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”.
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.
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
“Governance and Diversity” Workshop, PSB Paris School of Business, 20th June, 2018
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
European Journal of Comparative Economics / Stéphane Goutte, Professor PSB Paris School of Business
European Journal of Comparative Economics Call for Papers for Special Issue on: « Impact of the liberalization and capitalization of energy market: a way for emerging countries »
Stéphane Goutte (University of Paris 8, France and Paris School of Business (PSB), Paris, France. Mail: firstname.lastname@example.org)
Chaire Energy Economics and Ecological Transition (E3T)
This special issue aims to provide academics, policymakers and practitioners with valuable research resultsand analysis pertaining to the major issues and challenges that deal with concerning the Impact of the liberalization
and capitalization of energy market for emerging countries. Contributions will be selected through a refereeing process consistent with the standard reviewing process of the journal, to ensure that only original contributions of the highest quality are included. Applied theoretical, analytical contributions and operational applications are expected to provide a wide scope of topics for the issue.
Topics may include but are not limited to
• Emerging markets finance
• Liberalization of energy sector
• Model of market integration
• Model of market segmentation
• Energy Market liberalization
• Energy market reforms
• Environmental reforms
• CO2 emissions
• Energy Pricing
• Energy Hedging
• Environmental sustainability
• Energy Policy
• Security of energy supply
Notes for Prospective Authors:
Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. (N.B. Conference papers may only be submitted if the paper has been completely rewritten
and if appropriate written permissions have been obtained from any copyright holders of the original paper). All papers are refereed through a peer review process. All papers must be submitted online. Please read our Submitting articles page. http://ejournal.liuc.it/index.php/ejce/index
If you have any queries concerning this special issue, please email the Guest Editor Goutte Stéphane email@example.com
Submission of manuscripts: 30 September 2018
Notification to authors (revision): 30 November 2018
Final versions due: 20 December 2018
"Agility, dynamic capabilities and technological change" 3rd Innovation Days Abbé Grégoire (JAG) April 3rd + 4th, 2018 PARIS
- Valerie MERINDOL, PSB / newPIC, email: vm (at) newpic.fr
- Nicolas AUBOUIN, PSB / newPIC, email: na (at) newpic.fr
- Agusti CANALS, UOC / KiMO, email: acanalsp (at) uoc.edu
- David W. VERSAILLES, PSB / newPIC, email: dwv (at) newpic.fr
- 15-JAN-2018: Full papers submission
- 25-FEB-2018: Responses to auteurs
- 25-MAR-2018: Final paper submission
- 3+4-APR-2018: Conference
All submissions will follow a double-blind review process.
The submission process will be documented soon...
- Full papers = 15 to 30 pages (incl. refs)
- Font: Times New Roman, Double spaced
- Working language: All papers shall be written in ENGLISH
(no submission will be accepted in French)
- Any type of contribution is welcome:
literature review, empirical, theoretical or conceptual papers
quantitative or qualitative methodologies
A large variety of technological areas generates today new opportunities for business. This is the case with digitalization, data management, artificial intelligence, and additive technologies for instance. They prepare for radical technological changes that will most probably instantiate a new industrial revolution. Boundaries between sectors and rules of competition are drastically reshaped. Various ecosystems emerge with start-ups. To face up to turbulent environment, large firms have to adapt their organizational design and to redefine their core values (Yoo et al, 2012). These radical changes are illustrated with new open innovation initiatives aiming at collaborating with start-ups and end-users. This translates also with new business models. This process implies new creative capabilities (Pandza and Thorpe, 2009). New organizational designs emerge today in order to facilitate the adoption of these technologies, such as fab labs, living labs, coworking spaces, incubators or a mix of them (Capdevila 2016; Merindol and Versailles, 2017; Aubouin and Le Chaffotec, 2017). These designs provide opportunities to connecting distant actors and to acquiring new ways of working in the innovation process.
In this context, small and large companies seek new forms of agility. Their transformation covers all dimensions of the organizations: corporate strategy, ways of working, culture, key resources (Teece et al., 2016), organization of the supply chain (Blome et al. 2013), etc
Agility is “the ability of every organization to perceive and predict available changes in the business environment” (Razmi and Ghasemi, 2015; Alavi et al., 2014). An agile company is an organisation with a broad vision of the new order of the business world, and with a handful of capabilities and abilities to deal with turbulence. It is intended to capture the advantageous side of changing circumstances (Zhang et al., 2000).
The concept of agility comprises two main factors (Dove, 1996; Kidd, 1995):
- Responding to (anticipated or unexpected) changes in proper ways and in due time;
- Exploiting changes and taking advantage of changes as opportunities
Agility, entrepreneurial capabilities, dynamic capability, and resources orchestration are inter-related concepts used to appraise the ways companies adapt to turbulent environment (Teece, 2016; Teece et al., 2016) but they are barely articulated to each other. They are also seldom used to anticipate on the capacity to manage radical technological change incurred by digital technologies, artificial intelligence and the management of big data. These concepts are intended to analyse and to support how to prepare for a forthcoming transformation, but they are most often only used for providing retrospective explanations or justifications and seldom associate with the description of actual managerial modalities for decision-making.
This track addresses the following topics (list not limitative):
- How do firms achieve to become agile in order to take advantage of radical technological changes?
- Why do some large companies succeed in becoming agile and others do not? What is the incidence of dynamic capabilities? How to define organisational agility in reference to the sensing, seizing and reconfiguring aspects of resources orchestration?
- Is the reference to organizational agility a new way to incorporate creative capabilities into the analysis?
- How to characterize the different ways to manage dynamic capabilities and agility for start ups and new actors such as open labs, fab lab, living labs, etc.?
- How to link organizational agility, dynamic capabilities and open innovation initiatives such as crowdfunding, intrapreneurship, internal incubators?
- What are the cognitive processes and managerial capabilities required to achieve agility?
« Le crowdfunding La finance “comme avant” ou la finance autrement? »
Rédacteurs invités :
Olivier Joffre (UPEC, IRG)
Donia Trabelsi (Institut Mines-Télécom/Télécom Ecole de Management)
Date limite de soumission : 30 juin 2017
Création de la première revue scientifique française consacrée au management et à la data science.Le premier numéro est prévu en avril 2017. La revue sera accessible en ligne gratuitement.
Membres du Conseil Scientifique : Hajer Kefi et Rony Germon, PSB Paris School of Business
Special Issue: Using Technology for the Internationalization of SMEs
Vincent Dutot, PhD, Paris School of Business (firstname.lastname@example.org)
Guest Editor: Sylvaine Castellano, PhD, Paris School of Business
Special Issue on: "Quantitative Energy Finance Applied to Environmental and Climate Problems"
Guest Editor: Dr. Goutte Stéphane
PSB Paris School of Business is delighted to host the Workshop Entrepreneurship Research: Past, Present & Future from May 10th to May 12th 2017. The evolution of entrepreneurship will be the core subject of this three-day meeting. Many world-renowned researchers will take part in the event and will share their experience in this research field:
- Candida Brush Babson College
- Patricia G. Greene Babson College
- Malin Brännback Åbo Akademi University
- Alan Carsund Åbo Akademi University
- Erno Tornikoski Grenoble Ecole de Management
- Frédéric Delmar Lund University
- Dirk De Clercq Brock University
- William B. Gartner Copenhagen Business School / Californian Lutherian University
- Benson Honig McMaster University
- Scott Shane Weatherhead School of Management
- Robert Blackburn Kingston Business School
- Thomas J. Dean Colorado State University
- Shaker A. Zahra University of Minnesota
- Alain Fayolle EM Lyon Business School
- Léo Paul Dana Montpellier Business School
If you are interested by the workshop and would like to submit your contributions, you can send them to Professor Adnane Maalaoui: email@example.com or firstname.lastname@example.org
16th May 2017 / PSB Paris School of Business
WORKSHOP CO-CHAIRS: Hajer Kefi, PSB Paris School of Business, France, Trevor Moores, Baruch College, New York, USA.
Plus d'informations sur le site du workshop
Académie de l'Entreprenuriat et de l'Innovation, December 6th - 8th, 2017
Chair and Coordinator: Dr. Charles Perez, Paris School of Business, France (email@example.com)
PATTERNS 2017, February 19 - 23, 2017 - Athens, Greece
The Ninth International Conferences on Pervasive Patterns and Applications
newPIC chair: Valérie Mérindol, Nicolas Auboin, David Versailles, PSB Paris School of Business
Deadline: January 15th, 2017
Conference on March 28th, 2017 in Paris