2010 - Montpellier Business School

Transcription

Groupe Sup de Co Montpellier Business School
Research Centre
Research Report 2010
Groupe Sup de Co Montpellier Business School
Research Centre
2300 Avenue des Moulins
34185 Montpellier Cedex 4, France
Tel.: +33 4 67 10 28 20
Fax: +33 4 67 45 13 56
www.cerom.org
Groupe Sup de Co Montpellier Business School – Research report 2010
TABLE OF CONTENTS
TABLES AND FIGURES SUMMARY
II
III
Introduction
1
1. Research at Groupe Sup de Co Montpellier Business School: governance body
1.1
Management of the Research Centre
2
2
2. The Research Centre
2.1
Introduction
2.2
Main research fields: from Entrepreneurship and Innovation
to Managerial Innovation
2.2.1 Entrepreneurship and Market Dynamics
2.2.2 Innovation and Organizational Dynamics
2.3
Members of the Research Centre
2.4
Editorial board members
2.5
Partnership with local universities
3
3
3. Intellectual contributions (discipline based scholarship)
3.1
Journal ranking
3.2
Synthesis of contributions
3.3
List of discipline-based peer reviewed journal articles
3.4
Books
3.5
Books chapters
3.6
Conference papers
6
6
6
8
9
9
10
4. Diplomas, nominations and awards
4.1
Doctoral theses and habilitations
4.2
Awards
15
15
15
5. Other research activities
5.1
Conferences and workshops
5.2
Visiting professors
16
16
17
6. Impact of research for practice
6.1
Intellectual contributions to practice
6.2
Invited speakers
6.3
Interviews in magazines, radio or TV
6.4
Conferences and events
6.4.1 Research-practitioner conferences
6.4.2 Week of sustainable development
6.4.3 Valorisation of company knowledge for research
18
18
18
19
19
19
19
19
Appendix
20
Appendix 1: Research faculty of Groupe Sup de Co Montpellier Business School
Appendix 2: Groupe Sup de Co Montpellier Business School Journal ranking
Appendix 3: Groupe Sup de Co Montpellier Business School Conference list
Appendix 4: Abstracts of accepted articles
3
3
3
4
5
5
20
22
24
26
II
TABLES AND FIGURES
Table 1: Members of the research committee
2
Table 2: Groupe Sup de Co Montpellier Business School research faculty in 2010
4
Table 3: Associate members of the research centre
5
Table 4: Discipline-based intellectual contributions 2004-2010 (overall statistics)
6
Table 5: Publications of articles 2007-2010
7
Table 6: Co-publications (PRJ)
7
Table 7: List of articles accepted
8
Table 8: Books
9
Table 9: Book chapters
9
Table 10: List of Conference papers (overall statistics)
10
Table 11: List of Conference papers (by geographical area)
10
Table 12: List of conference papers linked to cooperative agreements
13
Table 13: List of conference and workshops organized
16
Table 14: Articles in practitioner journals
18
Table 15: Practitioner books
18
Table 16: Chapters in practitioner books
18
Table 17: Working papers, reports
18
Table 18: Columns in daily newspapers and press reports
18
Figure 1: Research at Groupe Sup de Co Montpellier Business School – Governance
2
III
Word of the Dean of Groupe Sup de Co Montpellier Business School
In line with international quality standards, research and knowledge creation are
part of the core activity of a ‘Grande Ecole’ Business School in France. Since the
year 2000, Groupe Sup de Co Montpellier Business School promotes a spirit of
enterprising research, facilitates research based teaching and fosters the
valorisation of research for practice and teaching. According to his mission, the
central role given to research in development strategy resulted in a continuous
improvement of the academic level of the faculty, internationalization of research
activities, and quantitative & qualitative progress of scientific production.
Following the EPAS accreditation for its Master program in 2009, Groupe Sup de
Co Montpellier Business School obtains in April 2011 the AACSB accreditation
which rewards the academic quality of all its programs (Master Grande Ecole - ESC
Montpellier, Bachelor EIM, MBA) and activities.
After a decade of continuous improvement illustrated by a constant increase in terms of numbers and quality
of peer reviewed journal publication activity, Groupe Sup de Co Montpellier Business School achieves today a
strong international visibility. Reassessing his positioning, Groupe Sup de Co Montpellier Business School
evolves his research focus on specializing in the theme of Managerial Innovation. Convinced that value
creation and performance become more and more related to innovative and entrepreneurial behaviour of
leaders and managers in organizations, researching Managerial Innovation is an answer to the question on
how to evolve management practices. Managerial Innovation is defined as the ‘introduction in an
organization of new management practices and methods aiming to increase his overall performance’.
This is precisely the reason why Managerial Innovation will be for our business school the core issue in
educating future generations of managers able to introduce this spirit of innovation in organization. This new
positioning is rather a refinement of our pas research activities than a complete revolution. Replacing the
two former research fields (entrepreneurship and innovation), Managerial Innovation will serve as a sort of
meta theme which encloses the prior research activities of our research faculty. Managerial Innovation is to
become the matrix of research for the Groupe Sup de Co Montpellier Business School Managerial Innovation
Lab.
Dr. Didier Jourdan, Dean of Groupe Sup de Co Montpellier Business School
1
Introduction
The year 2010 marks the end of a development cycle leading to national
and international visibility of its research outcomes regarding two themes,
entrepreneurship and innovation. Two international accreditations
rewarded the quality of its research as a cornerstone of academic
excellence in a business school. Achievement of the faculty over the past
years is demonstrated by publications in top ranked journals, paper
presentations in internationally recognized conferences, organization of
conferences and workshops of European scope, and numerous awards of
excellence.
Today, Groupe Sup de Co Montpellier Business School has earned international recognition as illustrated by
the increase in terms of total numbers and quality of peer reviewed journal publications.
Considering intellectual contributions as a core responsibility of a business school, a total of 376 publications
(219 peer reviewed journal articles, 34 books, and 123 book chapters) were produced since 2004. The 2010
annual report confirms in particular recent efforts to increase the international impact of research. Today
64% of the articles are published in international peer reviewed journals.
In 2011, a new cycle will start streamlined by two main events. First, the research centre becomes a
member of Montpellier Research in Management, a scientific unit of university and Groupe Sup de Co
Montpellier Business School researchers certified by the French accreditation body AERES. Second, both
research fields will fusion into an interdisciplinary central theme which will federate the future research at
Groupe Sup de Co Montpellier Business School: Managerial Innovation.
This annual report presents the research activity and the main achievements of the Groupe Sup de Co
Montpellier Business School faculty in 2010.
Dr. Frank Lasch, Dean of Research
1
1. Research at Groupe Sup de Co Montpellier Business School: governance body
1.1 Management of the Research Centre
Headed by the Dean of Groupe Sup de Co Montpellier Business School, the governance of research consists
in a Scientific Committee (Conseil scientifique), two external research advisors (university full professors),
the Dean of research and four head of departments (Figure 1). The Scientific Committee is chaired by a
university professor and has 15 permanent members (Table 1).
Figure 1: Research at Groupe Sup de Co Montpellier Business School - Governance
Directed by Professor Frédéric Le Roy (University of Montpellier I), the Scientific Committee is the strategic
advisory board that provides the Dean with policy and orientations. The Scientific Committee consists of
colleges representing respectively the university partnership research centres of the Montpellier cluster
(ERFI, CR2M, and CREGOR), the administration (Dean, Dean of Research, Dean of Academic Affairs, Heads
of departments, and Research Advisors), the faculty, and the director of the University Montpellier I PhD
Committee (Table 1).
Table 1: Members of the research committee
2010
Dr. Frédéric Le Roy (President of Scientific Committee), Full professor at Montpellier I University
Dr. Didier Jourdan, Dean of Groupe Sup de Co Montpellier Business School
Dr. Pierre Batteau, Full professor at Aix-en-Provence University, research advisor at Groupe Sup de Co Montpellier
Business School
Dr. Daniel Serra, Full professor & Dean of Montpellier I University PhD Committee (Economy & Management)
Dr. Jean-Marie Boisson, Full professor at Montpellier I University
Dr. Patrick Sentis, Full professor at Montpellier II University & Dean of CR2M Research Centre
Dr. Frank Lasch (HDR), Associate professor & Dean of Research Groupe Sup de Co Montpellier Business School
Dr. Nassim Belbaly (HDR), Associate professor, Dean of Academic Affairs Groupe Sup de Co Montpellier Business
School
Dr. Calin Gurau (HDR), Associate professor at Groupe Sup de Co Montpellier Business School
Dr. Annabelle Jaouen (HDR), Associate professor at Groupe Sup de Co Montpellier Business School
Dr. Hind Benbya, Associate professor, Head of the Information Systems Department
Dr. Pierre Rostan, Assistant professor, Head of the Law Accounting and Finance Department
Dr. Frank Robert, Assistant professor, Head of Management Strategy Economics Human Res. Department
Agnès Le Bellac, Associate professor, Head of the Marketing Department
2
2. The Research Centre
2.1 Introduction
Groupe Sup de Co Montpellier Business School provides support to faculty through its Research Centre.
Founded in 2003, its core mission is to enhance research by giving purpose and structure to the research
activity of the faculty. It leads, organizes, coordinates and develops the scientific activities. The Research
Centre is managed by the Dean of Research following the strategic research orientations decided by the
Administrative Board and the Scientific Committee. Research at the business school combines research and
practice to foster research outcomes for stakeholders and practitioners (students, managers, entrepreneurs,
bankers, governments, etc.). Research themes span over the four departments and cover all the relevant
disciplines in management (Strategy, Marketing, Finance, Accounting, Entrepreneurship, Marketing, Human
Resources, Information Systems, etc.).
2.2 Main research fields: from Entrepreneurship and Innovation to Managerial Innovation
Research at Groupe Sup de Co Montpellier Business School is declined into two research fields:
Entrepreneurship & Market Dynamics (head of research field: Dr. Călin Gurău) and Innovation and
Organizational Dynamics (head of research field: Dr. Nassim Belbaly). Both research fields reflect the
focus toward faculty expertise, as well as the business reality and needs at the regional, national, European
and international level.
Over the past years, research has more and more integrated perspectives that meet current business needs
responding to managerial innovation topics. From 2011 on, entrepreneurship and innovation will fusion into
on interdisciplinary central theme entitled Managerial Innovation which will federate future research at
Groupe Sup de Co Montpellier Business School.
2.2.1 Entrepreneurship and Market Dynamics
Focused on the relationship between the firm and its economical environment, this area covers disciplines
like entrepreneurship, marketing, strategy and market finance.
Entrepreneurship: This area of research is focusing on the different topics related to small firms, and
particularly the strategy and the factors that determine their emergence, survival and development.
Research includes the different dimensions outlined by entrepreneurship research: the entrepreneur, the
organization and the environment. Entrepreneurship research uses a variety of levels of analysis, and
methods (qualitative and quantitative). Small firms, knowledge-intensive industries, emerging sectors
(biotechnology, information and communication systems, etc.) are given special attention. Other topics of
research are interfirm cooperation, collective strategies & strategic alliances, proximity effects,
entrepreneurship and the region, entrepreneurship support, etc. Research includes also comparative
analyses related to the theme of International entrepreneurship.
Market Dynamics: This area focused on market dynamics observes in particular market strategies of small
sized organizations, giving special attention to high-technology sectors (biotechnology, knowledge-based
industries). The market strategy is linked up with different research subjects: information systems
management, information and knowledge management, the company’s visibility on the internet and the ebusiness strategy, the company’s position regarding value creation, etc. The international and global
dimension of their activities is a very important aspect of high technology companies. The SMEs should take
into consideration and capitalize on the opportunities offered by the Central and East European economies in
transition and the developing Asian and South American countries.
2.2.2 Innovation and Organizational Dynamics
Focused on structural issues and the functioning of organizations, this research field concentrates on
information technologies, organizational systems, human resources, audit and controlling.
Information Systems Management: This area of research links up its subjects by combining: strategy,
technologies and organization. Media such as Internet technologies, integrated systems, CAD, etc. are the
basic research subjects on themes such as: management of IT implementation, appropriateness and
efficiency of information systems, knowledge management, norms and standards aiming the systems’
interoperability, new forms of organization and organizational change.
Organizational Dynamics: Research in this area is related to the governance issues, financing and
controlling. Research focuses on comparative analysis between the norms and the companies’ accounting
3
practice. The main subjects are: accounting and comparative audit practice, accounting harmonization, the
determining factors of a company’s accounting choices, the international accounting norms, etc.
2.3 Members of the Research Centre
In 2010, the Research Centre is composed of 33 permanent professors, five adjunct professors and 12
research assistants (Table 2 & Appendix 1, Research Faculty at Groupe Sup de Co Montpellier Business
School). Five professors are habilitated to supervise doctoral research (post-doctoral degree HDR,
Habilitation à diriger les recherches). Currently eleven foreign professors are part of the faculty (33,3%).
Table 2: Groupe Sup de Co Montpellier Business School Research faculty in 2010
Information Systems
Law, Accounting & Finance
Adjunct Professors
Adjunct Professors
Dr. Van Alstyn Marshall (Boston University/MIT Centre for
e-business, USA), Giuliani Philippe (PhD candidate),
Dr. Sentis Patrick (CR2M, U. Montpellier II)
Associate Professors
Dr. Barlette Yves, Dr. Belbaly Nassim (HDR),
Dr. Benbya Hind
Dr. Bagneris Jean-Charles, Dr. Bessieux-Ollier
Corinne, Dr. Givry Philippe, Dr. Alexander Groh,
Dr. Loubet Guylaine,
Assistant Professors
Dr. Khedhaouria Anis
Dr. Andrieu Guillaume, Dr. Ramzi Benkraiem,
Dr. Hoang Thi Hong Van, Dr. Rostan Pierre,
Dr. Vedel Benjamin
Management, Strategy, Economics & Human
Resources
Marketing
Adjunct Professors
Adjunct Professors
Dr. Le Roy Frédéric (ERFI, U. Montpellier I)
Dr. Thurik Roy (Erasmus University Rotterdam, NL)
Dr. Dana Léo-Paul (University of Canterbury, NZ)
Dr. Gundolf Katherine (HDR), Dr. Guyottot Olivier,
Dr. Jaouen Annabelle (HDR), Dr. Lasch Frank (HDR),
Dr. Gurău Călin (HDR), Le Bellac Agnès,
Dr. Bourdil Maryline, Dr. Cabrol Mathieu,
Dr. Joly Cédrine, Dr. Pascual-Espuny Céline,
Dr. Dufour Lucas, Dr. Géraudel Mickaël,
Dr. Robert Marc
Dr. Gherra Sandrine, Dr. Jaeck Mélanie,
Dr. Meyer Maryline, Dr. Missonier Audrey,
Dr. Nakara Walid, Dr. Robert Frank
Research assistants (PhD candidates Montpellier Research in Management)
Ben Tahar Yors (ERFI), Da Fonseca Marie Clémence (ERFI), Ghani Rahiane (ERFI), Gharbi Virginie (ERFI), Hamouti Rhizlane
(ERFI), Hani Mouhoub (ERFI), Jones Duncan Henri (CREGOR), Labied Najet (CREGOR), Mondelus Rose (ERFI), Nonet Guénola
(ERFI), Rivière Audrey (CREGOR), Zgoulli Saloua (CREGOR)
The Research Centre provides also support for faculty members without research objectives that produce
discipline based, practice-oriented or pedagogical intellectual contributions on an occasional basis
(‘Associate’ members of the Research Centre which are in majority professionally qualified faculty; Table 3).
Table 3: Associate members of the research centre
Dr. Philippe Becqué, Dr. Monique Roux-Guillemain
Management, Strategy, Economics & Human Resources
Paul Martin, Lionel Rivière, Dr. Jean-Marc Schoettl
Marketing
Christophe Dumazer, Dr. Hervé Hannin, Patrick Mahé, Dr. M’hamed Merdji, François-Xavier Théry,
Dr. Philippe Villemus
4
2.4 Editorial board members
Dr. Barlette Yves: Information and Management
Dr. Benbya Hind: International Journal of Knowledge Management
Dr. Dana Léo-Paul: Journal of International Business and Entrepreneurship Development; International Indigenous
Journal of Entrepreneurship, Advancement, Strategy & Education; The Contemporary Who’s Who; Journal of
International Entrepreneurship; International Journal of Management and Enterprise Development; Journal of
International Business & Entrepreneurship; Asia Pacific Journal of Management; International Journal of Management
Cases; Journal of East-West Business; Journal of Small Business & Entrepreneurship; Journal of Small Business and
Enterprise Development
Dr. Géraudel Mickaël: Journal of Small Business Management
Dr. Gundolf Katherine: International Journal of Entrepreneurial Venturing; Zeitschrift für KMU und Entrepreneurship
Dr. Jaouen Annabelle: Journal of Enterprising Communities
Dr. Lasch Frank: International Small Business Journal; Journal of Enterprising Communities, World Review of
Entrepreneurship Management and Sustainable Development; International Journal of Business and Globalization
Dr. Le Roy Frédéric: Finance Contrôle Stratégie
Dr. Thurik Roy: Small Business Economics; Service Industries Journal; Entrepreneurship Theory & Practice; Journal of
Marketing Channels; International Review of Retail Distribution and Consumer Research; International Review of
Entrepreneurship; Journal of Small Business and Enterprise Development; Journal of Small Business Management;
International Entrepreneurship and Management Journal; Journal of Business Venturing; Foundations and Trends in
Entrepreneurship; Entrepreneurship Research Journal.
2.5 Partnership with local universities
One of the specific features of the Groupe Sup de Co Montpellier Business School research strategy is
strategic alliances with local university research centres. Three cooperative agreements were signed in the
past (2003: ERFI, Equipe de Recherche sur la Firme et l’Industrie; 2007: CR2M, Centre de Recherche sur le
Management et les Marchés. Both affiliated to University of Montpellier I; 2009: CREGOR, Centre de
Recherche en Gestion des Organisations, affiliated to University of Montpellier II). The business school and
its partners organize together scientific events, create synergies (co-direction of PhD, co-publication of
research papers, etc.) and put in common resources.
In September 2009, the research faculty of Groupe Sup de Co Montpellier Business School posted together
with the three partnership research centres a common project responding to the future fusion of the three
existing universities in Montpellier into a single research university (University Montpellier Sud de France,
UMSF). This project of joining the forces in management research in Montpellier was positively evaluated by
the State Agency of Research and Teaching Evaluation (Aeres) on January 15, 2010. The Aeres habilitation
accredited the project to form a joint research unit entitled ‘Montpellier Research in Management, MRM’
(‘Equipe d’accueil’ EA 4557; www.mrm-umsf.fr).
5
3. Intellectual contributions (discipline based scholarship)
3.1 Journal ranking
The Groupe Sup de Co Montpellier Business School journal ranking is a strategic guidance for the research
faculty (Appendix 2, Journal ranking). It takes into account the most important current rankings of nationally
and internationally renowned institutions, universities and business schools (Association of Business Schools
Academic Journal Quality Guide, ABS; Association of Professors of Management in German speaking
countries, VHB; French CNRS journal list; Hartzing Journal Quality List; Katz entrepreneurship journal
ranking; Social Science Impact Factor, etc.).
The ranking is divided into three categories according to the reputation and the quality of each journal:
internationally top ranked journals (A), high quality national or international journal (B), and
other nationally or internationally renowned peer reviewed journals (C). Publications in journals
outside the ranking are marked in this report as “D-journals”. The journal list includes 242 journals (41 A, 83
B and 117 C journals). Similar to the journal ranking, the business school established a conference list
(Appendix 3, Conference list).
3.2 Synthesis of contributions
This report covers publications accepted between January and December 2010, listing the following
discipline-based intellectual contributions: peer reviewed journal articles (PRJ), books, book chapters,
editorials, book reviews, cases, and conference papers (Table 4).
2010: Maintaining the volume and quality of PRJ publications
While the scientific production remains relatively stable in total numbers, we observe a continuing trend of
increasing quality (part of international and high ranked PRJ articles). For the category peer reviewed
journals (PRJ) the main indicators of progress are…
- A stable number of top journal publications: One paper in A ranked and four in B international journals,
- A relative stability in terms of numbers of articles (39 compared to 44 in 2009 and 43 in 2008),
- An increasing international impact of research: 64,1% of all papers are published in international PRJ.
Table 4: Discipline based intellectual contributions 2004-2010 (overall statistics)
2004
2005
2006
2007
2008
2009
2010
2004-2010
Articles
10
19
34
30
43
44
39
219
Books
0
4
5
6
6
6
7
34
Book Chapters
2
9
23
20
26
28
15
123
Total
12
32
62
56
75
78
61
376
Editorials, book reviews
0
0
2
6
2
2
0
12
Cases
0
0
1
0
1
0
0
2
Conference papers
28
61
52
60
89
67
60
417
PhD
3
3
3
4
3
0
3
HDR
0
2
1
2
1
1
2
research faculty*
16
18
22
26
31
34
37
*Permanent Groupe Sup de Co Montpellier Business School faculty
(adjunct professors included; research assistants excluded)
PRJ articles using the Groupe Sup de Co Montpellier Business School journal ranking (Table 5):
- Compared to 2008 and 2009, the number of articles in top ranked journal (category A & B) remains
relatively stable (5 articles against 4 in 2009 and 6 in 2008), but grows from 3,3% to 12,9% since
2004.
- A growing part of international journal articles over the last 4 years (from 56,7% to 64,1%),
- Similar to 2008 and 2009, mostly all articles published in journals outside the ranking are published
internationally,
- Overall, 2010 confirms the internationalization of research outcomes observed over the past four years.
6
Table 5: Publication of articles 2007-2010
*articles outside the ranking
Rank
A
B
C
D*
Total
French journal
10 (25,6%)
4 (10,3%)
14 (35,9%)
2010
International journal
1 (2,6%)
4 (10,3%)
7 (17,9%)
13 (33,3%)
25 (64,1%)
Total
1 (2,6%)
4 (10,3%)
17 (43,6%)
17 (43,6%)
39 (100,0%)
Rank
A
B
C
D*
Total
French journal
1 (2,3%)
14 (31,8%)
2 (4,5%)
17 (38,6%)
2009
International journal
1 (2,3%)
3 (6,8%)
9 (20,5%)
14 (31,8%)
27 (61,4%)
Total
1 (2,3%)
4 (9,1%)
23 (52,3%)
16 (36,4%)
44 (100,0%)
Rank
A
B
C
D*
Total
French Journal
2 (4,7%)
8 (18,6%)
2 (4,7%)
12 (27,9%)
2008
International Journal
1 (2,2%)
5 (11,6%)
9 (20,9%)
16 (37,2%)
31 (72,1%)
Total
1 (2,3%)
7 (16,3%)
17 (39,5%)
18 (41,9%)
43 (100,0%)
Rank
A
B
C
D*
Total
French journal
5 (16,7%)
7 (23,3%)
1 (3,3%)
13 (43,3%)
2007
International Journal
1 (3,3%)
0 (0,0%)
8 (26,7%)
8 (26,7%)
17 (56,7%)
Total
1 (3,3%)
5 (16,7%)
15 (50,0%)
9 (30,0%)
30 (100,0%)
Co-authorships: A high level of integration in international research communities (Table 6)
Nine articles are single authored; four articles are co-authored with a Groupe Sup de Co Montpellier Business
School researcher and 26 with faculty members affiliated to other universities. The share of co-publications
in general increases over time and reaches its highest level in 2010 (76,9%). In addition to this, a growing
trend of co-authorship with external faculty members (from 40,0% in 2007 to 86,7% in 2010) reflects an
increase of academic reputation and a high level of integration into national or international research
communities.
The contribution of the adjunct professors to the overall scientific production includes 10 articles published
without co-authorship of a faculty member (2 C ranked articles and 8 outside the journal list).
Table 6: Co-publications (PRJ)
2007
2008
(30)
(43)
Between Groupe Sup de Co Montpellier
11 (36,6%)
7 (16,3%)
Business School faculty (internal)
With authors from other universities
12 (40,0%)
26 (60,5%)
(external)
32 (74,4%)
total 23 (76,7%)
type
2009
(44)
6 (13,6%)
2010
4 (13,3%)
20 (45,5%)
26 (86,7%)
26 (59,1%) 30 (76,9%)
7
3.3 List of discipline-based peer reviewed journal articles
Table 7: List of articles accepted
(Forthcoming or published)
A
Benbya H. & Van Alstyne M. 2011. How to find answers within your company. MIT Sloan Management Review,
52(2): 65-75.
B
Algesheimer R., Dholokia U.M. & Gurau C. 2011. Virtual team performance in highly competitive environment.
Group & Organization Management, 36(2): 161-190.
B
Benbya H. & Belbaly N. 2010. Understanding developers’ motives in open source projects: a multi-theoretical
framework. Communications of the Association of Information Systems, 27(1).
B
Gurau C. & Duquesnois F. 2011. The website as an integrated marketing tool: an exploratory study of French wine
producers. Journal of Small Business and Entrepreneurship, 24(1): 17-30.
B
Lasch F. & Dana LP. 2011. Contrasting contexts for entrepreneurship: Capitalism by Kyrgyz decree compared to
gradual transition in Uzbekistan. Journal of Small Business and Entrepreneurship, 24(3): 319-328.
C
Aldebert B., Meier O. & Missonier A. 2010. Dynamique culturelle dans le cas d’une fusion: et si faire évoluer sa
culture était possible? Revue Française de Gestion, 36(206): 66-83.
C
Benbya H. 2011. Valuing knowledge-based-initiatives: what we know and what we don’t know. International
Journal of Knowledge Management, 7(1): 1-15.
C
Bessieux-Ollier C., Chavent M., Kuentz V. & Walliser E. Forthcoming. The mandatory adoption of IFRS on
intangibles: Upheaval or inertia? The case of France. International Journal of Accounting Auditing &
Performance Evaluation.
C
Bessieux-Ollier C. & Walliser E. 2010. Le capital immatériel: états des lieux et perspectives. Revue Française de
Gestion, 36(207): 85-92.
C
Bessieux-Ollier C., Chavent M., Kuentz V. & Walliser E. 2010. L’adoption des normes IFRS relatives aux incorporels:
bouleversement des pratiques ou inertie? Revue Française de Gestion, 36(207): 93-110.
C
Etemad H., Wilkinson I. & Dana L.P. 2010. Internetization as the necessary condition for internationalization in the
newly emerging country. Journal of International Entrepreneurship, 8(4): 319-342.
C
Fernandez A.S. & Le Roy F. 2010. Pourquoi coopérer avec les concurrents? Une approche par la RBV. Revue
Française de Gestion, 36(204): 155-169.
C
Gherra S. 2010. Stratégies de Développement Durable: combiner les parties prenantes et les ressources et
compétences de l’entreprise. Revue Française de Gestion, 36(204): 141-153
C
Gurau C. & Ayadi N. 2011. Political communication management: The strategy of the two main candidates during
the 2007 French presidential elections. Journal of Communication Management, 15(1): 5-22.
C
Leitao J., Lasch F. & Thurik R. 2011. Globalization, entrepreneurship and regional environment. International
Journal of Entrepreneurship & Small Business [Special issue ‘Entrepreneurship and Space], 12(2):
129-138.
C
Meier O., Missonier A. & Soparnot R. 2011. The evolution of the governance model in instances of highly
innovative strategic mergers. Corporate Governance: An International Review, 11(3): 256-273.
C
Ohana M. & Meyer M. 2010. Should I stay or should I go now? Investigating the intention to quit of the permanent
staff in social enterprises. European Management Journal, 28(6): 441-454.
C
Pascual-Espuny C. 2010. Economie créative: nouvelle traduction du développement durable? Analyse de son
potentiel et de ses limites communicationnelles au niveau territorial. Communication et Organisation, 37: 1120.
C
Robert F., Marquès P., Lasch F. & Le Roy F. 2010. Les entrepreneurs dans les technologies de l’information et de la
communication: proposition d’une typologie. Revue Internationale PME, 23(1): 64-90.
C
Roy P. & Le Roy F. 2011. Stratégies de rupture, dynamique de la concurrence et performances. Management
International, 15(2): 81-129.
C
C
Salvetat D. & Géraudel M. 2011. Comprendre le rôle de l’intermédiation dans la coopétition: le cas des industries
aéronautiques et spatiales. Management International, 15(2): 67-130.
Thi Hoang V.H. 2011. Le commerce de l’or à Paris de 1941 à 1948: de la clandestinité à la liberté. Economies et
Sociétés, 43.
D
Bessieux-Ollier C. & Walliser E. 2010. Actifs incorporels et comptabilité. Revue Française de Comptabilité, 438:
40-42.
D
Brulhart F., Gherra S. & Rousselot P. 2010. Proposition of a performance measurement tool for analyzing and
signaling SME’s performance. The Business Review, Cambridge, 16(1): 217-224.
D
Cunneen H. & Dana L.P. 2010. Auctions & the New Zealand Horse industry: What happens when recession hits?
International Journal of Business and Globalization, 5(3): 297-303.
8
D
Dana L.-P. 2011. Entrepreneurship in Bolivia: An ethnographic enquiry. International Journal of Business and
Emerging Markets, 3(1): 75-88.
D
Dana L.-P. 2011 Air New Zealand: Facing increased competition. International Journal of Business &
Globalization, 6(3/4): 410-419.
D
Dana L.P. & Anderson R.B. 2011. Arviat: Southernmost community of mainland Nunavut. Journal of
Enterprising Communities: People and Places in the Global Economy, 4(4).
D
Dana L.-P. & Brydon K. 2011. Globalization and firm structure: Comparing a family-business and a corporate block
holder in the New Zealand seafood industry. International Journal of Globalization and Small Business,
4(2): 206-220.
D
Dana L.-P. & Lasch F. Forthcoming. A tale of two villages: A comparison of neighboring communities in Southern
France and the impact of tourism. International Journal of Management Cases.
D
Dana L.-P., Manitok O. & Anderson R.B. 2010. The Aivilingmiut people of Repulse Bay (Naujaat), Canada. Journal
of Enterprising Communities: People and Places in the Global Economy, 4(2): 162-178.
D
Dana L-P. & Schoeman J. 2010. An entrepreneurial innovation: mega cooperatives. Asia Pacific Journal of
Innovation and Entrepreneurship, 4(1): 67-87.
D
D
Géraudel M. 2010. Accès aux connaissances pour une PME dans un pôle de compétitivité: un dirigeant extraverti
en vaut deux. Gestion 2000, 5:121-129.
Katsuyuki K. & Dana L.-P. 2010. Business incubation and the pursuit of opportunity: Focus on Kobe. Journal of
Asia Entrepreneurship & Sustainability, 7(2): 3-18.
D
D
Missens R., Dana L-P. & Yule S. 2010. Indigenous entrepreneurship in the Wine Industry: a comparative study of
Two Indigenous Approaches. Journal of Aboriginal Economic Development, 7(1): 26-38.
Nakara W. & Mezzourh S. 2010. Stratégie d’innovation et économie de la connaissance. Revue 4 Temps du
Management, 29(4).
D
Pascual-Espuny C. 2010. Controverses, autour de Reach. La Revue Internationale de Psychosociologie, 38:
85-98.
D
Enjolas F. & Sentis P. 2011. Crop insurance policies and purchases in France. Agricultural Economics, 42(4):
475-486.
D
Thi Hoang V.H. 2010. The gold market at the Paris stock exchange: A risk-return analysis 1950-2003. Historical
Social Research, 35(3): 389-411.
3.4 Books
Table 8: Books
Banoun A. & Dufour L. (Eds). 2010. L’opportunisme: une approche pluridisciplinaire. Paris, Hermès.
Benbya H. & Belbaly N. (Eds). 2010. Successful OSS project design and implementation. Surrey, Gower Publishing.
Dana L-P. 2010. When economies change hands: a survey of entrepreneurship in the Emerging Markets of
Europe from the Balkans to the Baltic States. New York & Oxford (US), Routledge.
Gundolf K., Meier O. & Missonier A. (Eds). 2010. Négociations et stratégies d’entreprises. Paris, Hermès.
Gundolf K. & Jaouen A. (Eds). 2010. Diriger sa petite entreprise: gérer, communiquer, se développer. Paris, Dunod.
Jaouen A. 2010. Entrepreneuriat et stratégie: une lecture à travers le prisme de la Très Petite Entreprise.
Sarrebruck, Editions Universitaires Européennes.
Khedhaouria A. (Ed). 2010. Stimuler la créativité en entreprise par l’usage de l’intranet: méthodes et outils.
Sarrebruck, Editions Universitaires Européennes.
3.5 Book Chapters
Table 9: Book Chapters
Cabrol C., Mlemvo F., Rasmussen E., Servais P. & Aspelund A. Forthcoming. Growth and internationalization of French and
Danish SMEs. In Nummela N. (Ed.), International Growth of Small and Medium Entreprises. NYC (USA), Routledge.
Dana L.-P. 2011. International Entrepreneurship in Developing/ Emerging Countries. In Etemad H. (Ed.), Volume 4 of
McGill International Entrepreneurship Series. Cheltenham, Edward, Elgar.
Dana L-P. & Morris M. 2010. Ethnic minority entrepreneurship. In Dana L.-P. (Ed.), World Encyclopaedia of
9
Entrepreneurship. Cheltenham, Edward Elgar.
Dana L-P. 2010. Internationalization of European entrepreneurs. In Dana L.-P. (Ed.), World Encyclopaedia of
Entrepreneurship. Cheltenham, Edward Elgar.
Dana L-P. 2010. Foreword. In Munoz J-M. (Ed.), Microenterprise: Concepts and Cases, Cheltenham (UK), Edward
Elgar.
Dana L-P. 2010. Federal Express. In Hisrich R.D. (Ed.), International Entrepreneurship: starting, developing and
managing a Global Venture: 254-260. Thousand Oaks – California (USA), Sage.
Dana L-P. 2010. Toward sustainable economic development: an experiment in West Africa. In Kao R.W.Y. (Ed.),
Sustainable Economy: corporate, social and environmental responsibility: 353-375. Singapore, World Economic.
Dana L-p. 2010. Chapter 7: Global entrepreneurship education. In Kiesner F. (Ed.), Creating Entrepreneurs: making
miracles happen: 107-120. Singapore, World Scientific.
Dufour L. & Lacaze D. 2010. L’influence des valeurs associées au travail sur l’intégration des jeune à faible capital scolaire
au sein des organisations. In Sahut J.-M. (Ed.), Les relations salaries-employeurs: quel partage des valeurs? Paris,
L’Harmattan.
Fernandez A.S., Marques P., Le Roy F. & Robert F. 2010. La coopétition: un concept multidimensionnel. Les stratégies
de coopétition: rivaliser et coopérer simultanément: 101-111. Bruxelles, DeBoeck, Collection Méthodes et
Recherches.
Gachon T. & Géraudel M. 2010. Elaborer une stratégie marketing avec des ressources limitées. In Gundolf K. & Jaouen A.
(Eds.), Diriger sa petite enterprise: gérer, communiquer, se développer. Paris, Dunod.
Groh A. 2009. Private equity in emerging markets. In Cumming D. (Ed.), The Companion to Private Equity. Wiley
Press.
Gurau C. Forthcoming. Business modeling for e-CRM. In 2010 Best-of Book of the AMSE Conferences.
Le Roy F., Yami S. & Dagnino G. 2010. La coopétition: une stratégie pour le vingt-et-unième siècle. In Yami S. & Le Roy F.
(Eds.), Les stratégies de coopétition: rivaliser et coopérer simultanément: 17-28. Bruxelles, DeBoeck, Collection
Méthodes et Recherches.
Robert F., Lasch F. & Le Roy F. 2009. Qui sont les entrepreneurs high-tech: le cas du secteur TIC en France. In Riccio P.M. & Bonnet D. (Eds.), Management des Technologies Organisationnelles, Journées d’étude 2009. Paris, Presse
des Mines, Collection Economie et Gestion.
3.6 Conference papers
As for the journal ranking, this list takes into account the most important conferences to attend for the
Groupe Sup de Co Montpellier Business School scholars according to the two main research fields. The list
consists of three categories: A, Conference with international scope (World wide); B, conference with
European scope; C, National or Francophone conference (As ‘D’ are considered the conferences & workshop
outside the list).
Overall, 57 peer reviewed papers have been presented. Two out of three were presented at international
conferences and workshops (Table 10). 2010 confirms an increase in quality displayed by a stronger
participation at European and international top ranked conferences.
2010
2009
2008
2007
Table 10: List of conference papers (overall statistics)
Conference papers
Area
Total
World Wide
Europe
France
15 (26,3%)
22 (38,6%)
20 (35,1%)
57 (100,0%)
22 (32,8%)
32 (47,8%)
13 (19,4%)
67 (100,0%)
18 (20,2%)
45 (50,6%)
26 (29,2%)
89 (100,0%)
24 (40,0%)
23 (38,3%)
13 (21,7%)
60 (100,0%)
Table 11: List of conference paper (by geographical area)
category
D
A
Conference papers World Wide (15)
Benbya H. & Belbaly N. 2010. Understanding motivation in OSSP: a multi theoretical framework. 5th
Mediterranean Conference on Information Systems, September 12-15, Tel Aviv, Israel.
Benbya H. & Belbaly N. 2010. Understanding motivation in OSSP: a multi-theoretical framework.
Academy of Management Meeting (AOM), August 6-10, Montréal, Canada.
A
Dufour L. 2010. They need your help! Organizational support in the socialization of poorly educated young
people. Academy of Management Meeting (AOM), August 6-10, Montréal, Canada.
10
A
Dufour L. 2010. Matching individual, work group and organizational expectations: the socialization of
young undereducated people. Academy of Management Meeting (AOM), August 6-10, Montréal,
Canada.
D
Belbaly N. 2010. How to manage co-opetitive innovation with modular design? HBS-MIT, 8th Annual
International Open and User Innovation Workshop, August 2-4, MIT, Boston, MA, US.
D
Benbya H. & Van Alstyne M. 2010. Internal knowledge markets design. HBS-MIT, 8th User and Open
Innovation Workshop, August 2-4, Boston, MA, US.
A
Géraudel M. & Salvetat D. 2010. Understanding coopetitive relationships between subcontracting SMEs:
the case of aerospace valley. International Council for Small Business Conference (ICSB), June
24-27, Cincinnati, Ohio, US.
A
Lasch F., Le Roy F. & Robert F. 2010. The relevance of the region for new ICT ventures: Challengers or
victims of geography? International Council for Small Business Conference (ICSB), June 24-27,
Cincinnati, OH, US.
A
Nlemvo F., Biga Diambeidou M. & Cabrol M. 2010. Increasing the rate of mid-sized companies in the
economy: lessons from the French most dynamic regions. International Council for Small Business
Conference (ICSB), June 24-27, Cincinnati, OH, US.
D
Dana L.-P., Missens R. & Yule S. 2010. Indigenous entrepreneurship in the wine industry: a comparative
study of two indigenous approaches. Annual Conference of the Administrative Sciences
Association of Canada/Congrès annuel de l'Association des Sciences Administratives du
Canada (ASAC), May 22-25, Saskatchewan, Canada.
D
Meis-Mason A., Dana L-P. & Anderson R.B. 2010. Getting ready for oil and gas development in the NWT:
aboriginal entrepreneurship and economic development. Building Capacity and Collaboration in
Business Sustainability Research All-ASAC Sustainability Workshop, May 22, Saskatchewan,
Canada.
D
Gurău C. 2010. The influence of new marketing paradigms on supply chain management theories:
interdependence and cross-fertilization. Product and Operations Management Conference, May 710, Vancouver, Canada.
D
Meis Mason A., Dana L.-P. & Anderson R.B. 2010. Sami entrepreneurship arising from reindeer. 49th
Annual Meeting Western Regional Sciences Association, February 21-24, Sedona, Arizona, US.
A
Belbaly N. & Robert F. 2010. Improved alignment with co-evolutionary principles. Hawaii International
Conference on System Sciences (HICSS), January 5-8, Koloa, Kauai, Hawaii, US.
A
Benbya H. 2010. Valuing knowledge-bases-initiatives: what we know and what we don’t know. Hawaii
International Conference on System Science (HICSS), January 5-8, Koloa, Kauai, Hawaii, US.
category
Conference papers in Europe (22)
B
Lasch F., Robert F. & Le Roy F. 2010. Where do innovations happen? Regional determinants for new ICT
ventures. European Council for Small Business (ECSB), November 18-19, Maastricht, NL.
D
Pascual-Espuny C. 2010. ‘Parler vert’ ou intérêt général? Etude d’une valse hésitation des grandes
enseignes historiques positionnées sur l’intérêt général en France. Communicating Green LASCO
Conference, November 18-19, Bruxelles, Belgium.
D
Gurău C. 2010. Business modeling for eCRM systems: Applying UML specifications. 5th Henley
Conference on Customer Management, September 27-29, Henley-on-Thames, UK.
A
Sanou F.H. & Le Roy F. 2010. Coopetition strategy and performance. International Conference of the
Strategic Management Society (SMS), September 12-15, Rome, Italy.
D
Dana L-P. 2010. The social role of entrepreneurship among Sami Family SMEs. Rencontres de St Gall
‘Strategic Entrepreneurship - the promise for future entrepreneurship, family business and
SME research?’, September 6-8, St Gallen, Switzerland.
D
Dana L.-P. & Riseth J.A. 2010. Reindeer herders in Finland: Pulled to community-based entrepreneurship &
pushed to individualistic firms. Uddevalla Symposium special session at the 50th Anniversary
European Congress of the Regional Science Association (ERSA) International, August 19-23,
Jonkoping, Sweden.
Pascual-Espuny C. 2010. The pro-Reach: analysis of communication strategies of civil society to defend a
draft Directive on Sustainable Development. International Association for Media and
Communication Research, July 18-22, Braga, Portugal,
Gurău C. 2010. Business modelling for eCRM systems: applying UML specifications. AMSE Conference,
July 15-17, Barcelona, Spain.
D
D
D
Gurău C. 2010. Computer simulations as a teaching platform: success factors in using Markops simulation.
EDULEARN 2010 Conference, July 5-7, Barcelona, Spain.
B
Dufour L., Banoun A. & Andiappan M. 2010. Maximizing corporate reputation through the management of
image gaps. European Group on Organizational Studies Colloquium (EGOS), June 28-July 2,
11
B
Lisbon, Portugal.
Dufour L. 2010. Managing the unmanageable: a question of respect. European Group on
Organizational Studies Colloquium (EGOS), June 28 to July 2, Lisbon, Portugal.
D
Gurău C. 2010. Strategic elements for assessing and promoting higher education institutions: the case of
French ‘Grandes Ecoles de Commerce’. ICED Conference, June 28-30, Barcelona, Spain.
D
Galperin Bella L.G. & Dana L.-P. 2010. An examination of knowledge management practices in France.
International Society for the Study of Work and Organizational Values Conference, June 27-30,
Estoril-Lisbon, Portugal.
B
Gurău C. & Duquesnois F. 2010. The website as an integrated marketing tool: an exploratory study of
French wine producers. European Academy of Management (EURAM), June 19-22, Rome, Italy.
D
Thurik R. 2010. Entrepreneurship and the business cycle. International Workshop on
Entrepreneurship Culture Finance and Economic Development, June 17-18, Cartagena, Spain.
C
Géraudel M. & Salvetat D. 2010. The role of personality in situations of coopetition: the case of future
managers. Conférence de l’Association Internationale de Management (AIMS), June 1-4,
Luxembourg.
C
Sanou F.H. & Le Roy F. 2010. Agressivité, coopération ou coopétition: quelle stratégie performante dans
les industries de réseaux? Conférence de l’Association Internationale de Management (AIMS),
June 1-4, Luxembourg.
D
Gurău C. 2010. Advergames: characteristics, limitations and potential. European Integration-New
Challenges Conference, May 28-29, Oradea, Romania.
D
Gurău C., Pascual-Espuny C. & Ranchhod A. 2010. Company-customer communication effectiveness: an
exploratory study of B2B interactions in Romania. Corporate and Marketing Communication
Conference, April 21-23, Aarhus, Denmark.
D
Pascual-Espuny C. & Gurău C. 2010. Medias and sustainable development: studying perceptions and
change of leading line. Corporate and Marketing Communication Conference, April 21-23, Aarhus,
Denmark.
D
Gurău C. 2010. Combining physical and virtual environments in experience-based learning: a study case
approach. Designs for Learning Conference, March 17-19, Stockholm, Sweden.
B
Gurău C., Dana L-P. & Lasch F. 2010. Alternative models of academic entrepreneurship and the associated
performance: an exploratory study of UK biopharmaceutical firms. Interdisciplinary European
Conference on Entrepreneurship Research (IECER), March 10-12, Regensburg, Germany.
category
Conference papers in France (20)
D
Meyer M. Glémain P. & Bilaudeau V. 2010. Les dynamiques coopératives du microcrédit social: quelle
contribution à un autre modèle bancaire solidaire? Colloque de l’Association pour le Développement
de la Documentation en Economie Sociale (ADDES), November 9, Paris, France.
C
Aspelund A., Cabrol M. & Calcei D. 2010. L’internationalisation comme un acte entrepreneurial. Congrès
International Francophone en Entrepreneuriat et PME (CIFEPME), October 28-29, Bordeaux,
France.
C
Gundolf K., Jaouen A. & Missonier A. 2010. L’accompagnement des jeunes entreprises par les pairs:
conditions d’émergence. Congrès International Francophone sur l’Entrepreneuriat et la PME
(CIFEPME), October 28-29, Bordeaux, France.
C
Védel B. & Stéphany E. 2010. Effet de sélection et accompagnement des entreprises hébergées dans un
incubateur: une analyse causale. Congrès International Francophone sur l’Entrepreneuriat et la
PME (CIFEPME), October 28-29, Bordeaux, France.
D
Fayolle A. & Nakara W. 2010. Création par nécessité et précarité: la face cachée de l’entrepreneuriat.
Etats Généraux du Management, October 22, Paris, France.
D
Meyer M. 2010. Les enterprises sociales vectrices d’une nouvelle citoyenneté au sein des économies
développées. Etats Généraux du Management, October 22, Paris, France.
D
Sentis P. 2010. La finance durable existe-t-elle? Etats Généraux du Management, October 22, Paris,
France.
D
Jerson A., Le Roy F. & Sentis P. 2010. La réaction du marché aux condamnations des pratiques
anticoncurrentielles: mise en évidence de l’effet taille. Congrès des IAE, August 31-September 1st,
Strasbourg, France.
D
Sanou F.H. & Le Roy F. 2010. Aggressiveness, cooperation or coopetition: Which effective strategy in
network industries? IFSAM World Conference, July 8-10, Paris, France.
D
Bessieux-Ollier C. & Walliser E. 2010. Capital immatériel: état des lieux et perspectives. Journée de
Recherche sur le Capital Immatériel, June 18, Montpellier, France.
12
B
Dana L-P. 2010. Coopetition: a winning strategy for entrepreneurial firms? 4th EIASM Workshop on
Coopetition Strategy ‘Coopetition and SME research’, June 17-18, Montpellier, France.
B
Sanou F.H. & Le Roy F. 2010. Aggressiveness, cooperation or coopetition: Which effective strategy in
network industries? 4th EIASM Workshop on Coopetition Strategy ‘Coopetition and SME
research’, June 17-18, Montpellier, France.
D
D’Armagnac S., Géraudel M. & Salvetat D. 2010. Coopetitive processes of knowledge development within
spatial industry. Toulouse Space Show: Semaine Internationale des Applications Spatiales, June
8-11, Toulouse, France.
C
Belbaly N. & Robert F. 2010. L’alignement individuel du système d’information et les principes de
coévolution: le cas des projets Open Source. 15ème Colloque de l’Association Information et
Management (AIM), May 19-20, La Rochelle, France.
C
Salvetat D., Géraudel M. & D’Armagnac S. 2010. La gestion inter-organisationnelle des connaissances dans
un contexte coopétitif: le cas des industries aéronautiques et spatiales. Conférence de l’Association
Information et Management (AIM), May 19-21, La Rochelle, France.
C
Khedhaouria A. 2010. Stimuler la créativité par l’usage de l’intranet. Association Information &
Management (AIM), May 20-21, La Rochelle, France.
D
Pauger B., Cabrol M. & Lartigau G. 2010. Sustainability of health care systems: an overview of outsourcing
in the French health care system. International Society for Research on Innovation and Change in
Health Care Systems (ISRICH), May 13-14, Paris, France.
C
Benkraiem R., Louhihi W. & Le Roy F. 2010. Sporting performances and the volatility of listed English
football clubs. Association Française de Finance (AFFI), May 10-12, Saint Malo, France.
C
Benkraiem R., Le Roy F. & Louhichi W. 2010. Sporting performances and the volatility of listed English
Football Clubs. Association Française de Finance (AFFI), May 10-12, La Rochelle, France.
C
Bessieux-Ollier C. & Walliser E. 2010. L’évolution de la recherche comptable sur le capital immatériel: une
analyse scientométrique sur la période 1926-2008. 31ème Congrès de l’Association Francophone de
Comptabilité (AFC), May 10-12, Nice, France.
A specific feature of this cooperation is a contribution to help the members of the university research centres
(ERFI, CR2M, and CREGOR) to finance conference participation. Against this background, the following
conference participations have been funded…
Table 12: List of conference papers linked to cooperative agreements1
1
Conference participation financed by Groupe Sup de Co Montpellier Business School of PhD students or faculty members of the
partnership university research centres.
Conference participation world wide
D
Poujol F.J., Pezet E. & Tanner J.F. Jr. 2010. Games salespeople play: do sales contests create ethnical
micro-climates? Global Marketing Conference (GMC), September 9-12, Tokyo, Japan.
A
Messeghem K. 2010. Business support for start-up: how to use the balanced scorecard as an interorganizational shared tool? International Council for Small Business (ICSB), June 24-27, Cincinnati,
OH, US.
Hillion S. 2010. Cross cultural management in Western humanitarian microfirms in emerging countries: the
case of French charities in Southern India. International Council for Small Business (ICSB), June 2427, Cincinnati, OH, US.
A
B
Fernandez A.-S. & Le Roy F. 2010. Why cooperate with a competitor? Drivers of coopetition within
European Space Industry. 4th EIASM Workshop on Coopetition Strategy ‘Coopetition and SME
research’, June 17-18, Montpellier, France.
D
Meissonier R. & Houzé E. 2010. Attitude, involvement and participation in business open source software
projects: an empirical analysis of developers’ behaviors. WASET, May 26-28, Tokyo, Japan.
B
Lartigau J. 2010. The implementation of prospective payment systems in French public hospitals: the new
face of the management control function. European Accounting Association (EAA), May 18-22,
Istanbul, Turkey.
Boissin R. & Sentis P. 2010. La réaction du marché aux condamnations des pratiques anticoncurrentielles:
mise en évidence de l’effet taille. 15ème Colloque de l’Association Information et Management
(AIM), May 19-20, La Rochelle, France.
C
B
Pierrot F. 2010. CSR in the corporate discourse: a lexical study of French Listed Companies. European
Accounting Association (EAA), May 18-22, Istanbul, Turkey.
D
Pierrot F. & Spring S. 2010. CSR in the corporate discourse: which responsibilities are involved? North
Amercian Congress on Social & Environmental Accounting Research (CSEAR), January 4-6,
13
Orlando, FL, US.
Conference participation in Europe and France
C
Debray-Bouvarel C. 2010. Les modes de contrôle dans l’hypogroupe: proposition d’une typologie. Congrès
International Francophone en Entrepreneuriat et PME (CIFEPME), October 26-29, Bordeaux,
France.
A
Sanou F.H & Le Roy F. 2010. Coopetition strategy and performance. International Conference of the
Strategic Management Society (SMS), September 12-15, Rome, Italy.
Villesèque-Dubus F. & Mazars-Chapelon A. 2010. About budget in arts and cultural organizations:
Monitoring or political tools? Management Control Association (MCA), September 8-10, GreenwichLondon, UK.
D
A
A
Fernandez A.S. 2010. Drivers of coopetition within the European space industry: A RBV perspective.
International Conference of the Strategic Management Society (SMS), September 12-15, Rome,
Italy.
Bories-Azeau I. & Loubès A. 2010. Systèmes productifs locaux et gouvernance territoriale. International
Federation of Scholarly Associations of Management (IFSAM), July 8-9, Paris, France.
A
Sanou F.H. & le Roy F. 2010. Aggressiveness, cooperation or coopetition: Which effective strategy in
network industries? International Federation of Scholarly Associations of Management (IFSAM),
July 8-9, Paris, France.
B
Dikmen L. & Triki D. 2010. Control and performance in international joint ventures in Turkey: Perspectives
of Turkish firms. European Group for Organizational Studies (EGOS), June 30-July 5, Lisbon,
Portugal.
D
Toumik V. & Viviani J-L. 2010. A value at risk based model for the measurement of the displaced
commercial risk. Global Finance 2010, June 27-30, Poland.
D
Gallego V. & Gangloff F. 2010. SMEs: Between off-shore and valuing of human potential. ISEOR 2010,
June 14-16, Lyon, France.
B
Georgescu I. & San Martino L. 2010. Evolution in hospital management and risks. European Academy of
Management (EURAM), May 17-23, Rome, Italy.
C
Boissin R. & Sentis P. 2010. Long run performance of IPSs and the role of financial analysts: Some French
evidence. Association Française de Finance (AFFI), May 10-12, La Rochelle, France.
14
4. Diplomas, nomination and awards
4.1 Doctoral theses & habilitations
December 6, 2010: Dr. Thi Hong Van Hoang defended her doctoral dissertation at the University of
Orléans.
Jury members: Gilbert Colletaz (U. Orléans), Raphaël Di Marzio (UBGI France), Georges Gallaishamonno (U.
Orléans), Jean-François Gajewski (U. of Savoy), Philippe Paquet (U. Orléans), Patrick Roger (U. Strasbourg),
Patrick Sentis (U. Montpellier I).
- Thi Hong V.H. 2010. Le marché parisien de l’or de 1941 à 2009: histoire et finance. Doctoral dissertation,
Orléans University, France.
December 1, 2010: Dr. Cédrine Joly defended her doctoral dissertation at the University of Montpellier I.
Jury members: Sophie Changeur (IAE Amiens & U. of Picardie), Jean-Philippe Denis (U. Paris Ouest Nanterre
La Défense), Pierre-Yves Gomez (EM Lyon Business School), Gilles Marion (EM Lyon Business School),
Florence Palpacuer (U. Montpellier I).
- Joly C. 2010. Pratique(s) de marketing stratégique en contexte de financiarisation: Etude du discours
des Directeurs Marketing du CAC40. Doctoral dissertation, University Montpellier I, France.
November 25, 2010: Dr. Katherine Gundolf defended her ‘Habilitation to supervise doctoral research’ 1
at the University of Aix-Marseille II.
Jury members: Gilles Guieu (U. Aix-Marseille II), Thomas Froehlicher (U. Nancy II), Frank Janssen (U.
Catholique de Louvain), Frédéric Le Roy (U. Montpellier I), Ulrike Mayrhofer (IAE Lyon & U. Jean Moulin
Lyon III), and Pierre-Xavier Meschi (IAE Aix en Provence & U. Paul Cézanne/Aix-Marseille III).
- Gundolf K. 2010. Entrepreneur, entreprise et entrepreneuriat: proposition d’une lecture relationnelle.
Habilitation à Diriger des Recherches (HDR), University Aix-Marseille II, France.
November 25, 2010: Dr. Sandrine Gherra defended her doctoral dissertation at the University of AixMarseille II.
Jury members: Gilles Guieu (U. Aix-Marseille II), Frédéric Le Roy (U. Montpellier I), Ulrike Mayrhofer (IAE
Lyon & U. Jean Moulin Lyon III), Pierre-Xavier Meschi (IAE Aix en Provence & U. Paul Cézanne/Aix-Marseille
III), Emmanuel Metais (Edhec Business School), and Gilles Pache (U. Aix-Marseille II).
- Gherra S. 2010. Intégration du développement durable dans la stratégie d’entreprise: une explication
par la théorie des ressources et compétences et l’approche des parties prenantes. Le cas du secteur
des produits de grande consommation. Doctoral dissertation, University Aix-Marseille II, France.
September 10, 2010: Dr. Nassim Belbaly defended his ‘Habilitation to supervise doctoral research’ at
the University of Nice-Sophia Antipolis.
Jury members: Marc Bidan (U. Nantes), Alain Cucchi (U. Réunion), François-Xavier de Vaujany (U. Paris IX),
Frédéric Le Roy (U. Montpellier I), Yves Pigneur (U. Lausanne), and Jean-Fabrice Lebraty (U. Nice-Sophia
Antipolis).
- Belbaly N.A. 2010. L’approche du Design Science au service de la recherche en systèmes d’information.
Habilitation à Diriger des Recherches (HDR), Université de Nice-Sophia Antipolis, France.
4.2 Awards
- October 2010: One of Dr. Calin Gurau’s articles was awarded top 1 most downloaded article of
the year in the Journal of Communication Management, vol. 12, issue 2 (Gurau C. 2008.
Integrated online marketing communication: Implementation and management).
1
Post doctoral research degree ‘Habilitation à Diriger des Recherches’ (HDR)
15
5. Other research activities
5.1 Conferences and workshops
Research continues to develop its main research themes and competencies by inviting prominent
researchers and by organizing workshops or conferences of international scope.
Table 13: List of conferences and workshops organized
Date
June 17-18
4th EIASM Workshop on Coopetition Strategy
University of Montpellier I & Groupe Sup de Co Montpellier Business School: 4th
EIASM Workshop on Coopetition Strategy ‘Coopetition and Innovation’. Four internationally
renowned keynote speakers presented cutting edge research on coopetition
(Maria Bengtsson, Umeå Business School, Sweden; Léo-Paul Dana, University of
Canterbury, NZ & Groupe Sup de Co Montpellier Business School; Pierre Dussauge, HEC Paris;
and Devi Gnyawali, Virginia Tech, US).
In parallel to the workshop sessions, an editor panel convened around the theme ‘How to
Publish on coopetition’ (Robert Blackburn – Editor in chief, International Small Business
Journal; Leo-Paul Dana – Consulting editor, International Journal of Entrepreneurship and
Small Business – Editor, Journal of Enterprising Communities; Devi Gnyawali – Editorial Board
of Academy of Management Review and Journal of Management; Mark Wright – Editor in
chief, International Journal of Business and Globalization).
- Organizers: Giovanni Battista Dagnino, University of Catania, Italy; Frédéric Le Roy,
University of Montpellier & Groupe Sup de Co Montpellier Business School, France; Saïd Yami,
University of Montpellier, France; Frank Lasch, Groupe Sup de Co Montpellier Business School.
- 50 participants.
- Website: http://www.eiasm.org/frontoffice/event_announcement.asp?event_id=671
Date
June 18
Workshop ‘Capital immatériel: état des lieux et perspectives’
University of Montpellier I & Groupe Sup de Co Montpellier Business School organized
together with the University of Montpellier I and Montpellier Research in Management an
interdisciplinary workshop in accounting and management on the theme ‘Capital immatériel:
état des lieux et perspectives’.
Two representatives of national and regional accounting bodies and associations (Claude
Cazes, President of Compagnie Nationale des Commissaires aux Comptes and Michel Dehors,
Regional President of the Ordre des Experts) opened the conference. In the six parallel sessions
17 papers were presented. The workshop ended with a round table including Sylvie Donne
(representative of the State minister of Economy, Marie-Ange Andrieux (Deloitte company),
Bernard Raffournier (HEC Geneva), and Alain Schatt (Dijon University).
Six workshop papers are published in the journal Revue Française de Gestion (vol 36, n°207).
- Organizers: Corinne Bessieux Ollier, Groupe Sup de Co Montpellier Business School &
Elisabeth Walliser, University of Montpellier I.
- 50 participants.
Date
June 16
Faculty workshop on Publishing in International Journals
Groupe Sup de Co Montpellier Business School invited the Editor in chief of the International
Small Business Journal (http://isb.sagepub.com/), Robert Blackburn to speak to the research
faculty on how to publish in high quality international journals. Professor Blackburn is the
director of research at Kingston’s prestigious Business School
(http://business.kingston.ac.uk/research/research-centres/small-business-research-centre). His
status as one of the UK’s leading small business researchers was recognized when he was
appointed to the RAE Panel 2008. The Research Assessment Exercise is a formalized assessment
process designed to scrutinize the quality of research undertaken in the higher education sector.
- Organizer: Frank Lasch, Groupe Sup de Co Montpellier Business School.
- 30 participants.
16
5.2 Visiting professors
- Dr. Roy Thurik (March 1-29): Roy Thurik (http://people.few.eur.nl/thurik/) is a Professor of Economics
and Entrepreneurship at Erasmus University Rotterdam and Professor of Entrepreneurship at the Free
University in Amsterdam. He is also a Scientific Advisor at EIM Business and Policy Research (a Panteia
company) in Zoetermeer, the Netherlands, the largest private small business research institute in the
world. He is a Research Professor of Entrepreneurship, Growth and Public Policy at the Max-PlanckInstitut für Ökonomik (Max Planck Institute of Economics) in Jena, Germany. He is a Research Fellow at
two renowned Dutch research schools: the Tinbergen Institute for Economic Sciences and the Erasmus
Research Institute for Management. His research focuses on the role of small firms in markets, the role
of business owners in firms, industrial organization and policy, nascent entrepreneurship and the
consequences and causes of entrepreneurship in economies. Since December 2010, Roy Thurik is
adjunct professor at Groupe Sup de Co Montpellier Business School.
- Dr. Bill McKelvey (June 27-July 3): Bill McKelvey is Professor at the Anderson School of Business of the
University of California Los Angeles. His research focuses on Science Philosophy, Strategy and
Information Systems.
17
6. Impact of research for practice
The faculty demonstrates a high commitment to research and valorises regularly its research outcomes and
expertise for practice. The impact of research for practice covers a wide portfolio of activities such as invited
talks, practitioner-research conferences bringing together practitioners (consultants, managers,
entrepreneurs, public economic actors, etc.) and scholars, intellectual contributions, participation at
professional events, etc. Enhancing the capacity of valorising research for practice includes also training for
junior faculty provided by professionals on a regular basis.
6.1 Intellectual contributions to practice
Table 14: Articles in practitioner journals
Lasch F. 2010. La métropolisation: du global au local. Les ateliers du territoire, premier cahier ‘La métropole en réseau,
l’enjeu du développement’: 17-18.
Lasch F. 2010. Le développement urbain et économique de Montpellier en quelques chiffres. Les ateliers du territoire,
premier cahier ‘La métropole en réseau, l’enjeu du développement’: 62-63.
Van Alstyne M. & Benbya H. 2010. Managing Knowledge in Organizations. World Bank Special Report, October: 27-29.
Table 15: Practitioner books
Hannin H., Couderc J.P., D’Hauteville F. & Montaigne E. Forthcoming. The French wine sector into global market.
Paris, La Documentation Française.
Villemus P. 2010. Comment la gauche peut-elle gagner la présidentielle 2012? Paris, Editions Eyrolles.
Table 16: Chapters in practitioner books
Le Roy F. 2010. L’intelligence économique et la stratégie de l’entreprise. In Clerc P. (Ed.), L’intelligence économique:
une démarche pour décider et agir. Paris, Editions Weka.
Robert F., Lasch F. & Le Roy F. 2010. Qui sont les entrepreneurs high-tech: le cas du secteur des TIC en France. In Riccio
P.-M. & Bonnet D. (Eds.), Management des technologies organisationnelles: 343-352. Paris, Presses des MinesCollection Economie et Gestion.
Table 17: Working papers, reports
Fayolle A. & Nakara W. 2010. Création par nécessité et précarité: la face cachée de l’entrepreneuriat. Cahiers de
recherche 2010-08 du Centre d’Etudes et de Recherches Appliquées en Gestion. Grenoble, University Pierre Mendez France.
Table 18: Columns in daily newspapers and press reports
Villemus P. 2010. In Midi Libre (‘Les mots de l’économie’):
Conflit d’intérêt, July 4; L’effet Coupe du monde à rebours, June 26; Miroir déformant, June 20; Haro sur le cumul, June
13; Anti-économique, June 8 ; Médiatique, June 7; Marée noire, June 6; Baisse de l’euro, May 23; Rigueur, May 9;
Responsabilité collective, May 2; Economie du temps, April 25; L’effet catastrophe, April 18; Vive la coopération!, April 11;
Fin de récession, April 4; Feu la taxe carbone, March 28; S’inspirer de l’Allemagne, March 21; La région ne peut pas tout,
March 14; La 4ème révolution économique, March 7; Pénible sortie de crise, February 28; Le choc Etats-Unis Chine, February
21; Soutien purement verbal, February 14; Fébrilité, February 2; A quoi sert Davos?, January 31; Dubaï et les Martiens,
January 27; Les éternels damnés, January 17; Cour des comptes, January 10.
Villemus P. 2010. Press reports:
A qui profite l’Euro 2016 en France? Money Week, October 6;
Football ‘religion’ du XXIe siècle. Pèlerin Magazine, October 6;
Le marketing pour gagner en 2012. La Tribune, September 3;
L’art de la campagne, L’Ours, May 2010;
Recrutement - Comment rattraper une bourde? Courrier Cadres, November 2009.
6.2 Invited speakers
Nakara W. & Fayolle A. 2010. Création par nécessité et précarité: la face cachée de l’entrepreneuriat. 2ème
Conférence de la Fondation Nationale pour l’Enseignement et la Gestion des Entreprises (FNEGE),
October 22, Paris, France.
Jaouen A. 2010. Aide aux projets innovants. Innov’Up, June 14, Nîmes, France.
Khedhaouria A. 2010. Quelles conditions organisationnelles pour manager la créativité de tous les collaborateurs. Les
ateliers de l’Anvie: Sciences de l’homme & entreprises, Paris, France.
Merdji M. 2010. The current economic situation and future perspectives. Conseil Economique et social de la
18
Région Languedoc Roussillon, July, Montpellier, France.
Robert M. 2010. The regional economic situation. ‘Café éco’ CCI Montpellier (Montpellier Chamber of
Commerce), April 6, Montpellier, France.
Villemus P. 2010. L’innovation en entreprise. MEDEF Languedoc Roussillon, September 24, Nîmes, France.
6.3 Interviews in magazines, radio or TV
Robert M. 2010. Economic crisis. 7LTV (TV interview), May, 7.
Villemus P. 2010. La bonne affaire. Le Point, March 3.
Villemus P. 2010. Sera-t-il rentable pour la France entière? Le Progrès, May 29.
Villemus P. 2010. L’Euro 2016, des retombées économiques conséquentes pour la France? Agence France Presse, May
28.
Villemus P. 2010. Trois questions à… Midi Libre, January 19.
6.4 Conferences and events
6.4.1 Research-practitioner conference
For the third time after 2008 and 2009, a specific research-practitioner conference is planned for 2011. To
include all sorts of company and stakeholder input, a series of meetings with managers, entrepreneurs and
economic actors were conducted over the year 2010 to prepare this event. In March 17-18, 2011, Groupe
Sup de Co Montpellier Business School organizes together with the Chambre Professionnelle du Conseil
Languedoc-Roussillon (CPCLR) and the Research Centre Lg2ip of the Ecole des Mines d'Alès the third edition
of research & practice conference entitled Journée d’Etudes sur le thème du Management des
Technologies Organisationnelles (MTO)2. The main purpose of MTO is to valorise and diffuse research in
the theme of organizational technologies for practice. Participants from academe, business, consulting, and
economic policy attend and discuss peer reviewed discipline-based and practice paper presentations.
6.4.2 Week of sustainable development
Member of the UN Global Compact, Groupe Sup de Co Montpellier Business School organizes each year a
conference dedicated to the issue of sustainable development. From April 7-9, the Week of Sustainable
Development brought together associations (l’Association Française des Managers de la Diversité,
Fondation Agir Contre l’Exclusion, L’ADEME, L’AGEFIPH, and Le GIHP), company partners (Adecco, Sodexo,
La Poste, Dell, Décathlon, Volkswagen, Leroy Merlin, and companies part of the FACE Hérault network) to
convene and discuss with students and research faculty members. Four researchers provided their research
input and animated seminars or round tables: Dr. Lucas Dufour, Dr. Mathieu Cabrol, Dr. Maryline Bourdil,
and Dr. Céline Pascual-Espuny.
6.4.3 Valorisation of company knowledge for research
To valorise stakeholder input for research and teaching, Groupe Sup de Co Montpellier Business School has
developed active partnerships including today 15 big companies (Adecco, Auchan, BNP Paribas, Coca Cola,
Décathlon, Dell, Haribo, HSBC, La Poste, Leroy Merlin, L’Oréal, Société Générale, Sodexo, SNCF, and
Volkswagen). Operating worldwide, these companies bring in valuable managerial expertise, company
knowledge and recruit students for apprenticeship periods. Regularly, company leaders and managers speak
in conferences and discuss with students and researchers.
2
http://extrakhub.mines-ales.fr/document.php?pagendx=81
19
Appendix 1, ‘Research Faculty of Groupe Sup de Co Montpellier Business School in 2010’
Web link: http://www.cerom.org/enseignants_chercheurs/
Information Systems
Adjunct Professors
Dr. Van Alstyn Marshall (Boston
University/MIT Centre for e-business, USA)
Diploma and field of expertise
PhD from MIT; Information economics
Associate professors
Doctoral dissertation in Management Science; Information systems &
Dr. Barlette Yves
security of IS
Dr. Belbaly Nassim (HDR)
PhD; Information systems, internet strategy, IS of production & client
relation management, e-marketing strategy, business plan
Dr. Benbya Hind
PhD; Management of Information Systems, knowledge management
systems, electronic business management
Assistant professors
Giuliani Philippe
(PhD candidate), Management Innovation
Dr. Khedhaouria Anis
Doctoral dissertation in Management Science; Intra and interorganizational information systems, intranet management, intranet
support for creativity, e-business, creativity, innovation
Adjunct professors
Dr. Sentis Patrick (U. Montpellier II)
University full professor; Finance
Doctoral dissertation in Management Science; Finance, financial analysis,
Dr. Bagneris Jean-Charles
strategic finance
Dr. Bessieux-Ollier Corinne
Doctoral dissertation in Management Science; Accounting, international
accounting norms
Doctoral dissertation in Management Science; Market & corporate
Dr. Givry Philippe
finance
Dr. Phil.; Finance
Dr. Groh Alexander
Doctoral dissertation in Management Science; Management control and
Dr. Loubet Guylaine
accounting
Dr. Andrieu Guillaume
Doctoral dissertation in Management Science; Finance
Dr. Benkraiem Ramzi
Doctoral dissertation in Management Science; Accounting
Dr. Hoang Thi Hong Van
Dr. Rostan Pierre
Doctoral dissertation in Management Science; Finance, accounting and
Dr. Vedel Benjamin
entrepreneurship
Management, Strategy, Economics & Human Resources
Adjunct professors
Dr. Le Roy Frédéric (U. of Montpellier I)
University full professor; Entrepreneurship, strategy, coopetition
Dr. Thurik Roy (Erasmus U. Rotterdam)
PhD; Economics and Entrepreneurship
Dr. Gundolf Katherine (HDR)
Doctoral degree in Management Science; Entrepreneurship & Strategy
Dr. Guyottot Olivier
PhD; International Relations, Political Sciences
Dr. Jaouen Annabelle (HDR)
Doctoral degree in Management Science; entrepreneurship
Dr. Lasch Frank (HDR)
Dr. Phil. & Doctoral degree in Economic Geography; Entrepreneurship &
Economic Geography
Dr. Bourdil Maryline
Doctoral degree in Management Science; Human Resource Management
20
Dr. Cabrol Mathieu
Doctoral degree in Management Science; Strategy and entrepreneurship
Dr. Dufour Lucas
Doctoral degree in Management Science; Human Resource Management
Dr. Géraudel Mickaël
Doctoral degree in Management Science; Strategy
Dr. Gherra Sandrine
Doctoral degree in Management Science; Strategic management,
stakeholder involvement, corporate responsibility
Dr. Jaeck Mélanie
Doctoral degree in Economics; Microeconomics, environmental
economics, economic valuation
Dr. Meyer Maryline
Dr. Missonier Audrey
Doctoral degree in Economics; Human Resource Management,
organizational behavior, social entrepreneurship, social and solidaritybased economy
Doctoral degree in Management Science; Entrepreneurship, strategy &
management
Dr. Nakara Walid
Doctoral degree in Management Science; Entrepreneurship, corporate
governance, innovation
Dr. Robert Frank
Doctoral degree in Economics; Econometrics & strategy
Marketing
Adjunct professors
Dr. Dana Léo-Paul (University of
Canterbury, NZ)
PhD; Entrepreneurship, international marketing, international business
Dr. Gurau Calin (HDR)
PhD; Marketing & entrepreneurship
Le Bellac Agnès
Master degree in Management Science; Marketing
Dr. Joly Cédrine
Doctoral degree in Management Science; Marketing & strategy,
marketing professionals and marketing performance
Dr. Pacual-Espuny Céline
Doctoral degree in Management Science; Marketing & sustainable
development
Dr. Robert Marc
Doctoral degree in Economics; Economics, industrial organization,
strategy, econometrics
21
Appendix 2
Groupe Sup de Co Montpellier Business School-Montpellier Business School Journal Ranking
A*
B
Academy of Management Journal
Academy of Management Review
Accounting, Organizations and Society
Accounting Review
Administrative Science Quarterly
Communication of the ACM
Entrepreneurship Theory and Practice
European Journal of Information Systems
Harvard Business Review
Human Resource Management
Information Systems Research
Journal of Accounting and Economics
Journal of Accounting Research
Journal of Business Venturing
Journal of Consumer Research
Journal of Corporate Finance
Journal of Environmental Economics and Management
Journal of Finance
Journal of Financial and Quantitative Analysis
Journal of Financial Economics
Journal of Human Resources
Journal of Law and Economics
Journal of Law, Economics, and Organization
Journal of Management
Journal of Management Studies
Journal of Marketing
Journal of Marketing Research
Journal of MIS
Journal of Money, Credit and Banking
Journal of Retailing
Journal of the Academy of Marketing Science
Management Science
Marketing Science
MIS Quarterly
Operations Research
Organization
Organization Science
Organization Studies
Review of Accounting Studies
Review of Financial Studies
Sloan Management Review
Strategic Management Journal
Academy of Management Executive*
Accounting, Auditing and Accountability Journal*
Accounting and Business Research*
Accounting Horizons*
Accounting, Management and Information Technology*
ACM Transactions on Information Systems*
Annals of Consumer Research*
Auditing, A Journal of Practice and Theory*
Banque et Marchés
Behavioral Research in Accounting*
British Journal of Industrial Relations*
British Journal of Management*
California Management Review*
Communication of the AIS*
Comptabilité Contrôle Audit
Contemporary Accounting Research*
Decision Sciences*
Decision Support Systems*
Entrepreneurship and Regional Development*
European Accounting Review*
European Journal of Marketing*
European Management Review*
B
Finance
Finance Contrôle Stratégie
Financial Management*
Financial Review*
Group and Organization Management*
Human Relations*
Human Resource Management Journal*
Human Resource Management Review*
Industrial and Labor Relations Review*
Industrial Relations*
Information and Organization*
Information Systems Journal*l
International Journal of Human Resources Management*
International Journal of Industrial Organization*
International Journal of Research in Marketing*
International Journal of Operations and Production
Management*
International Small Business Journal*
International Studies of Management and Organization*
Journal of Accounting and Public Policy*
Journal of Accounting, Auditing and Finance*
Journal of Advertising*
Journal of Advertising Research*
Journal of Association for Information Systems*
Journal of Banking and Finance*
Journal of Behavioral Decision Making*
Journal of Business*
Journal of Business and Economic Statistics*
Journal of Business Ethics*
Journal of Business Finance and Accounting*
Journal of Business Research*
Journal of Consumer Psychology*
Journal of Economic Behavior and Organization*
Journal of Financial Research*
Journal of Information Technology*
Journal of International Business Studies*
Journal of International Money and Finance*
Journal of Management Accounting Research*
Journal of Management Inquiry*
Journal of Organizational Behavior*
Journal of Portfolio Management*
Journal of Risk and Uncertainty*
Journal of Services Research*
Journal of Small Business and Entrepreneurship*
Journal of Small Business Management*
Journal of Strategic Information Systems*
Long Range Planning*
Management
Management Accounting Research*
Marketing Letters*
Organizational Behavior and Human Decision Processes*
Organizational Dynamics*
Organizational Research Methods*
Psychology and Marketing*
Recherche et Application en Marketing
Quarterly Journal of Finance and Accounting (Quarterly J.
of Business and Economics)*
Research Policy*
Revue Française de Sociologie
Review of Finance*
Système d’Information et Management
Small Business Economics*
Work Employment and Society*
22
C
Abacus*
Academy of Entrepreneurship Journal*
Academy of Management Learning and Education*
Accounting and Finance*
Advances in International Accounting*
Advances in Quantitative Analysis of Finance and
Accounting*
British Accounting Review*
Business Ethics Quarterly*
Communication et Organisation
Corporate Governance : an international Review*
Critical Perspectives in Accounting*
Database for Advances in Information Systems*
Décisions Marketing
Économie Appliquée
Economies et Sociétés
European Financial Management*
European Journal of Finance*
European Journal of Management*
European Management Journal*
Family Business Review*
Gender, Work and Organization*
Gérer et Comprendre
Gestion: Revue Internationale de Gestion
Human Resource Development Quarterly*
Human Resource Planning*
Industrial Journal of Advertising*
Industrial Marketing Management*
Information and Management*
Information Processing and Management*
Information System Management*
Inf Technology and People*
International Entrepreneurship and Management
Journal*
Intern. Journal of Accounting*
International Journal of Accounting, Auditing and
Performance Evaluation*
International Journal of Auditing*
International Journal of Bank Marketing*
International Journal of Electronic Commerce*
International Journal of Entrepreneurial Behaviour and
Research*
International Journal of Entrepreneurship & Small
Business*
International Journal of Entrepreneurship and
Innovation*
International Journal of Entrepreneurship and
Innovation Management*
International Journal of Finance*
International Journal of Knowledge Management*
International Journal of Logistics Management*
International Journal of Market Research*
International Journal of Manpower*
International Journal of Physical Distribution and
Logistics Management*
International Journal of Purchasing and Materials
Management*
International Journal of Service Industries
Management*
International Journal of the Economics of Business*
International Marketing Review*
Journal of Accounting and Business Research*
Journal of Accounting Literature*
Journal of Applied Accounting Research*
Journal of Applied Business Research*
C
Journal of Applied Corporate Finance*
Journal of Business and Industrial Marketing*
Journal of Business Strategy*
Journal of Communication Management*
Journal of Computer Information Systems*
Journal of Consumer Marketing*
Journal of Contingencies and Crisis Management*
Journal of Cost Management*
Journal of Empirical Finance*
Journal of Enterprising Culture*
Journal of European Industrial Relations*
Journal of Financial Services Research*
Journal of Global Information Management*
Journal of Global Marketing*
Journal of Information Systems*
Journal of Information Technology Management*
Journal of International Accounting Research*
Journal of International Accounting, Taxation and Auditing*
Journal of International Entrepreneurship*
Journal of International Financial Management and
Accounting*
Journal of International Marketing*
Journal of Labor Research*
Journal of Management Education*
Journal of Management Systems*
Journal of Marketing Education*
Journal of Marketing Management*
Journal of Organizational Behavior Management*
Journal of Organizational Change Management*
Journal of Services Marketing*
Journal of Small Business & Enterprise Development*
Journal of Strategy Research*
Journal of World Business*
Knowledge Management Research & Practice*
Management Auditing Journal*
Management Decision*
Management International/International Management
Management Learning*
Managing Service Quality*
Marketing Management*
Personnel Review*
Politiques et Management Public
Psychologie du Travail et des Organisations
Qualitative Market Research*
Quality Management Journal*
Quarterly Review of Economics and Finance (formerly
Quarterly Review of Economics and Business)*
Rélations Industrielles/Industrial Relations
Review of Accounting and Finance*
Review of Quantitative Finance and Accounting*
Revue d’Economie Industrielle
Revue d’Économie Régionale et Urbaine
Revue de Gestion des Ressources Humaines
Revue Française de Gestion
Revue Française de GRH
Revue Française de Marketing
Revue Internationale PME
Revue Sciences de Gestion
Scandinavian Journal of Management*
Services Industries Journal*
Sociologie du Travail
Technovation*
Theory and Decision*
Travail et Société
*A, B, or C international journal
Nota Bene: Publication in other journals may be considered and primed as well upon decision of the Scientific
Committee (Acceptation and equivalence according to the prime grid detailed above).
23
Appendix 3
Groupe Sup de Co Montpellier Business School- Montpellier Business School Conference List
A\ International top-ranked conferences (Outside Europe)
AOM
AMS
AFA
AMA
AMCIS
ANZMAC
BCERC
CCSBE-CCPME
EIBA
FERC
FMA
FRA
HICSS
IEEE
IAAER
ICIS
ICSB
IFSAM
IFIP
ISBE
ITA
IRMA
MFA
PACIS
SMS
WFA
Academy of Management
Academy of Marketing Science
American Finance Association
American Marketing Association
American Conference on Information Systems
Australia and New Zealand Marketing Academy
Babson Conference on Entrepreneurship Research?
Congrès International de Gouvernance (Chaire de Gouvernance et Juricomptabilité HEC Montréal)
Conseil Canadien de la Petite et Moyenne Entreprise
European International Business Academy
Family Firm Enterprise Conference
Financial Management Association
Financial Research Association
Hawaii International Conference on System Science
Institute of Electrical and Electronics Engineers, Inc.
International Association for Accounting Education & Research
International Conference on Information Systems
International Council for Small Business
International Federation of Scholarly Associations of Management
International Information Security Conference
International Society for Business Education
Int. Symposium on the Competence Perspective in Management Education, Practice & Consulting
International Telework Academy
International Workshop of Human Resource Management (Social Capital Gateway)
L’Institut de Recherche Mathématique Avancée
Midwest Finance Association
Pacific Asia Conference on Information Systems
Strategic Management Society
Western Finance Association
World HR Congress
B\ International conferences (Europe)
BAM
CMC
EFMD-AC
EFMD-DIV
EISB/EFMD
ECIS
EURAM
EAA
EARnet
ECSB
EFA
EFMMA
EFMA
EGOS
EMAC
G-FORUM
IECER
IFSAM
EIASM
EBFR
British Academy of Management
Conference on Marketing Communication
Congrès de St. Gall
EFMD Annual Conference
EFMD Conferences
Entrepreneurship, Innovation and Small Business (EISB) Conference
European & Mediterranean Conference on Information Systems
European Academy of Management
European Accounting Association (annual meeting)
European Auditing Research network (annual symposium)
European Council for Small Business
European Finance Association
European Financial Management & Marketing Association
European Financial Management Association
European Group for Organizational Studies
European Marketing Academy
G-FORUM Entrepreneurship Research
Interdisciplinary European Conference on Entrepreneurship Research
International Federation of Scholarly Associations of Management
International Workshop on Teamworking
Multinational Finance Association
Research Forum to Understand Business in Knowledge Society
24
C\ Conferences in France or Francophonie
AE
AGRH
AFM
AFC
AIM
AIMS
ADERSE
CIFEPME
IAS
IFC
OPPE
AFFI
RECEMAP
CEROG
Académie de l’Entrepreneuriat
Association de Gestion des Ressources Humaines
Association Française de Marketing
Association Francophone de Comptabilité
Association Information et Management
Association Internationale de Management Stratégique
Ass. pour le Dév. de l’Enseignement et de la Recherche sur la Responsabilité Sociale de l’Entreprise
Congrès International Francophone en Entrepreneuriat et PME
Institut International de l’Audit Social
International Finance Conference
Journées d’Histoire de la Comptabilité et du Management
Outils Pédagogiques en Entrepreneuriat
Paris Finance Conference
Réseau de Chercheurs en Management Public, Journées de Recherche
Seminar in Marketing Communications and Consumer Behavior
25
Appendix 4
Abstracts of articles accepted for publications in 2010
A-ranked journals
A
Benbya H. & Van Alstyne M. 2011. How to find answers within your company. MIT Sloan Management Review,
52(2): 65-75.
Los Angeles-based AECOM Technology had a problem. An AECOM plant in Argentina had made a successful move into
biofuels processing and was producing sugar dust as a byproduct of its bio-fuels production. The problem: Airborne
sugar dust can be explosive and AECOM was concerned about the possibility of having fireballs near its fuel processing.
A team of AECOM employees based in London had several ideas, but after weeks of back and forth, a solution finally
emerged via an internal company bulletin board from an AECOM engineer in Australia. The type of challenge AECOM
faced - locating internal knowledge on a specialized topic - exists in any large organization. The larger and more
segmented the company, the harder it is to match its people to its problems. One answer is an internal knowledge
market. In broad terms, internal knowledge markets are protected environments where users trade their knowledge via
price mechanisms.
Keywords: Management science, knowledge management, United States, management science/operations research,
communications & information management
B-ranked journals
B
Algesheimer R., Dholokia U.M. & Gurau C. 2011. Virtual team performance in highly competitive environment.
Group & Organization Management, 36(2): 161-190.
In this article, we empirically validate a version of the input-mediator-output-input (IMOI) model (Ilgen, Hollenbeck,
Johnson, & Jundt, 2005), adapting it to investigate virtual team performance in a highly competitive environment. Our
hypotheses are tested using structural equation modelling across time periods with data obtained from 606 professional
online gaming teams belonging to the European Electronic Sports League. The findings validate the hypothesized IMOI
model, and demonstrate the effects of anticipated emotions on shared motivation of team members. The results
contribute to theory and have significant implications for the management of geographically distributed work groups.
Keywords: virtual team performance, IMOI model, longitudinal structural equation model
B
Benbya H. & Belbaly N. 2010. Understanding developers’ motives in open source projects: a multi-theoretical
framework. Communications of the Association of Information Systems, 27(1).
The question of why so many developers dedicate time and effort into contributing to Open Source Projects (OSP) is one
of the most intriguing questions in OS research. Several preliminary studies have theorized about and empirically
examined this challenging question. They suggest a variety of reasons to explain this phenomenon but mostly rely on
self-determination theory, with its extrinsic-intrinsic dichotomy, to explain the heterogeneous and complex nature of
motivation in OSS. This article provides an alternative, theory-driven approach, whereby three different, yet
complementary, theories of motivation are combined, to explain the participation and outcomes of developers in OSP.
More specifically, our multi-theoretical framework is based on social exchange theory, goal-orientation, and expectancy
theory. An empirical test of the model is provided within the context of SourceForge.net. The results offer new
theoretical and practical insights into developers’ motivation and how it affects their participation and outcomes.
Keywords: Open source, motivation, SourceForge.net, social exchange theory, information system
B
Gurau C. & Duquesnois F. 2011. The website as an integrated marketing tool: an exploratory study of French wine
producers. Journal of Small Business and Entrepreneurship, 24(1): 17-30.
Structural changes in global wine markets have created new challenges and opportunities for small wine producers.
Forced to adopt an innovative marketing approach which offers enhanced consumer experience and value, many
producers have implemented a combination of direct distribution, relationship marketing and wine tourism in order to
develop a positive brand reputation and to become quality niche leaders. The development of the Internet has provided
a unique possibility to combine and integrate these entrepreneurial marketing techniques in a complex value proposition.
Using this framework of analysis, the study attempts to identify and discuss the features used in the websites of the
French wine producers from the Languedoc-Roussillon region in order to improve the efficiency of combined marketing
techniques. Based on the primary data collected through a survey of 102 websites, the paper analyses the online
marketing approach adopted by the small French wine producers, and proposes a synthetic model of value co-creation
which integrates the complex interaction between the producer and the customer in the online environment.
Keywords: Marketing, website, wine industry, distribution, relationship marketing, France, Languedoc-Roussillon
26
B
Lasch F. & Dana LP. 2011. Contrasting contexts for entrepreneurship: Capitalism by Kyrgyz decree compared to
gradual transition in Uzbekistan. Journal of Small Business and Entrepreneurship, 24(3): 319-328.
Both independent since 1991, the Kyrgyz Republic and Uzbekistan have taken different paths of post-communism
reflected by contrasting models of transition. The Kyrgyz Republic, with agriculture contributing half it’s GDP, has an
open economy, encouraging foreign collaboration and reflecting the values of its secular society. In contrast, Uzbekistan
is home to a religious society, its economy is more industrialized and relatively closed, and less than a third of its GDP
comes from agriculture. Our findings show how different transition models reflect different levels of political stability and
trigger unlike environments for entrepreneurship and economic evolution.
Keywords: Transition, Central Asia, entrepreneurship, indigenous entrepreneurship, Kyrgyz Republic, opportunity,
Uzbekistan
C-ranked journals
C
Aldebert B., Meier O. & Missonier A. 2010. Dynamique culturelle dans le cas d’une fusion: et si faire évoluer sa
culture était possible? Revue Française de Gestion, 36(206): 66-83.
Cet article cherche à comprendre, à partir d’une analyse dynamique d’un rapprochement inter-entreprise, comment et
pour quelles raisons des managers ont pu faire évoluer la culture de leur organisation dans le cadre d’une opération de
rapprochement. L’étude qualitative, de nature exploratoire conduite en temps réel sur un cas unique de rapprochement
inter-organisationnel entre deux sociétés (Médiamétrie et eStat), nous révèle que le changement réel et profond d’une
culture n’est possible, dès lors que l’évolution du marché tend à remettre en cause le paradigme stratégique des
entreprises, c’est-à-dire, leurs légitimités institutionnelle et économique et par voie de conséquence, leur survie à
moyen/long terme.
Keywords: processus de changement culturel, fusions et acquisitions, paradigme stratégique, étude de cas
longitudinale
C
Benbya H. 2011. Valuing knowledge-based-initiatives: what we know and what we don’t know. International
Journal of Knowledge Management, 7(1): 1-15.
The objective of this paper is to provide an overview of the current state of theory and practice on valuing KnowledgeBased Initiatives (KBI). Drawing on the literature concerning IT and business value, this paper summarizes what is
known about valuing IT-based initiatives, discusses the specificity of KBI and outline main challenges that continue to
limit research in this area. This paper also examines how managers deal with these challenges and what metrics they
use to assess knowledge value. These managerial insights are derived from interviews as well as empirical analysis of
several Silicon Valley firms. This paper gives an emerging approach for valuing KBI and illustrates its implementation
with a case study from IBM.
Keywords: Knowledge based initiatives, IT, knowledge value, Silicon Valley, IBM
C
Bessieux-Ollier C., Chavent M., Kuentz V. & Walliser E. Forthcoming. The mandatory adoption of IFRS on
intangibles: Upheaval or inertia? The case of France. International Journal of Accounting Auditing &
Performance Evaluation.
This paper examines the effects of mandatory adoption of IFRS on intangibles in the French environment where firms
were unable to develop ‘experience of international standards’ before they became mandatory from January 1, 2005.
The question we try to answer is the following: will the change of accounting standards concerning the intangibles lead
to the upheaval announced in the French accounts or will it rather introduce a phenomenon of inertia on behalf of the
firms trying to modify their financial statements at a minimal level? An innovative divisive hierarchical clustering method
for firms was applied: the DIV method. The results indicate three clusters of firms, each affected differently by the
transition. Only one cluster displays a significant change whereas the others are unaffected by the transition. The inertia
phenomenon described by Nobes (2006), arguing that pre-IFRS accounting treatments could survive under IFRS, is thus
confirmed.
Keywords: Cluster analysis, France, intangibles, IFRS, transition
C
Bessieux-Ollier C. & Walliser E. 2010. Le capital immatériel: états des lieux et perspectives. Revue Française de
Gestion, 36(207): 85-92.
The controversy over the intangibles in the company is present in the accounting debate for several decades. Work on
this topic tends to focus on accounting issues, but also managerial financial intangible capital. They therefore allow a
meeting in the multidisciplinary field of financial accounting.
La controverse sur les éléments immatériels dans l’entreprise est présente dans le débat comptable depuis plusieurs
dizaines d’années. Les travaux sur ce thème portent généralement sur les aspects comptables, managériaux mais aussi
financiers du capital immatériel. Ils permettent donc une rencontre pluridisciplinaire dans le domaine de la comptabilité
financière (actifs incorporels et comptabilité), du contrôle de gestion (capital intellectuel et pilotage de l’entreprise) et de
la finance d’entreprise (immatériel et évaluation financière de l’entreprise). L’objectif de ce dossier est de rendre compte
27
des différents aspects du capital immatériel, celui-ci étant utilisé comme un terme englobant. Nous explicitons tout
d’abord les différents termes retenus par la littérature comptable, certains termes semblant être parfois utilisés de
manière indifférenciée. Ces éléments clarifiés, nous illustrons l’évolution de la recherche comptable sur le capital
immatériel à travers l’analyse, depuis leur création, des thèmes traités par sept revues comptables majeures en utilisant
les outils de la scientométrie. Nous observons qu’il est possible de recenser des thèmes spécifiques qui dominent à
certaines périodes. Enfin, nous présentons l’état actuel de la recherche sur le capital immatériel à travers six articles
représentatifs.
Keywords: Capital immaterial, comptabilité finanière, actifs incorporels, capital intellectuel
C
Bessieux-Ollier C., Chavent M., Kuentz V. & Walliser E. 2010. L’adoption des normes IFRS relatives aux incorporels:
bouleversement des pratiques ou inertie? Revue Française de Gestion, 36(207): 93-110.
This paper examines the mandatory adoption of IFRS on intangibles in the French environment. A typology of intangiblerelated accounting practices in the period of transition to IFRS is developed. The results indicate three clusters of firms,
each affected differently by the transition. The first cluster displays a significant change, with a considerable increase in
goodwill as a result of reclassification of other intangible assets such as market shares. The second and the third cluster
show stability. The inertia phenomenon described by Nobes (2006), arguing that pre-IFRS accounting treatments could
survive under IFRS, is thus confirmed.
Cet article examine l’adoption obligatoire en France des normes IFRS relatives aux incorporels. Une typologie des
pratiques comptables liées aux incorporels à la période de transition aux normes IFRS est recherchée. Les résultats font
ressortir trois classes d’entreprises affectées différemment par le passage aux normes internationales. La première classe
est caractérisée par un changement important avec une forte augmentation du goodwill liée au retraitement
d’immobilisations incorporelles comme les parts de marché. Les deuxième et troisième classes se caractérisent par une
stabilité. Le phénomène d’inertie (Nobes, 2006) selon lequel les traitements comptables pré-IFRS pourraient perdurer
sous normes IFRS est vérifié.
Keywords: Normes IFRS, incorporels, normes internationales, comptabilité, goodwill
C
Etemad H., Wilkinson I. & Dana L.P. 2010. Internetization as the necessary condition for internationalization in the
newly emerging country. Journal of International Entrepreneurship, 8(4): 319-342.
The internationalization of entrepreneurship is becoming increasingly facilitated through the use of the internet. This
article introduces the term 'internetization' to refer to the process of increasing adoption, diffusion, and deployment of
internet-based technologies and processes that increasingly serve as the back bone of internationalization, especially in
the innovative entrepreneurial firms. This process may be compared to the firm's adoption and use of the internet and
the internet-based processes in transforming the firm to a hybrid network internally and externally within the firm's
home and international markets, especially when the members of its external network have already internationalized.
Internationalization of the firm, which has been much studied in the international business literature, may provide a
parallel analogy for study of internetization. Based on these analogies and within the context of previous literature in
internationalization, a brief examination of a typical rapidly-internationalizing firm through the use of the Internet, and
the user-generated provisions of Web 2.0 in particular, points to the impact of internetization on internationalization.
Various theoretical and research issues are highlighted and discussed, including the important interactions that exist
between the processes of internetization and internationalization. Conclusion suggests that internetization may have
become the necessary condition for internationalization. The paper calls upon the IE scholars to respond to the
theoretical challenge of integrating internetization processes into internationalization, especially for the smaller,
entrepreneurial and innovative firms.
Keywords: New economy, Internet and Web 2.0, entrepreneurship, internationalization
C
Fernandez A.S. & Le Roy F. 2010. Pourquoi coopérer avec les concurrents? Une approche par la RBV. Revue
Française de Gestion, 36(204): 155-169.
Firms are increasingly adopting strategies of coopetition, i.e. strategies in which they combine the advantages of both
competition and cooperation. The drivers that can explain the implementation of these strategies of coopetition are still
not well understood. In order to identify those drivers a qualitative study was undertaken within the European space
industry. The study focuses on the existence of cooperative space programs carried out by the two leading European
competitors, located in Toulouse, Astrium (EADS Group) and Thales Alenia Space (Thales Group). The study of these
projects makes it possible to highlight two explanatory factors for the adoption of coopetitive strategies: the will to
conquer new markets and the innovative character of the project, where one firm alone does not have the resources to
achieve its goals.
Les firmes adoptent de plus en plus des stratégies de coopétition qui sont des stratégies dans lesquelles elles combinent
simultanément des relations de compétition et de coopération. Les facteurs expliquant la mise en oeuvre de ces
stratégies de coopétition restent encore mal connus. Afin de les identifier, une étude qualitative est menée dans
l’industrie spatiale européenne. Elle montre l’existence de programmes spatiaux coopératifs menés par les deux leaders
européens concurrents localisés à Toulouse: Astrium (groupe EADS) et Thales Alenia Space (groupe Thales). Ces projets
permettent de mettre en évidence deux facteurs explicatifs de la stratégie de coopération entre concurrents: la volonté
28
de conquête d’un marché et le caractère innovant du projet, quand l’entreprise ne dispose pas seule des ressources pour
atteindre ces objectifs.
Keywords: Coopetition, resource based view, European space industry, France, Toulouse.
C
Gherra S. 2010. Stratégies de Développement Durable: combiner les parties prenantes et les ressources et
compétences de l’entreprise. Revue Française de Gestion, 36(204): 141-153.
L’intégration des principes de développement durable (efficacité économique, respect de l’environnement, équité sociale)
au sein de la stratégie d’entreprise est proposée par la mobilisation conjointe de deux champs théoriques: la théorie des
ressources et compétences et l’approche des parties prenantes. Là où la théorie des ressources et compétences fait
apparaître les forces/faiblesses de l’entreprise dans la prise en compte des principes de développement durable,
l’approche des parties prenantes en dresse les opportunités/menaces. Combiner ces deux approches théoriques, fait
apparaître un cadre intégrateur du management stratégique dans un contexte de développement durable. Quatre types
de stratégies environnementales sont définis, fondés sur les principes de l’approche des parties prenantes et de la
théorie des ressources et compétences.
Sustainable integration variability (economic efficiency, environmental respect, social equity) is assessed by a theoretical
framework combination of the resource-based theory and the stakeholders theory. Where resource-based theory
highlights the firm's strengths/weaknesses in the sustainability field, stakeholders theory underlines the sustainability
perception as opportunities/threats. The combination of these two theoretical frameworks offers a model of strategic
management and sustainability which suggests four environmental strategies: reactive (end of pipe), defensive (pollution
prevention), cooperative (eco-design), proactive (sustainability).
Keywords: Sustainable development, resource-based theory, stakeholders theory, strategic management
C
Gurau C. & Ayadi N. 2011. Political communication management: The strategy of the two main candidates during
the 2007 French presidential elections. Journal of Communication Management, 15(1): 5-22.
Purpose - This paper seeks to investigate the communication strategy of the two main candidates in the 2007 French
presidential elections, deconstructing the process of communication in its main elements: context, message, media-mix,
and communication strategy.
Design/methodology/approach - Secondary data were collected from a variety of secondary sources, such as texts,
articles, statistics and interviews on the subject of the 2007 French presidential elections, published in various journals or
web sites, and then re-interpreted from the perspective of two researchers, who were direct participants and observers
of these political events.
Findings - The findings present an analytical discussion of the central political message used during the presidential
campaign, complemented by an analysis of the media-mix and the level of media exposure of the two main candidates.
Research limitations/implications - The limited focus of the paper on the communication campaign implemented by the
two main candidates in the 2007 French presidential elections does not permit a general evaluation of the political
marketing strategy.
Practical implications - The conclusions of this study can provide a useful insight for political communication specialists.
Originality/value - The main contribution of the paper lies in the presentation and discussion of the main communication
methods and tools used in a political system different from the Anglo-American context, which is analyzed in most
empirical and theoretical studies on the subject of political marketing.
Keywords: Communication management, elections, France, politics
C
Leitao J., Lasch F. & Thurik R. 2011. Globalization, entrepreneurship and regional environment. International
Journal of Entrepreneurship & Small Business [Special issue ‘Entrepreneurship and Space], 12(2):
129-138.
Entrepreneurship has been a strategic driver in facilitating the adjustment to technological change and supporting
competitiveness in terms of place. Only two decades ago the conventional wisdom predicted that globalization would
destroy the region as a meaningful unit of economic analysis. Yet the obsession of policy-makers around the globe to
‘create the next Silicon Valley’ revealed the increased importance of geographic proximity and regional agglomerations
as well as of the role of SMEs and entrepreneurial activity. This article explains the relation between entrepreneurship
and space which emerged after the advent of the information and communication technology revolution and the
resulting wave of globalization. But the study of strategic management of regions still needs to address a number of
methodological issues. Contrasting results and methodological issues affect entrepreneurship research in this field, many
questions by economic actors are unanswered and the valorization of results for practice remains complex. The 2008
RENT XXII conference held at the University of Beira Interior in Covilha, Portugal, invited international scholars to
discuss on the topic of ‘Entrepreneurship as an engine of regional development’. This article opens a special issue based
on the best papers presented at the conference, resumes the state of the field and opens directions for future research.
Keywords: regional environment, globalization, technological change, policy, entrepreneurship, ICT, ECSB RENT
conference
29
C
Meier O., Missonier A. & Soparnot R. 2011. The evolution of the governance model in instances of highly
innovative strategic mergers. Corporate Governance: An International Review, 11(3): 256-273.
This study focuses on two unlisted SMEs within the ICT (Information and Communication Technology) sector, where
joint innovation plays a key role. The aim of this paper is to understand how corporate governance evolves when the
objectives of the merger involve strategic innovation between two specific companies. In order to do this, we studied the
corporate governance decisions made during a strategic alliance between a small enterprise (called eStat) and a
medium-sized enterprise (called Médiamétrie), formed with a view to building a strategic partnership based on
technological innovation. The method chosen to carry out this research involved a single case study based on passive
observation (153 days of observation), participant observation, the conducting of 70 semi-structured interviews and the
analysis of internal documents such as the memorandum of understanding. From a critical reading of the "standard"
(disciplinary/shareholder, relating to process profitability issues in particular) and the "strategic" (the importance of
human capital, relating to innovation issues in particular) approaches, we demonstrate how the managers of the newlycreated company (Médiamétrie-eStat) gradually opted for a renewed, resource-based corporate governance model.
Contrary to what underlies existing literature addressing corporate governance, this paper shows the need to consider
the dynamics involved in the adoption of the corporate governance model when a merger deals with strategic innovation
issues.
Keywords: Corporate governance, case study, mergers and acquisitions (M&A), strategic decisions, innovation, ICT
sector.
C
Ohana M. & Meyer M. 2010. Should I stay or should I go now? Investigating the intention to quit of the permanent
staff in social enterprises. European Management Journal, 28(6): 441-454.
Despite their social mission, social enterprises work in the global economic environment and therefore have to comply
with performance objectives. This situation means that human resources management strategy has a crucial role to play.
More particularly, the challenge in maintaining competitive efficiency standards depends on achieving a low level of
permanent staff turnover. This paper aims to study the role of distributive justice, leader–member exchange, job
satisfaction and organizational commitment regarding the intention to quit in social enterprises. Data were collected in
France from 101 permanent employees in 27 work integration social enterprises. The partial least square structural
equation modeling technique was used to assess the model hypothesized in the study. Whereas the results confirm most
of the model paths, distributive justice was not linked to both organizational commitment and job satisfaction. Finally,
managerial implications in the field of human resource management are derived in order to achieve a lower turnover
level of social enterprises permanent staff.
Keywords: Distributive justice, HRM, intention to quit, job satisfaction, leader–member exchange, organizational
commitment, social enterprises
C
Robert F., Marquès P., Lasch F. & Le Roy F. 2010. Les entrepreneurs dans les technologies de l’information et de la
communication: proposition d’une typologie. Revue Internationale PME, 23(1): 64-90.
Malgré la forte croissance du secteur des TIC, les recherches concernant ses spécificités entrepreneuriales sont peu
nombreuses. Or, les entrepreneurs ne constituent pas une entité homogène et il est nécessaire d’identifier des typologies
pour montrer leurs différentes caractéristiques. Nous cherchons donc à déterminer si les entrepreneurs TIC sont
similaires à ceux des autres secteurs et si ces derniers possèdent des profils différenciés. Un échantillon composé de 469
entreprises nous a permis d’identifier quatre profils d’entrepreneurs TIC dénommés respectivement ‘cadres
d’expérience’, ‘jeunes diplômés’, ‘prévoyants’ et ‘risque-tout’.
The information and communication technology sector is strategic to stakeholders in most countries, but little research
exists focusing specifically on entrepreneurship in this growth industry. In particular, few findings describe the high-tech
entrepreneur of this industry despite a claim for more research into specificities of and differences between
entrepreneurs (Ucbasaran et al., 2001). This study intends to fill this gap and analyses if ICT entrepreneurs constitute
rather a homogeneous entity or a type of entrepreneur displaying multiple facets and differences. To answer this
questions, survey data of 469 ICT firms of the ‘first generation’ (1993-2001) were analyzed and four profiles were
identified: ‘expert’, ‘freshman’, well prepared ‘provident’, and ‘risque-tout’.
Keywords: High tech, information and communication technologies (ICT), entrepreneurship, description of
entrepreneurs, types of entrepreneurs, typology of entrepreneurs, France
C
Roy P. & Le Roy F. 2011. Stratégies de rupture, dynamique de la concurrence et performances. Management
International, 15(2): 81-129.
Les stratégies de rupture consistent à redéfinir les règles du jeu dans une industrie. Les recherches antérieures sur ce
type de stratégie sont essentiellement centrées sur ses conditions d’émergence. Cette recherche se propose
d’appréhender la stratégie de rupture comme une manœuvre qui entre dans la dynamique des interactions
concurrentielles. Ainsi, nous nous intéressons au nombre d’actions concurrentielles qui composent une stratégie de
rupture, à la vitesse de ces actions et à leur variété. Trois propositions de recherche construites à partir de la littérature
sont confrontées au cas des multiplexes dans le secteur français des salles de cinéma.
Keywords: Stratégie de rupture, action concurrentielle, performance, exploitation cinématographique
30
Disruptive strategies aim at redefining rules of the game within a given industry. Previous researches conducted in this
area are mainly focused on the conditions of emergence of this strategy. Our research adopts another point of view by
considering the disruptive strategy as an element of competitive interactions dynamics. Thus, we study the disruptive
strategy in terms of volume, speed and heterogeneity of its competitive actions. Three research propositions are built
from the literature and discussed within the case of French movie theatres sector.
Keywords: Disruptive strategy, competitive action, performance, movie theatres
C
Salvetat D. & Géraudel M. 2011. Comprendre le rôle de l’intermédiation dans la coopétition: le cas des industries
aéronautiques et spatiales. Management International, 15(2): 67-130.
Comment créer ou favoriser la coopération entre entreprises concurrentes compte tenu des risques d’opportunisme
inhérents à la coopétition? Le rôle de l’acteur intermédiaire occupe une place prépondérante dans la réponse à cette
question. Peu de recherches s’intéressent à celui-ci sous l’angle des relations coopétitives. Le but de cette recherche est
donc de comprendre les mécanismes sous-jacents existants entre les acteurs intermédiaires et les entreprises impliquées
dans une relation de coopétition. 58 entretiens semi-directifs ont été menés dans les organisations du secteur
aéronautique et spatial.
Keywords: coopétition, intermédiation, secteur aéronautique et spatial
C
Thi Hong V.H. 2010. Le commerce de l’or à Paris de 1941 à 1948: de la clandestinité à la liberté. Economies et
Sociétés, 43.
This article aims to study the history of the Paris clandestine gold market from 1941 to 1948 across its creation’s
context, its functioning and its evolution. Following the prohibition of gold possession and gold trade in September 1939,
clandestine gold transactions began in 1940 and then became a real market from 1941. During almost 8 years, this
market functioned so regularly that the price of gold assets (such as 20 francs French coin “napoleon” and English coin
“sovereign”) was noted daily. Otherwise, investments in clandestine gold were very profitable, as profitable as stocks
and 26 times more profitable than bonds. In return, the investments in gold were the most risky. In February 1948, at
the initiative of René Mayer, Minister of Finance from 1947 to 1948, the freedom of gold trade was reestablished in
France. Clandestine activities grow weaker and stop completely in the beginning of the 1950’s.
Keywords: Paris gold clandestine market 1941-1948, risk-return
JEL classification: G1, G18
D-ranked journals
D
Bessieux-Ollier C. & Walliser E. 2010. Actifs incorporels et comptabilité. Revue Française de Comptabilité, 437:
40-42.
La controverse sur les elements immatériels dans l’entreprise est présente dans le débat comptable depuis plusieurs
dizaines d’annés. C’est sur ce thème que Corinne Bessieux-Ollier, enseignant-chercheur en sciences de gestion, et
Elisabeth Walliser, maître de conférences en sciences de gestion, ont organisé, le 18 juin 2010 à Montpellier, une
journée de recherche ‘Le capital immatériel: état des lieux et perspectives’ soutenue par la Compagnie nationale des
commissaires aux comptes, le conseil régional de l’Ordre des experts-comptables et l’Association francophone de
comptabilité. Une cinquantaine de chercheurs et de professionnels étaient venus assister à cette rencontre
pluridisciplinaire qui a permis d’aborder les aspects comptables, managériaux et financiers du capital immatériel. Trois
questions clés étaient au cœur de cette journée de recherche: actifs incorporels et pilotage de l’entreprise, capital
intellectuel et pilotage de l’entreprise, capital immatériel et évaluation financière de l’entreprise. Les seize
communications ont permis de faire le point sur un sujet aux multiples facettes. Seules certaines thématiques traitées
durant la journée sont reprises dans cet article.
Keywords: actifs incorporels et comptabilité, capital intellectuel, capital immatériel
D
Brulhart F., Gherra S. & Rousselot P. 2010. Proposition of a performance measurement tool for analysing and
signaling SME’s performance. The Business Review, Cambridge, 16(1): 217-224.
Measurement and monitoring of performance practices remain particularly disparate, incomplete and often unsatisfactory
within the field of SMEs, due to the insufficiency of their resources and the lack of formal performance management
tools. The inadequacy of performance measurement and management systems (PMMS) prevents the owner-manager
from producing reliable and accurate financial information and from presenting his situation to various stakeholders, in
particular to providers of capital. The objective of this article is therefore to propose a PMMS adapted to SMEs, one that
can be used by owner-managers or their consultants to actively manage performance, and also as a tool for
communication, negotiation and dialogue with stakeholders. Based on an “enriched DuPont model”, the model presented
here focuses on six determinants of value for SME managers. It is decomposed into five successive equations that aim to
gradually deepen the understanding of the formation of company performance in connection with the practices and
strategic positioning of the firm.
Keywords: SME, performance, management systems
31
D
Cunneen H. & Dana L.P. 2010. Auctions & the New Zealand Horse industry: What happens when recession hits?
International Journal of Business and Globalisation, 5(3): 297-303.
In spite of having the knowledge, natural advantages and national enthusiasm within an industry, it is never without the
issues of current economic climate. This paper looks at the buying and selling of NZ horses, what methods are used and
times of crisis.
Keywords: horses, New Zealand, horse sales, auctions, global recession, equestrian industry, animals, bloodstock,
horse racing, sport, business, globalization.
D
Dana L.-P. 2011. Entrepreneurship in Bolivia: An ethnographic enquiry. International Journal of Business and
Emerging Markets, 3(1): 75-88.
While entrepreneurship takes place around the world, its expression reflects the specific nature of the market in which it
takes place. This paper reports the findings of an exploratory study conducted in Bolivia, using ethnographic methods. In
this market, much entrepreneurship activity takes place outside the firm-type formal economy. This paper compares the
firm-type sector of the formal economy with the Bazaar and the Parallel Economy, which consists of informal, internal or
covert economic activities. The findings suggest that in Bolivia, Kirznerian entrepreneurship takes place in the Bazaar,
while Cantillonian entrepreneurial activities occur in the Parallel Economy.
Keywords: business, emerging markets, Bolivia, entrepreneurship, Bazaar, parallel economy, ethnography,
entrepreneurial activity, parallel economy
D
Dana L.-P. (2011) Air New Zealand: Facing increased competition. International Journal of Business &
Globalisation, 6(3/4): 410-419.
The focus in this paper is Air New Zealand. We address the increased competition facing domestic and national routes
due to international airline’s global expansion strategies.
Keywords: globalization, airline industry, Air New Zealand, New Zealand, competition
D
Dana L.-P. & Lasch F. Forthcoming. A tale of two villages: A comparison of neighbouring communities in Southern
France and the impact of tourism. International Journal of Management Cases.
Based on a comparison of two villages of similar size, about 12 km from each other in the former French province of
Languedoc in southern France, we highlight the impact of tourism. Saint-Guilhem-le-Désert is visited every summer by
800,000 tourists; our control group is Jonquières, with virtually no visitors. Tourism has transformed Saint- Guilhem-leDésert as this massive activity brings noise and pollution, along with rising house prices, resentment of visitors by locals
and a clash between residents and attitudes of disrespectful tourists. While entrepreneurs have arrived to prosper from
tourism, local people move away. Whereas the population of Jonquières is constant throughout the year, Saint-Guilhemle-Désert becomes a ghost town in the winter.
Keywords: tourism, France, Saint-Guilhem-le-Désert, Jonquières, entrepreneurship
D
Dana L.-P., Manitok O. & Anderson R.B. 2010. The Aivilingmiut people of Repulse Bay (Naujaat), Canada. Journal
of Enterprising Communities: People and Places in the Global Economy, 4(2): 162-178.
Purpose – The purpose of this paper is to provide an account of the enterprising Aivilingmiut people of Repulse Bay
(Naujaat), formerly a hub of the now-defunct whaling industry.
Design/methodology/approach – This paper is based on literature spanning 185 years from 1825 to 2009.
Findings – Throughout history, the Aivilingmiut people appear to have been an enterprising community, adapting well to
change. Nowadays, however, the absence of business infrastructure may be a significant barrier to the development of
small business opportunities in Repulse Bay.
Practical implications – Regardless of how enterprising a community is, the absence of business infrastructure can
impede entrepreneurship.
Originality/value – There is no similar paper about the Aivilingmiut people of Repulse Bay.
Keywords: Business enterprise, Canada, ethnic groups, small enterprises
D
Dana L-P. & Schoeman J. 2010. An entrepreneurial innovation: mega cooperatives. Asia Pacific Journal of
Innovation and Entrepreneurship, 4(1): 67-87.
Cooperatives internationally are pursuing horizontal and vertical integration at time when businesses globally are
increasingly focusing on limited sets of value adding activities in order to satisfy customer needs and maintain
competitive advantage. This paper explores this seeming paradox by looking at a recently formed mega dairy
cooperative, which has monopolistic control over the New Zealand domestic and export markets. The paper assesses the
changes and challenges for the dairy cooperative in its infant years before assessing the relative performance of the
cooperative against several key performance indicators.
Keywords: Dairy, Fonterra, cooperatives, macro marketing
32
D
Géraudel M. 2010. Accès aux connaissances pour une PME dans un pôle de compétitivité: un dirigeant extraverti
en vaut deux. Gestion 2000, 5:121-129.
Les dirigeants de PME des pôles de compétitivité sont les acteurs clés qui vont dynamiser la capacité à innover de leurs
entreprises. Pour ce faire, ils doivent avoir accès à de la connaissance, et notamment de la connaissance technique.
Auprès d’une population de 106 dirigeants de PME du pôle Arve-Industries, nous montrons que l’extraversion des
dirigeants est un facteur explicatif de leur capacité à accéder à des connaissances.
Keywords: extraversion, connaissances, PME, dirigeant, pôle de compétitivité.
SME CEOs of districts are the key actors who will instigate the capacity to innovate to their companies. Based on a
sample of 106 SME CEOs situated in Arve-Industries, we show that CEO’s extraversion is a predictor of access to
knowledge.
Keywords: extraversion, technical knowledge, SME, CEO, district.
D
Katsuyuki K. & Dana L.-P. 2010. Business incubation and the pursuit of opportunity: Focus on Kobe. Journal of
Asia Entrepreneurship & Sustainability, 7(2): 3-18.
We try to clarify the relationship between the entrepreneurial process and the role of an accompanying structure.
Propositions are tested at the Kyoto Research Park (KRP), established in 1989 as the first private incubation facility in
Japan. The results show that the KRP plays an important role in the creation of a network for entrepreneurs. We thus
identify a particular ‘Kyoto way’ of entrepreneurship.
Keywords: Japan, entrepreneurial process, opportunity, legitimacy, network, accompanying structure, incubation, Kyoto
way, Kyoto Research Park (KRP)
D
Missens R., Dana L-P. & Yule S. 2010. Indigenous entrepreneurship in the Wine Industry: a comparative study of
Two Indigenous Approaches. Journal of Aboriginal Economic Development, 7(1): 26-38.
This case study compares two indigenous approaches to entrepreneurship within the wine industry: Nk’Mip Cellars (a
joint venture between the Osoyoos Indian Band and the Vincor Canada) in British Columbia, Canada and Tohu Wines, in
Marlborough, New Zealand. The aim was to identify whether differences exist in the approach to entrepreneurship
between two different indigenous groups competing in non-traditional businesses. The result should assist Indigenous
populations in their understanding of Indigenous entrepreneurship as well as help guide their people towards greater
economic development. Substantial differences between the two chosen Indigenous groups were found in their method
of achieving collective entrepreneurship. This study has shown that both the Indigenous New Zealand community and
the Indigenous Canadian community can be successful in competing entrepreneurially in something outside their
traditional competencies. Furthermore, this study suggests that in order to be successful by competing entrepreneurially
in business activities typically considered outside their traditional competencies, Indigenous groups looking to develop
their communities economically might want to consider the level of social or psychological acculturation with their nonIndigenous neighbors.
Keywords: Indigenous entrepreneurship, wine industry, New Zealand, Canada
D
Nakara W. & Mezzourh S. 2010. Stratégie d’innovation et économie de la connaissance. Revue 4 Temps du
Management, 29(4).
Ce travail est une articulation entre trois concepts de la stratégie abordés jusque-là séparément: la gouvernance,
l’innovation et la connaissance. Dans le prolongement des travaux précurseurs de J. Schumpeter, E. Penrose et P.
Drucker autour de la question de l’entrepreneuriat et l’innovation, et des récents apports de la knowledge-based view
(KBV), le courant de l’innovation basée sur la connaissance (KBI) tente d’expliquer le processus d’innovation à travers
l’analyse des caractéristiques et des processus de transformation de la connaissance. Dans cette perspective, la théorie
de la gouvernance, s’inspirant principalement des approches contractuelles de la firme, demeure muette sur nombre
d’éléments stratégiques (propriétés et processus de la connaissance notamment) qui sont pourtant indispensables pour
résoudre l’équation de l’innovation. L’objet ce de papier est d’étendre le champ de la gouvernance au-delà du cadre
(purement) transactionnel. Il s’est agi pour nous d’investir des pistes de recherche jusque-là peu (ou pas) explorées en
partant du postulat suivant: l’approche de l’innovation basée sur la connaissance (KBI) appelle une approche de la
gouvernance basée sur la connaissance (KGA). A travers le prisme de la connaissance, nous avons pu saisir les points de
jonction du triptyque gouvernance-innovation-connaissance et déterminer quelques implications stratégiques pour les
entreprises innovantes (notamment en termes de choix des modes de gouvernance). Des perspectives de recherche et
d’opérationnalisation sont proposées en conclusion.
Keywords: Innovation, économie de la connaissance, entrepreneuriat, knowledge based view
33
D
Pascual-Espuny C. 2010. Controverses, autour de Reach. La Revue Internationale de Psychosociologie, 38:
85-98.
Can corporate social responsibility be considered as the product of a period of debate and negotiation concerning
sustainable development in an identified public space? We focus on the notion of a period of debate and negotiation and
try to define it. We consider by way of an example, REACH, how CSR can be embedded in a discursive interaction where
communication plays a strategic role. We follow these changes through an analysis of communications in order to
achieve an understanding of the dynamic in action. At the end, we try to understand the practices it creates and how it
influences the CSR of the industrial sector.
Keywords: period of debate and negotiation, communication, CSR
D
Enjolas F. & Sentis P. 2011. Crop insurance policies and purchases in France. Agricultural Economics, 42(4):
475-486
While many crop insurance systems have been reformed around the world, few academic researches have addressed the
determinants of the decision on crop insurance at the farm's micro level. In this article, both the financial and the
agricultural literature lead to the identification of many rationales for the crop insurance decision. Using data from the
period 2003–2006 on a representative survey of French farms (FADN-RICA), we investigate the different factors that
incite farmers to insure against crop risk. We emphasize that the highest risk farms are more likely to have insurance
and this decision is positively related to the past amount of claims. Insurance is subscribed by larger farms because
insurance appears too expensive for smaller farms, which are indeed naturally less diversified. Interestingly, financial
variables (such as capital structure or return on investment) do not significantly determine the insurance decision.
Keywords: Insurance, demand, crop insurance, catastrophe risk
JEL classification: G22, Q14
D
Thi Hong V.H. 2010. The gold market at the Paris stock exchange: A risk-return analysis 1950-2003. Historical
Social Research, 35(3): 389-411.
This paper aims to study the return of investment in gold assets quoted at the Paris stock exchange during 54 years,
from 1950 to 2003. Contrarily to what is thought about this mythical metal, its risk-return is very inferior to other
financial assets (stocks and bonds). While it has a high degree of risk, its return is less than that of the risk-free asset.
Moreover for individual investors, investment in gold has given a very low result in real terms. A capital of 100 new
francs invested in the gold coin napoleon in December 1949 would have been liquidated for 56 new francs in December
2003. So its real rate of return was -1% per year.
Keywords: Paris gold market, risk-return, purchasing power.
34

2010 - Montpellier Business School

Transcription

Documents pareils

From Bedouin to billionaire: how this entrepreneur beat the

Jài enduré vos discours et jài lòreille en feu

Sign and Design: Script as Image in a Cross

Human Resources Strategy for Research at Université de Montpellier

IFCT-1001 CHIVA ASCO 2016

feb newsletter

23rd April compressed.pub

class 7 au château de la baudonnière

TALKING ABOUT WORK CONDITIONS PART 1: http://www.bbc.co

pearson news - Lester B. Pearson School Board

la justice contre les bandes violentes

A System for Typesetting Mathematics

Azimut - Adelaide Festival

ADAPTIVE DENSITY ESTIMATION IN THE PILE-UP

here - Climate Smart Agriculture 2015