ORGANIZATION DESIGN ADVANCES in STRATEGIC MANAGEMENT Series Editor: Gino Cattani
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Bertrand Guillotin Temple University – Fox School of Business Strategic Management Department (215) 204-4201 [email protected]
Bertrand Guillotin Temple University – Fox School of Business Strategic Management Department (215) 204-4201 [email protected] Education Doctorate in Business Administration, Grenoble Ecole de Management, Grenoble, France. 2016 AACSB, EQUIS, AMBA accredited. Major: Business Administration. Dissertation Title: Internationalization and Differentiation Strategies: The Case of American and European Business Schools. 128 downloads on SSRN as of 4/13/2021. Doctoral advisors: Drs. Vincent Mangematin and Séverine Louvel. Jury: Drs. Mark Smith (Chair), Séverine Louvel (Supervisor), Nathalie Belhoste (Internal reviewer), Richard M. Burton (External reviewer and Prof. Emeritus of Strategy, Duke University, USA). MBA, Thunderbird, School of Global Management (ASU), Phoenix, AZ, USA. 1997 AACSB accredited. Major: International Management. TSG scholarship recipient. DEESMI (Diplôme Européen d'Etudes Supérieures en Marketing International), FEDE, Switzerland. 1991 Major: International Marketing. Pan-European, advanced degree. Manager du Commerce International, ESARC, St-Clément-La-Rivière, France, equivalent to a BBA. 1991 Major: International Trade. Honor student ranked 2 out of 46. BTS (Brevêt de Technicien Supérieur), two-year program, LETP M. Tessier La Providence, Blois, France. 1990 Major: International Trade. Foreign languages: English and German. University of Law, Economics and Management, Nancy, France. Courses in economics. 1986 - 1988 High School Baccalauréat Technologique (International Business), Lycée F. Chopin, Nancy, France. 1986 Awarded with honors. Academic, Government/Military, and Professional Positions Academic Positions USA: Fox School of Business, Strategic Management, Temple University, Philadelphia, PA: Assistant Professor of Instruction (Non-Tenure Track) 2016 - present Instructor 2015 - 2016 Academic Director, International Management Concentration for all MBAs. 2018 - present Academic Director, BBA International Business Administration Program, 400 students. 2015 - present Core Course Coordinator (IB 3101). -
Orchestrating Innovation with User Communities in the Creative Industries☆
Technological Forecasting & Social Change 83 (2014) 40–53 Contents lists available at ScienceDirect Technological Forecasting & Social Change Orchestrating innovation with user communities in the creative industries☆ Guy Parmentier, Vincent Mangematin ⁎ a University of Grenoble Alpes/CERAG, Grenoble, France b Grenoble Ecole de Management, Grenoble, France article info abstract Article history: The digital creative industries exemplify innovation processes in which user communities are Received 6 December 2011 highly involved in product and service development, bringing new ideas, and developing tools Received in revised form 13 March 2013 for new product uses and environments. We explore the role of user communities in such Accepted 14 March 2013 co-innovation processes via four case studies of interrelations between firms and their Available online 21 April 2013 communities. The digitization and virtualization of firm/community interactions are changing how boundaries are defined and how co-innovation is managed. The transformation of Keywords: innovation management is characterized by three elements: opening and redefining firm Online communities boundaries; opening of products and services to community input and reducing property rights; User and reshaping organization and product identities. Innovation in collaboration with user Innovation communities requires firms to orchestrate their communities and their inter-relationships to Video game Community management encourage the creativity and motivation of users, and develop the community's innovatory Co-innovation capacity. © 2013 Elsevier Inc. All rights reserved. 1. Introduction common to say that gamers can simultaneously be both users and developers, but what is new is that the blurring of firm The digital creative industries exemplify innovation pro- frontiers in digitized industries allows for fluid interactions cesses where users bring new ideas, develop tools to play, create between user communities and firms [3,4]. -
Co-Innovation with Users in the Creative Industries Guy Parmentier, Vincent Mangematin
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by HAL Université de Savoie Community as a locus of innovation: co-innovation with users in the creative industries Guy Parmentier, Vincent Mangematin To cite this version: Guy Parmentier, Vincent Mangematin. Community as a locus of innovation: co-innovation with users in the creative industries. 2011. <hal-00658535> HAL Id: hal-00658535 http://hal.grenoble-em.com/hal-00658535 Submitted on 10 Jan 2012 HAL is a multi-disciplinary open access L'archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destin´eeau d´ep^otet `ala diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publi´esou non, lished or not. The documents may come from ´emanant des ´etablissements d'enseignement et de teaching and research institutions in France or recherche fran¸caisou ´etrangers,des laboratoires abroad, or from public or private research centers. publics ou priv´es. Community as a locus of innovation: co-innovation with users in the creative industries Guy Parmentier ESC Chambéry and IREGE [email protected] and Vincent Mangematin Grenoble Ecole de Management [email protected] Abstract The aim of the paper is to characterize innovation with user communities and to explore managerial implications for creative industries. Based on four case studies, we explore the interrelations between the firm and user communities. The digitalization and virtualization of interactions change the ways in which the boundaries between the firm and its user community are defined. User communities are actively developing new products, new services. -
AESTHETICS and STYLE in STRATEGY ADVANCES in STRATEGIC MANAGEMENT Series Editor: Gino Cattani
AESTHETICS AND STYLE IN STRATEGY ADVANCES IN STRATEGIC MANAGEMENT Series Editor: Gino Cattani Previous Volumes: Volume 20: Geography and Strategy Edited by: Joel A. C. Baum and Olav Sorenson Volume 21: Business Strategy over the Industry Lifecycle Edited by: Joel A. C. Baum and Anita M. Mcgahan Volume 22: Strategy Process Edited by: Gabriel Szulanski, Joe Porac and Yves Doz Volume 23: Ecology and Strategy Edited by: Joel A. C. Baum, Stanislav D. Dobrey and Arien van Witteloostuijn Volume 24: Real Options Theory Edited by: Jeffrey J. Reuer and Tony W. Tong Volume 25: Network Strategy Edited by: Joel A. C. Baum and Tim J. Rowley Volume 26: Economic Institutions of Strategy Edited by: Jackson A. Nickerson and Brian S. Silverman Volume 27: Globalization of Strategy Research Edited by: Joel A. C. Baum and Joseph Lampel Volume 28: Project-based organizing and Strategic Management Edited by: Gino Cattani, Simone Ferriani, Lars Frederiksen and Florian Taube Volume 29: History and Strategy Edited by: Steven J. Kahl, Brian S. Silverman and Michael A. Cusumano Volume 30: Collaboration and Competition in Business Ecosystems Edited by: Ron Adner, Joanne E. Oxley and Brian S. Silverman Volume 31: Finance and Strategy Edited by: Belen Villalonga Volume 32: Cognition and Strategy Edited by: Giovanni Gavetti and William Ocasio Volume 33: Business Models and Modelling Edited by: Charles Baden-Fuller and Vincent Mangematin Volume 34: Strategy Beyond Markets Edited by: John M. Figueiredo, Michael Lenox, Felix Oberholzer-Gee and Richard G. Vanden Bergh Volume 35: Resource Redeployment and Corporate Strategy Edited by: Timothy B. Folta, Constance E. -
Changing Interaction Dynamics in Hierarchical Groups: Evidence from a Role Expansion Field Experiment in Healthcare
Changing Interaction Dynamics in Hierarchical Groups: Evidence from a Role Expansion Field Experiment in Healthcare Marissa King Yale School of Management Ingrid M. Nembhard Yale School of Public Health & Yale School of Management *Authors contributed equally and are listed in alphabetic order. We wish to express our appreciation to the staff and leadership of the healthcare centers in which we conducted this research. This work would not have been possible without their welcoming us to study their role change experience and embracing the idea of wearing sensors. We gratefully acknowledge Paul D. Cleary and Yuna Lee for their partnership in the design of this study, and Dava Flowers- Poole, Elizabeth Roberto, Thomas Meehan, Khushbu Khatri, and My Phuong Tong for research assistance. This work was supported by the Agency for Healthcare Research and Quality (Grant Number U18 HS016978). The content is solely the responsibility of the authors and does not necessarily represent the official views of the funding agency. ABSTRACT Relational inertia arising from formal roles and status hierarchies is endemic and problematic in many organizations. This study examines how role-power expansion for those in the middle of hierarchical groups, a central but understudied population, affects network structure and the nature of interactions within these groups. To do so, we conducted a field experiment assessing the effect of a formal role expansion for nurses involved in primary care delivery on interactions within hierarchical care groups. We utilized wearable social sensors to collect second-by-second data on face-to-face interactions, conversational characteristics, and body movements which allowed us to study who interacted with who in workgroups, as well as how interactions occurred. -
Detecting Informal Organization Through Data Mining Techniques
Detecting Informal Organization Through Data Mining Techniques Maryam Abdirad 1*, Jamal Shahrabi 2 1 Department of Industrial, Systems and Manufacturing Engineering, College of Engineering, Wichita State University 2 Department of Industrial Engineering, Amirkabir University of Technology, Tehran, Iran Abstract One of the main topics in human resources management is the subject of informal organizations in the organization such that recognizing and managing such informal organizations play an important role in the organizations. Some managers are trying to recognize the relations between informal organizations and being a member of them by which they could assist the formal organization development. Methods of recognizing informal organizations are complicated and occasionally even impossible. This study aims to provide a method for recognizing such organizations using data mining techniques. This study classifies indices of human resources influencing the creation of informal organizations, including individual, social, and work characteristics of an organization’s employees. Then, a questionnaire was designed and distributed among employees. A database was created from obtained data. Applied data mining techniques in this study are factor analysis, clustering by K-means, classification by decision trees, and finally association rule mining by GRI algorithm. At the end, a model is presented that is applicable for recognizing the similar characteristics between people for optimal recognition of informal organizations and usage of this information. Keywords: Informal organization; Data mining; Factor analysis; Cluster analysis; Classification; Association rule mining; Human resources ⁎ Corresponding author: Maryam Abdirad [email protected] 1. Introduction One of the important issues in human resource management (HRM) is the issue of formal and informal organizations in the organization. -
Reference Framework for Assessing the Socio-Economic Impact of Research Infrastructures
Reference Framework for Assessing the Socio-Economic Impact of Research Infrastructures Frederic Bally (OECD consultant) Vincent Mangematin (Kedge Business School) ICRI Conference – Sept 12-14th, 2018 Parallel session 4A 1 Agenda Introduction Philosophy and positioning The forthcoming OECD framework Importance of SEI How to Assess Missions SEI is not all impact Discussions (see paper) How to use SEIRI 2 Philosophy and positioning The philosophy of the framework : harmonize the assessment methodology and reduce the workload of RI managers by standardizing socio-economic impact indicators and by defining a set of common Core Impact Indicators (CII) Indicators designed with and for RI managers to monitor part of their activities: Socio-economic impact Coupling strategy, stakeholders’ demands and RI’s vision, mission and priorities A general and modular framework, not “one size fits all” A set of standardized indicators + ad hoc indicators to accommodate the specificity of each RI 3 Why is socio-economic impact so important? Meeting the societal Growing role of challenges with science in the enabling scientific society infrastructures Coslty investment Ex ante to help the from multiple management stakeholders decision process 4 Why is socio-economic impact so important? Exploring the so what questions From results to scientific contribution – (science) From results to wealth creation (innovation, patent, device, …) From results to societal challenges (policy, society) Articulate ex ante the relationship between science, -
AIB 2016 Conference Proceedings Page 1 (This Page Is Intentionally Blank)
Proceedings of the 58th Annual Meeting of the Academy of International Business "The Locus of Global Innovation" New Orleans, Louisiana, USA June 27-30, 2016 Editors Charles Dhanaraj, Program Chair Tunga Kiyak, AIB Managing Director (c) 2016 Academy of International Business Proceedings of the 58th Annual Meeting of the Academy of International Business "The Locus of Global Innovation" New Orleans, Louisiana, USA June 27-30, 2016 ISSN: 2078-0435 © 2016 Academy of International Business For more information, please contact: AIB Executive Secretariat 465 N. Shaw Ln Rm 7 Eppley Center Michigan State University East Lansing, MI 48824, USA Phone: +1 (517) 432-1452 • Fax: +1 (517) 432-1009 E-mail: [email protected] • Web: https://aib.msu.edu/ TABLE OF CONTENTS Program Committee ................................. 3 Program Overview .................................... 4 Conference Sponsors ................................ 6 Abstracts ................................................ 7 Monday Abstracts ................................. 9 Tuesday Abstracts ............................... 10 Wednesday Abstracts ........................ 107 Thursday Abstracts ........................... 215 Index of Program Contributors .............. 303 AIB 2016 Conference Proceedings Page 1 (This page is intentionally blank) AIB 2016 Conference Proceedings Page 2 2016 PROGRAM COMMITTEE PROGRAM CHAIR Charles Dhanaraj - IMD, Switzerland TRACK CHAIRS Isabel Alvarez - Complutense University of Madrid, Spain Jing Li - Simon Fraser University, Canada Kazuhiro Asakawa - -
SUSTAINABILITY, STAKEHOLDER GOVERNANCE, and CORPORATE SOCIAL RESPONSIBILITY ADVANCES in STRATEGIC MANAGEMENT Series Editor: Gino Cattani
SUSTAINABILITY, STAKEHOLDER GOVERNANCE, AND CORPORATE SOCIAL RESPONSIBILITY ADVANCES IN STRATEGIC MANAGEMENT Series Editor: Gino Cattani Recent Volumes: Volume 25: Network Strategy Edited by: Joel A. C. Baum and Tim J. Rowley Volume 26: Economic Institutions of Strategy Edited by: Jackson A. Nickerson and Brian S. Silverman Volume 27: Globalization of Strategy Research Edited by: Joel A. C. Baum and Joseph Lampel Volume 28: Project-based Organizing and Strategic Management Edited by: Gino Cattani, Simone Ferriani, Lars Frederiksen, and Florian Taube Volume 29: History and Strategy Edited by: Steven J. Kahl, Brian S. Silverman, and Michael A. Cusumano Volume 30: Collaboration and Competition in Business Ecosystems Edited by: Ron Adner, Joanne E. Oxley, and Brian S. Silverman Volume 31: Finance and Strategy Edited by: Belen Villalonga Volume 32: Cognition and Strategy Edited by: Giovanni Gavetti and William Ocasio Volume 33: Business Models and Modelling Edited by: Charles Baden-Fuller and Vincent Mangematin Volume 34: Strategy Beyond Markets Edited by: John M. Figueiredo, Michael Lenox, Felix Oberholzer-Gee, and Richard G. Vanden Bergh Volume 35: Resource Redeployment and Corporate Strategy Edited by: Timothy B. Folta, Constance E. Helfat, and Samina Karim Volume 36: Geography, Location, and Strategy Edited by: Juan Alcacer, Bruce Kogut, Catherine Thomas, and Bernard Yin Yeung Volume 37: Entrepreneurship, Innovation, and Platforms Edited by: Jeffrey Furman, Annabelle Gawer, Brian S. Silverman, and Scott Stern ADVANCES IN STRATEGIC MANAGEMENT VOLUME 38 SUSTAINABILITY, STAKEHOLDER GOVERNANCE, AND CORPORATE SOCIAL RESPONSIBILITY EDITED BY SINZIANA DOROBANTU New York University, USA RUTH V. AGUILERA Northeastern University, USA JIAO LUO University of Minnesota, USA FRANCES J. -
Social Networks and Perceptions of Formal and Informal Leaders
Air Force Institute of Technology AFIT Scholar Theses and Dissertations Student Graduate Works 3-9-2006 Leadership in Groups: Social Networks and Perceptions of Formal and Informal Leaders Mitchell D. Stratton Follow this and additional works at: https://scholar.afit.edu/etd Part of the Interpersonal and Small Group Communication Commons, and the Leadership Studies Commons Recommended Citation Stratton, Mitchell D., "Leadership in Groups: Social Networks and Perceptions of Formal and Informal Leaders" (2006). Theses and Dissertations. 3420. https://scholar.afit.edu/etd/3420 This Thesis is brought to you for free and open access by the Student Graduate Works at AFIT Scholar. It has been accepted for inclusion in Theses and Dissertations by an authorized administrator of AFIT Scholar. For more information, please contact [email protected]. LEADERSHIP IN GROUPS: SOCIAL NETWORKS AND PERCEPTIONS OF FORMAL AND INFORMAL LEADERS THESIS Mitchell D. Stratton, Major, USAF AFIT/GSS/ENV/06M-01 DEPARTMENT OF THE AIR FORCE AIR UNIVERSITY AIR FORCE INSTITUTE OF TECHNOLOGY Wright-Patterson Air Force Base, Ohio APPROVED FOR PUBLIC RELEASE; DISTRIBUTION UNLIMITED Sample 3. Disclaimer Statement The views expressed in this thesis are those of the author and do not reflect the official policy or position of the United States Air Force, Department of Defense, or the United States Government. AFIT/GSS/ENV/06M-01 LEADERSHIP IN GROUPS: SOCIAL NETWORKS AND PERCEPTIONS OF FORMAL AND INFORMAL LEADERS THESIS Presented to the Faculty Department of Aeronautics and Astronautics and Department of Systems and Engineering Management Graduate School of Engineering and Management Air Force Institute of Technology Air University Air Education and Training Command In Partial Fulfillment of the Requirements for the Degree of Master of Science in Space Systems Engineering Mitchell D. -
Cluster Typology of Business Models of Start-Ups. (Example of Slovakia)
administrative sciences Article Cluster Typology of Business Models of Start-Ups. (Example of Slovakia) Štefan Slávik 1,* , Richard Bednár 1 , Ivana Mišúnová Hudáková 1 and Katarína Moravˇcíková 2,3 1 Department of Management, University of Economics in Bratislava, 851 02 Bratislava, Slovakia; [email protected] (R.B.); [email protected] (I.M.H.) 2 Department of Statistics, University of Economics in Bratislava, 851 02 Bratislava, Slovakia; [email protected] 3 Institute for Forecasting CSPS, Slovak Academy of Sciences, 811 05 Bratislava, Slovakia * Correspondence: [email protected] Received: 17 July 2020; Accepted: 7 August 2020; Published: 11 August 2020 Abstract: Start-up is an emerging micro-enterprise that has different characteristics to a larger and mature enterprise. Its viability depends mainly on a functioning business model. The purpose of the research study is to identify the basic types of business model regardless of the specific industry, and thus to penetrate deeper into the more general cognition of start-up business making. The research sample contains 106 start-ups, the business models of which are described using fourteen criteria, which are derived from the visualization of canvas. The research sample is divided by cluster analysis (Ward’s hierarchical agglomeration method) into nine clusters, hence types of business models. For a better understanding, the clusters were aggregated into four groups with similar business models. Grouping A is characterized by the model with a small range of processes, mostly with higher product differentiation, scarce resources and satisfying the common basic and higher needs. Grouping B is characterized by the model with a large range of processes and higher product differentiation and satisfying the common basic and higher needs or newer practical needs. -
Editor's Introduction: Scientific and Technical Human Capital
Editor’s Introduction: Scientific and Technical Human Capital Barry Bozeman, Vincent Mangematin To cite this version: Barry Bozeman, Vincent Mangematin. Editor’s Introduction: Scientific and Technical Human Capital. Research Policy, Elsevier, 2004, 33 (4), pp.565-568. 10.1016/j.respol.2004.01.004. hal-00424506 HAL Id: hal-00424506 http://hal.grenoble-em.com/hal-00424506 Submitted on 16 Oct 2009 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. EDITOR’S INTRODUCTION: BUILDING AND DEPLOYING SCIENTIFIC AND TECHNICAL HUMAN CAPITAL aSchool of Public Policy, Research Value Mapping Program, Georgia Institute of Technology, Atlanta, Georgia, USA 30332, tel: 1 404-894-0093; E-mail: [email protected] b UMR GAEL INRA-UPMF, BP 47 X 38040 Grenoble Cedex, France, tel 33 476-825-686, E-mail: [email protected], http://www.grenoble.inra.fr Human capital and social networks are the two pillars supporting scientists’ and engineers’ ability to contribute knowledge. Throughout their careers, scientists seek to enhance both. Human capital endowments include not only formal education and its representation in credentials but the actual scientific and technical knowledge, craft knowledge and technical skills.