You are here
Faculty & Research News
A large body of research has considered the positive aspects of social media. However, emerging research and practice are beginning to focus on complex and often alarming ways in which use of social media may harmfully affect individuals, organizations and societies. For example, data leakage prevention and suspicious networks detection (Perez et al., 2012; Perez et al., 2013), negative word-of-mouth dynamics (Pfeffer et al., 2014) and their repercussions on marketing and e-reputation (Castellano et al. 2014; 2016), privacy violation (Fox and Moreland, 2015; Krasnova et al., 2012), anxiety and depression (Krasnova et al., 2015) addiction (Andreassen et al., 2012; Turel, 2015; Turel & Serenko, 2011), misrepresentation and negative psychological consequences (Garcia & Sikström, 2014; Mäntymäki & Islam, 2016) are some of the issues that have been studied so far. Many others require a deepened interest, especially within the organizational settings, in which social media pervasive usage might contribute to jeopardize systems security (Sokolova et al., 2016), disrupt work habits and impoverish individual performance via information overload, technostress and fatigue (Kefi et al., 2015; Kefi et al., 2016; Maier et al., 2015). Larger effects include enabling racism, terrorism and cyber-crime (Dean et al., 2012).
Thank you for all your excellent work!
Participants are thanked for all the great scientific input and for many fruitful discussions and scientific interaction!
LEARNING EXPEDITION - ORANGE BUSINESS SERVICES
Executives come to courses offered by the Research Lab PSB-Paris School of Business – Short Programs to gain critical knowledge and best practices. You can spend from one to three days studying digital transformation or innovation management. Moreover, Paris School of Business Research LAB offers Professional Certificates for the candidates who pursue improvement in a specific area.
2016 - newPIC RESEARCH CHAIR - Innovation Management - Intrapreneuship in large established firms
2015 - D3 - DIGITAL - DATA - DESIGN - Relation client par les médias sociaux et e-réputation
2015 - newPIC RESEARCH CHAIR - Innovation Management - New clients-suppliers relations in the dynamics of open innovation
Congratulations to Stéphane Goutte, Affiliate Professor at PSB Paris School of Business, for the BEST PAPER AWARD 2017 of the peer-reviewed Journal "Studies in Nonlinear Dynamics and Econometrics"
Title: "On the estimation of regime-switching Levy models".
Conference SNDE, 2018 - Tokyo
GEOINNO2018: Call for Papers for the Special Session about “open creative labs”
Open creative labs. Platforms of local and global collaborative innovation and entrepreneurship
4th Geography of Innovation Conference
January 31st - February 2nd 2018 in Barcelona
This session aims to deepen in the understanding of the innovation and entrepreneurial dynamics that take place in such collaborative spaces and the relationship with their local and global environment
Deadlines and submissions:
We welcome submissions of Full Papers and Extended Abstracts (minimum 3 pages).
Submissions must be made electronically on this website: http://geoinno2018.com/submit-your-paper/
Deadline: September 10th of 2017
PSB Paris School of Business hosted NTMS 2018 International Conference
NTMS'2018 was the 9th IFIP International Conference on New Technologies, Mobility and Security - from 02/26/18 to 02/28/18 - Paris- France.
Co-sponsored by IEEE, IEEE COMSOC & IFIP TC6.5 WG.
Accepted and presented papers will be published in the conference proceedings and included in IEEE Xplore as well as other Abstracting and Indexing (A&I) databases. The best papers of the conference will be considered for publication Elsevier Ad Hoc Networks journal.
Areas: New Technologies, Wireless Networks, Mobile Computing, Ad hoc and Ambient Networks, QoS, Network Security and E-commerce
The event combined tutorial sessions and workshops, aiming at the dissemination of mature knowledge and technology advances in the field.
Journal of Knowledge Management Special Section
Over the past 20 years, social entrepreneurship has been considered as an emergent field of research and has intended to erase some misconceptions about business dominance in terms of enterprise creation. Several researchers have attempted to understand and define social entrepreneurship (Hoogendoorn, 2016; Mair and Marti, 2006; Rawhouser et al., 2017).
Indeed, several definitions has been suggested. For instance, Alford et al. (2004) as well as Rey-Martí et Al., (2016) defined social entrepreneurship as “a process that creates innovative solutions to immediate social problems and mobilizes the ideas, capacities, resources, and social agreements required for this sustainable social transformation”. Social entrepreneurship has also been defined as an innovative process of resource combination in order to address social needs and to catalyze social change (Desa and Basu, 2013).
Alford et al., (2004), Rey-Martí et al. (2016) focused on two key concepts in the social entrepreneurship context namely: resource and knowledge. In fact, these notions have not been well developed in previous studies. Bacq and Eddleston (2017) have addressed the Resource Based View in the social entrepreneurship context. The two concepts of knowledge and capabilities (Paarup Nielsen, 2006; Spanos and Prastacos, 2004; Zheng et al., 2011) have been widely emphasized in the RBV approach (Uit Beijerse, 1999).
Zahra and Wright (2016) claimed that crucial knowledge is fundamental to social enterprise creation process. They also argued that crucial knowledge is even important for social enterprise performance. Thus, social entrepreneurs’ ability to create, develop and transform knowledge on key resources is considered as a strategic challenge.
Zahra et al. (2014) emphasized that: “social ventures also differ from both for-profits and not-for-profits by their deliberate investments in social impact and social system change capabilities. Social impact capabilities are the bundle of knowledge, skills, and routines necessary for achieving measurable social impact on a target client”. This point has led scholars to wonder about the impact of knowledge on stakeholders and on social innovation (McMullen and Bergman, 2017).
Based on recent research on social entrepreneurship (Dacin et al., 2011; Felìcio et al., 2013), Muñoz and Kibler (2016: 1314) “stresses the need to advance the knowledge on the institutional complexity that influences how social entrepreneurs think and behave”.
Therefore, in this Special Section on “Knowledge creation in the context of Social entrepreneurship” in JKM, we aim at bringing new insights investigating the relationship between social entrepreneurship and knowledge research. Topics of interests include, but are not limited to:
- Entrepreneurship “social” education and knowledge creation and sharing
- Social opportunity identification and knowledge creation
- Knowledge, social entrepreneurship and entrepreneurial ecosystem
- Social business model and knowledge creation
- Social entrepreneurial team and knowledge sharing
- Innovation and social entrepreneurship
- Social stakeholders and knowledge creation
- Resource-based view and social entrepreneurship
- Dynamic capabilities and social entrepreneurship
- Capitalization of knowledge and social entrepreneurship
Abstract submission deadline: March, 20th, 2018 (directly to guest editors)
Selected Paper Submission Deadline: June 15, 2018 (on ScholarOne)
Publication: expected from November/December 2018
A selection of papers presented at the “Semaine de la FNEGE” May 25th, 2018 to the special session on social entrepreneurship (https://www.management2018.fr/semaine-management-2018), accordingly revised and updated, will be considered for publication into this Special Section. They will undergo, anyway, to the traditional blind review process of the JKM.
Guidelines on Paper Submission:
The papers submitted for this Special Section (SS) of the Journal of Knowledge Management (JKM) will initially be desk reviewed by a Guest Editor and when found suitable, it will be assigned for rigorous review by a qualified team of academicians. Successful papers in this Special Section should demonstrate strong academic discourse combined with robust methodological approach will be considered during the peer review processes. Needless to say, all works submitted to this SS in JKM need to be original.
- Please visit the Journal of Knowledge Management at: http://www.emeraldinsight.com/journal/jkm to know more about the journal
- Submissions to the Journal of Knowledge Management are made using ScholarOne Manuscripts, the online submission and peer review system. Registration and access is available through http://mc.manuscriptcentral.com/jkm
- For detailed author guidelines, please visit
Submitted abstracts should be no longer than 900 words and should include the following sections (when applicable):
- Research question and research objectives
- Theoretical part
- Methodology and research design
- Results and analysis
Please feel free to discuss your manuscript ideas with any of the following guest editors:
1. Dr. Adnane MAALAOUI
Associate Professor, IPAG
IPAG Business School, Paris, France
2. Dr. Sylvaine CASTELLANO
Dean of Research and Associate Professor, PSB Paris School of Business
PSB, Paris School of Business, Paris, France
Call for papers Workshop “Governance and Diversity”, Héger Gabteni, Nathalie Bitbol-Saba, Associates professors at PSB
This call for papers invites researchers who study governance and diversity with the ambition to bring together recent advances in academic research on this theme. We encourage submissions that examine governance through the lens of diversity and in its various dimensions: issues, practices, processes, values, discourses, policies, strategies and resistances. Due to the transversality and multidisciplinary of this theme (Charreaux et Schatt, 2005), research papers in management, economics, finance, strategy as well as human ressource management are welcome. Today, diversity is at the center of managerial concerns within organizations and a growing number of them perceive it as a major issue for their survival and development (Nishii and Özbilgin, 2007; Özbilgin and Tatli, 2008). This applies particularly to corporate governance, rightly defined as « management of management » (Perez, 2003). The increase in board diversity has frequently been identified as one of the most important governance phenomena in recent years (Finkelstein, Hambrick and Cannella, 2009; Westphal and Zajac, 2013). Recent academic literature suggests that the diversification of boards composition could improve the performance of organizations (Conger and Lower, 2001), which remains one of the pillars of robust governance (Charreaux, 1997). Justified by economic arguments, diversity would make organizations more attractive, increase productivity, be a resource for learning and adaptation to change, and develop collective performance (Ely and Thomas, 2001; Bruna and Chauvet, 2013). Recent studies have found that decision making improves with diversity and creativity is higher and firms are more innovative with diverse boards (Miller and Triana, 2009; Nielsen and Huse, 2010). Thus, the links between board diversity and performance (Frijns et al., 2016; Shehata et al., 2017) are attracting increasing interest. The feminization of boards is a topical issue, even if work on this subject is still too rare, as it is the case in France (Martin and Pignatel, 2004 ; Belghiti-Mahut and Lafont, 2010; Moulin and Point, 2012; Nekhili and Gatfaoui , 2013; St-Onge and Magnan 2013 ; Toé, 2014 ; Bender et al., 2015, 2016). In countries that have adopted “quotas” of women on boards, their feminization is gradually being observed (France: Bender et al., 2015; Norway: Toegel, 2011; Spain: Spencer Stuart, 2011). The links between feminization and performance (Shrader et al., 1997; Farrell and Hersch, 2005; Rose, 2007; Campbell and Minguez Vera, 2008; Francoeur et al., 2008; Adams and Ferreira, 2009; Ferrary, 2010; Sabatier, 2015) generate growing interest while inducing mixed results (Smith et al., 2006). The presence of women on corporate boards seems to increase board effectiveness through reducing the level of conflict and ensuring high quality of board development activities (Nielsen and Huse, 2010). However, sex discrimination and stereotypes impact significantly and negatively the proportion of women selected on boards (Galia et al.,2017). Interest is also growing in issues crossing board diversity and CSR (Bear et al., 2010; Harjoto et al., 2015 ; Rao and Tilt, 2016). The diversity of board resources and the number of women on boards affect positively firms’ corporate social responsibility ratings, which, in turn, bolsters their reputation (Bear et al., 2010).
We welcome theoretical and empirical, qualitative and quantitative papers, from varied viewpoints and contexts (context-embedded analysis and inter-countries comparisons are welcome) on the following or related topics:
Board diversity and corporate performance / intra-group dynamics / decision making / risk management / change management / innovation Costs and benefits of board diversity
Diversity and selection process for board members Board diversity and CEO compensation Independant directors and firm performance
Board gender diversity, laws and quotas Demographic diversity, cross-national diversity, interculturality, ethnic minorities
Corporate Governance, diversity and CSR Board diversity and ethics
Voluntary versus coerced diversity
Researchers are invited to submit their work, regardless of their analytical and methodological framework. All works (doctoral students, young or experienced doctors) will be considered with kindness. Initial communication proposals should not exceed 300 words (plus references).They can be written in French or English. They must include scientific specialty, contact information and institution of attachment. They must also include a title, research question, and a brief indication of data and methodology.
They should be submitted electronically (Word document) with the mention «PSB Governance and Diversity call for papers» in the title of the message and sent no later than April 12, 2018 to:
Notification of acceptance will be given by April 30, 2018.
Full papers (maximum 12,000 words) will be submitted not later than May 20, 2018. The workshop will take place on June 20, 2018.The workshop sessions will be 45 minutes long and comprise the discussant’s presentation of the paper (20 minutes), the author’s response (10 minutes) and open discussion (15 minutes).
April 12, 2018: abstracts proposals in French or English (maximum 300 words)
April 30, 2018: answer of coordinators
May 20, 2018: submission of full papers in French or English (maximum 12,000 words)
June 20, 2018: workshop at PSB, Paris