’ Adoption of e-Banking Services in Bihar

Abhishek Rao K.P. and Surya Mani, Manipal University, India

16

ASE's Hostile Takeover of SPIL

Shih-Chang Hung and Hsin-Yi Tseng, National Tsing Hua University,

Yung-Ching Tseng, Yuan Ze University, Taiwan

Venue/ Time Parallel Sessions

Rm P5-03 Graduate House

Session D

Macro-Economics, Capital Market, National and Industrial Policy

Dec 13, 2016 15:00-19:00

Distinctive Features on Sales and Marketing Management in

Education Sector

Christopher Chi Hang Sham, Tiga Buddies (Hong Kong) Co. Ltd.,

Hong Kong

The Effect of a Government Innovation Program on Firm-Level R&D:

The Case of SMEs in Korea

Heewon Lee, Seoul National University, South Korea

Mechanisms of Governing Information Infrastructure Building in

China’s Healthcare Industry

Mingzhi Li, Tsinghua University, China; Kai Reimers, RWTH Aachen

University, Germany; Bin Xie and Xunhua Guo, Tsinghua University,

China

Hearing Future: Insights of Audiological Advancements for Age-

Related Hearing Impairment

Annabelle Wong, Logital Co. Ltd, Hong Kong

Reliability of Pharma Logistics Service in India - A Study

Adithya D. Shetty, Manipal University, India

Cause and Effect Relationship Between Financial Derivatives and

Spot Market Volatility: A Case Study of Indian Capital Market

Raghavendra, Manipal University, India

A Philanthropist Psyche in Trepidation; Stakeholders Espousal CSR

in Restructuring Organizational Performances - In Reference to Indian

Banking Industry - A Research Paper

Harshit Eric Williams, Sam Higginbottom Institute of Agriculture,

Technology & Sciences, India

17

Dec 13, 2016 15:00-19:00

efin Recruiters: Sustaining Competitive Advantage in Indian

Recruitment Process Outsourcing Industry – A Case Study

Nakul Parameswar and Ashwani Singh, Indian Institute of

Technology Delhi, India; Rajat Malik, efin Recruiters, India; Sanjay

Dhir, Indian Institute of Technology Delhi, India

Relationship Between Macroeconomic Variables and Stock Market in

the Indian Context, 1992 – 2015

Subrahmanya Kumar N., Manipal University, India

A Study on Terrorism Susceptibility & Insurance Coverage

Requirements of Corporates – An Indian Scenario

Santosh Nayak, Manipal University, India

The Ecosystem of University-Industry Collaboration in Taiwan

Chun Ju Lin, National Taipei University of Business, Taiwan

GoGoVan: How Drucker's Insights on Entrepreneurship Resonated

With the Start-Up's Human Resources Approach

W. H. Lo, Centennial College, Hong Kong

Venue Poster Session

Graduate House

SC Storage: Driving Businesses Through Innovative Marketing and

Business Intelligence – A Case Study

Cinty Li, Centennial College, Hong Kong

A Study on Service Quality, Customer Satisfaction and Customer

Loyalty Towards Hotel Industry

S. Praveen Kumar, Madurai Kamaraj University, India

Big Data Analytics and Balanced Scorecard – A Case Study

Robert Lin, California State University, East Bay, USA

Legal Infrastructure for the Cooperative Logistics

Marta Katarzyna Kołacz, Erasmus University Rotterdam,

Netherlands and Wouter Verheyen, Erasmus University

Rotterdam, Netherlands/Odisee UC, Belgium

18

Access to Venue

Address

Graduate House, The University of Hong Kong, Pokfulam

No. 3 University Drive, HKU

Tel/WhatsApp: +852 6645 3350 (Available on 6 to 14 December 2016)

How to Get to Graduate House

1. By taxi: Tell the taxi driver “大學道香港大學研究生堂”, or “HKU Graduate House”.

Taxis can enter the campus from Kotewall Road onto University Drive and use the

drop-off point at Graduate House.

2. By MTR: Get off at HKU Station, take Exit A2 and ride the lifts to The University of

Hong Kong. When arrive at Upper University Street, walk towards Run Run Shaw

Building, then turn right and walk up a zig-zag slope, and Graduate House is across

the road.

3. By bus or minibus: Get off at the West Gate in front of Haking Wong Building on

Pokfulam Road, walk towards HKU MTR Station Exit A2. Then follow Route 2 to

Graduate House.

District Bus No. Green Minibus No.

Central 4, 4X, 7, 30X, 37A, 40M, 46X, 90B 22, 22S, 55

Admiralty 23, 37A, 40, 40M, 90B 10, 31

Kowloon 970, 970X

19

HKU Campus Map

20

Floor Plans of Graduate House