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The article investigates the geography of finance via an analysis of the investment behavior of large international equity investors. The main argument is based on the importance of financial markets and capital flows and on the central role played in them by institutional investors, the key actors of capitalism. This paper is original because it introduces geographic criteria, and thus institutional and cultural factors, for understanding the behaviour of investors. We present evidence on the diversity of models of capitalism while questioning the convergence of national economies and markets towards a pattern often termed “the Anglo-Saxon model”.

The article investigates the geography of finance via an analysis of the investment behavior of large international equity investors. The main argument is based on the importance of financial markets and capital flows and on the central role played in them by institutional investors, the key actors of capitalism. This paper is original because it introduces geographic criteria, and thus institutional and cultural factors, for understanding the behaviour of investors. We present evidence on the diversity of models of capitalism while questioning the convergence of national economies and markets towards a pattern often termed “the Anglo-Saxon model”.

International audience; We study the impact of airlines network design on excess travel times for the main US carriers between 2008 and 2017 and find that network configuration affects excess travel time. Based on graph theory and a principal component analysis we build four continuous indicators to measure the airlines networks. We observe that airlines serving more destinations, organizing flights landings and take offs around banks or moving towards a point to point configuration present higher levels of excess travel time. However, there does not seem to exist a preferred network configuration between hub and spoke or point-to-point configuration to reduce excess travel time. We also find a nonlinear impact of competition measured at the city-pair level over excess travel time. These results are robust when analyzing observed delays rather than excess travel time.

International audience

International audience

International audience

International audience; The literature on airlines presents few studies analyzing the airlines network evolution and its impact on prices, costs or profitability. We believe that this gap is due to the difficulty of capturing the network complexity in a simple manner. This paper proposes new simple and continuous indicators to measure the airlines network structure. The methodology to build them is based on graph theory and principal component analysis. We apply this approach to the US domestic market for 2005-2015, and obtain three network indicators. The first one measures how close the network is to a hub-and-spoke structure. The second indicator measures the airline's ability to provide alternative routes. The third indicator captures the network size. We analyze how the carriers' network evolution can be described by those indicators. We show that low-cost carriers (LCCs) and legacy carriers' network choices differ for the second indicator, while our results exhibit no difference in strategies for the other two indicators. We also show that economic conditions affect differently the three indicators and the magnitude of the impact depends on the airline type. Highlights: ● Combine graph theory and principal component analysis ● Obtain three indicators to characterize airline network structure for US domestic market ● Compare these indicators for low-cost and legacy carriers ● Estimate evolution in the indicators over time ● Analyze the impact of the main US mergers on the network structure

In this paper, we implement a meta-analysis of the literature on the determinants of the adoption of Activity-Based Costing. Our corpus includes 43 papers published in scientific journals. The analysis of this corpus shows the following results. The number of ABC adoption determinants studied is very high, but the average number of estimations of the effect of each of them is low. A very heterogeneous set of statistical methods and proxies has been used. Results on the effect of each determinant on the adoption of ABC are not converging. Our results of the implementation of the vote-counting method to seven of the most commonly estimated determinants show that it is impossible to conclude on a generalized statistically significant relationship, except for top management/champion support. The study of eight moderators shows almost no effect on the relationship between determinants and ABC adoption., Cet article met en oeuvre une méta-analyse qualitative de la littérature sur les déterminants de l’adoption de l’Activity-Based Costing. Notre corpus est composé de 43 articles publiés dans des revues scientifiques. L’analyse de ce corpus fait apparaître les résultats suivants. Le nombre de déterminants étudiés est très élevé, mais l’effet de chaque déterminant fait l’objet de peu d’estimations. Les méthodes statistiques utilisées, de même que l’opérationnalisation des variables, sont très hétérogènes. Enfin, les résultats sur l’effet de chaque déterminant ne sont pas convergents. Nos résultats de l’application de la méthode des votes aux sept déterminants les plus étudiés montrent que l’on ne peut pas conclure à l’existence d’une relation généralisée et significative à l’exception du support de la direction/d’un champion. L’étude de huit modérateurs potentiels ne montre quasiment aucun effet sur la relation entre déterminant et adoption de l’ABC.

International audience; Dans le contexte de crise sanitaire internationale liée à la COVID-19 et du développement du télétravail, cet article cherche à mieux comprendre le rôle du caractère virtuel des équipes (vs. le caractère en présentiel) dans la relation entre émotions, conflits et performance d’équipe. Une étude quantitative a été conduite à partir d’une base de données constituée de 139 équipes de cinq étudiants de niveau Master (soit 695 individus), dont 81 sont en ligne, engagées dans une simulation de gestion d’entreprise. Au-delà de l’influence directe des émotions et des conflits sur la performance d’équipe, nous avançons l’hypothèse que ces relations sont contingentes au caractère virtuel de l’équipe et explorons ainsi le rôle modérateur de cette variable. Notre étude démontre que le caractère virtuel des équipes modère négativement l’influence positive des émotions positives sur la performance d’équipe. En revanche, le caractère virtuel des équipes n’influence pas la relation entre émotions négatives et performance d’équipe, ni celle entre conflits organisationnels et performance d’équipe.

Entrepreneurial ecosystems have become a hotspot of research because they offer a comprehensive understanding of the entrepreneurial context. In this context, incubators, as intermediary players, are critical to promoting new business creation and enabling ecosystem activity and economic growth. To reach this goal, ecosystem members—particularly business incubator managers—seek ecosystem strategies, including cooperation and competition. While previous literature indicates that successful ecosystems require a balance between cooperation and competition to maintain the improvement of value creation, little evidence exists of the effects on performance. Therefore, this article empirically tests the effects of the entrepreneurial ecosystem and co-opetition strategy on incubator performance. The literature on ecosystem strategy and strategic fit is followed to conceptualize the links among the entrepreneurial ecosystem, co-opetition strategy, and incubator performance. An online quantitative survey-based method was used to examine the strategic interactions in the entrepreneurial ecosystem. The empirical analysis of data from 156 incubators in France revealed that co-opetition significantly improves incubator performance and that the entrepreneurial ecosystem has a moderating role between incubator strategy and performance. Additionally, this article suggests that policymakers may favor hybrid strategies such as co-opetition over pure strategies such as cooperation or competition under certain conditions. This evidence supports the implementation of holistic strategies in relation to the organization's external environment.

International audience; Scale adaptation refers to the process of changing something about a scale, such as: alter item wording, modify the target referent, revisit the type and number of anchor points, or modify the size of a scale. Scale adaptation has been a widespread practice in Management Information Systems (MIS) research since its very early days and is especially prevalent in MIS research due to the need to maintain a close alignment between a construct’s definition, its measurement, and the rapidly evolving contemporary Information Technology or behavioural contexts. In this paper, we challenge the established methodological assumption that scale adaptation is a harmless practice that ultimately leads to the betterment of existing scales. We explore the practices of scale adaptation in the MIS discipline, looking a the Trust scales, we contribute to the conceptualization of these practices and we provide some recommendations regarding the identified ones.; L'adaptation d'échelles fait référence au processus de changement d'un élément d'une échelle, tel que : modifier la formulation des phrases, revoir le type et le nombre de points d'ancrage, ou modifier la taille d'une échelle. L'adaptation des échelles est une pratique répandue en Systèmes d'Information (SI) depuis ses débuts et est particulièrement curant dans la recherche en SI en raison de la nécessité de maintenir un alignement étroit entre les concepts et leurs mesures, d'une part, et les contextes d'usage des SI qui évoluent rapidement. Dans cet article, nous remettons en question le présupposé méthodologique établi dans notre communauté SI, selon lequel l'adaptation d'échelles est une pratique inoffensive qui conduit finalement à l'amélioration des échelles existantes. Nous explorons les pratiques d'adaptation d'échelles dans la discipline SI, en examinant les échelles de mesure de la confiance, et nous contribuons à la conceptualisation de ces pratiques et nous avançons quelques recommandations concernant les pratiques identifiées.

International audience; Brands grow older and continuously need to adjust their positioning, with consequences on the way they look. Brand managers collaborate with designers and often expects them to show both the longevity and the modernity of the brand. While this paradoxical request is well-known of practitioners, there is little research about the way this redesign process happens. The present research is exploratory and focuses on the way designers and marketers practice the redesign of existing FMGC brands. Mixing experts interviews, content analysis, and a large survey of professionals, the research suggests the existence of 5 prototypical situations of redesign with their corresponding design practices. Suggestions for further extension of this on-going research are formulated for discussion.; Les marques vieillissent et ont continuellement besoin de retravailler leur positionnement, ce qui a des conséquences sur leur design visuel. Les managers de marque collaborent avec des designers et attendent souvent d’eux qu’ils puissent visuellement concilier la longévité et la modernité de la marque. Alors que cette demande paradoxale est bien connue des praticiens, il y a peu de recherche sur la manière dont le processus de redesign se passe. Notre recherche est exploratoire et s’intéresse à la manière dont les designers et les marketeurs pratiquent le redesign des marques de grande consommation. Mobilisant des entretiens d’experts, de l’analyse de contenu et une enquête par questionnaire de professionnels, la recherche suggère qu’il existe 5 situations de redesign prototypiques avec des pratiques de design correspondantes. Des suggestions sont formulées pour l’extension de cette recherche en cours.

Drawing on impression management theory, the aim of this research is to analyze the discourse of the CAC40 listed companies in terms of Life Cycle Analysis (LCA) in their “Documents de Référence” and sustainability reports over a 14-year period (2001-2014). Our results show that companies rely heavily on thematic manipulation. Also, the study of ordering effects reveals that information on LCA is primarily disclosed in the middle part of the reports. But these results are highly heterogeneous across types of report and companies. Finally, we show that visual emphasis effects, repetition effects and reinforcement effects are seldom used in our documents sample., Cette recherche analyse le discours des entreprises du CAC40 sur l’Analyse de Cycle de Vie (ACV) contenu dans leurs Documents de Référence et Rapports de Développement Durable (RDD) sur une période de 14 ans (2001-2014). Pour ce faire, nous utilisons la théorie de la gestion des impressions. Nos résultats montrent un recours très important à la manipulation thématique. Par ailleurs, l’étude des effets d’ordre révèle que les informations sur l’ACV sont divulguées majoritairement en milieu de rapport. Mais ce résultat cache des disparités importantes d’un type de rapport à l’autre et d’une entreprise à l’autre. Enfin, nous constatons que les effets visuels, les effets de répétition et les effets de renforcement sont relativement peu utilisés dans l’échantillon analysé.

International audience

International audience; Comment réaliser un diagnostic stratégique ? Comment construire un business model permettant de développer un avantage concurrentiel ? Comment organiser la croissance de l’entreprise ? Stratégie de coût et différenciation, stratégie de rupture, stratégie de croissance : comment savoir quelle ligne stratégique adopter ?Alliant théorie et pratique, ce manuel met l’accent sur l’acquisition des méthodes et des compétences indispensables à tout·e étudiant·e pour réussir son parcours.Il propose : des situations concrètes pour introduire les concepts ; un cours visuel et des conseils méthodologiques pour acquérir les connaissances fondamentales en stratégie d’entreprise ; de nombreux exemples et des cas d’entreprises détaillés (Netflix, Decathlon, Tinder, Zara, Apple, Basic-Fit, Pixar, Shein, SpaceX, etc.) ; des éclairages professionnels pour concrétiser le lien entre concepts académiques et pratiques stratégiques ; des applications progressives et variées (QCM, études de cas, activités) et leurs corrigés détaillés pour s’évaluer et s’entraîner.Cette 2e édition, enrichie de nouveaux cas d’entreprises et d'exemples de startup emblématiques (Too Good To Go, Waze, BlaBlaCar, Vinted…), met en lumière les secteurs en forte croissance et les grands enjeux actuels (anti-gaspillage, SVOD, seconde main / recyclage, rencontres en ligne, tourisme vert, innovation technologique…).

International audience; Scale adaptation, where authors alter the wording of an already published scale, is a deeply rooted social practice in IS research. This paper argues that the time is ripe to question this activity as well as the beliefs that have progressively formed around it. We identify and challenge five fallacious scale adaptation beliefs that hinder the development of more robust measure development norms. Contributing to this area of research, this paper offers a conceptual definition of the cognitive validity concept, defined as the extent to which a scale is free of problematic item characteristics (PICs) that bias the survey response process and subsequent empirical results. Building on this conceptualization effort, a new methodological process for assessing the cognitive validity of adapted IS measures is introduced. Through a series of three programmatic studies, we find converging evidence that the method can benefit the IS field by making the scale adaptation process more robust, transparent, and consistent. Along with the method, we introduce a new index that IS scholars can use to benchmark the cognitive quality of their scales against venerable IS measures. We discuss the implications of our work for IS research (including detailed implementation guidelines) and provide directions for future research on measurement in IS.

Our aim is to make an interpretative synthesis of quantitative, qualitative and mixed empirical studies on the diffusion, adoption and implementation of management control innovations. At first, quantitative analysis of these studies reveals the increase and decrease in publications over time, the predominance of the "implementation" perspective, the focus on a small number of innovations (ABC, Balanced Scorecard) and a wide variety of theoretical frameworks and research methods used. Then, the qualitative analysis presents a synthesis of the results of this empirical research to highlight the main problems identified. Finally, some avenues for future research are suggested., Notre objectif est de faire une synthèse interprétative des études empiriques qualitatives, quantitatives et mixtes sur la diffusion, l'adoption et la mise en oeuvre des innovations en contrôle de gestion. Dans un premier temps, l'analyse quantitative de ces études révèle l'augmentation puis la diminution des publications au fil du temps, la prédominance de la perspective « mise en oeuvre », la focalisation sur un petit nombre d'innovations (méthode ABC/M, Balanced Scorecard) ainsi qu'une grande diversité des cadres théoriques et méthodes de recherche mobilisés. Dans un deuxième temps, l'analyse qualitative expose une synthèse des résultats de ces études pour en souligner les principaux problèmes identifiés. Enfin, nous proposons de nouvelles pistes à explorer.

BtoC brands have already reached a maturity stage while BtoB brands remain in a fast-growing stage, both in terms of marketing & brand manager positions and in terms of allocated budgets for brand promotion. Consequently, one of the main goals of this book is to provide companies, schools and universities support to better promote their brands. Without a brand strategy, companies stay invisible in the value chain: no name, no gain! From then on, they have to create value through a fitted professional branding policy. There are two ways to create value: the first one comes directly from the selling of products/services made under the brand promoted; the second one comes from the new value of brand funds. By integrating the latest practices and research results, this academic-rooted book meant for functional purposes defines new strategic paths aiming at managing the BtoB brand policy depending on the final target. For the first time, a synthetic and clearly BtoB oriented approach offers useful and practical perspectives meant for brand management: * BtoB: the target is the client organization and it is impossible to precisely identify the individual beneficiaries * BtoBtoC: the brand addresses the end-consumers of the final products (manufactured by the client organization). This approach is characterized by the strong prescription role of the client company's marketing department and can lead to a vertical co-branding (or in-branding). * BtoBtoE: the final customers of the brand are the employees of the public or private client organization. The goods and services are sold to the latter but are meant for the company's employees use. In this approach the Human Resources department can have a prescription role. * BtoAtoU: The brand does not target a consumer but a user (sometimes called road-user in public transportations). Lobbying techniques are particularly effective in this case. Aside from functional recommendations, this book contains many examples illustrating these diverse BtoB approaches. It provides useful practical tools to teachers and university/business and management school/engineering school students who wish to master brand policy in the BtoB context.

National audience

International audience

This paper studies how predation strategies can affect the sustainability of collusion. We demonstrate that in the presence of few competitors collusion may be sustained at equilibrium for intermediate discount factors. In such instances predation implies that punishment strategies will yield low subgame perfect payoffs, thereby making collusion easier to sustain. For low discount factors collusion is not sustainable because of the high incentives to deviate to Cournot-Nash strategies. Moreover, for high discount factors it is always optimal to predate colluding firms, thus contrasting with much of the earlier literature showing that collusion is only achievable by sufficiently patient firms.

This book presents an overall picture of both B2B and B2C marketing strategies, concepts and tools, in the aeronautics sector. This is a significant update to an earlier book successfully published in the nineties which was released in Europe, China and the USA. It addresses the most recent trends such as social marketing and the Internet, customer orientation, project marketing, and concurrent engineering, coopetition, and extended entreprise. Aerospace Marketing Management is the first marketing handbook richly illustrated with executive and expert inputs as well as examples from parts suppliers, aircraft builders, airlines, helicopter manufacturers, aeronautics service providers, airports, defence and military companies, and industrial integrators (tier-1, tier-2). This book is designed as a ready reference for professionals and graduates from both Engineering and Business Schools.

The Handbook Reference for BtoB Marketing "Business to Business Marketing" is the reference handbook for years in the French speaking countries. It encompasses the diverse BtoB contexts and combines the most recent academic research to the best business practices. Hence it is an operational guide to better adapt the marketing techniques and tools to professional targets. Written by experts, Business to Business Marketing provides all the steps of the Marketing Approach in an exhaustive and operational way: * The "surveys marketing" (market watch, innovation management, segmentation) * The "strategy marketing" (positioning, marketing plan and strategic matrices) * The "operational marketing" dealing with the elaboration of the offering (innovative product/service, pricing, sales management),and its valorization (communication, lobbying, networking). Moreover this book is enhancing the increasing role played by the final user in the BtoB value chain. Beside the direct customer organization, three other target types are to be taken into account: * The employees of the customer organization - B to B to Employee (BtoBtoE) * The consumers of the customer organization - B to B to Consumer (BtoBtoC) * The users of the customer organization (energy, transportation utilities, administration...) - B to Administration to User (BtoAtoU). In the business context, customers and diverse stakeholders as well might be targeted, especially in project marketing environment, and complex selling processes, both in terms of relational and transactional activities. Additionally, the recent trends in e-communication are developed, including the use of Internet and Social Medias. Pedagogically oriented, the book is user-friendly, based on numerous examples and business cases, from different sectors and companies (IT, telecom, building industry, aeronautics, catering, car equipment, consultancy, etc.). It presents a lot of visual illustrations. Each chapter encompasses questions and a dedicated business case, delivering an efficient and attractive handbook.; Véritable livre de référence en matière de marketing interorganisationnel, conçu par les spécialistes du sujet, Marketing Business to Business traite de manière exhaustive et opérationnelle tous les thèmes fondamentaux du marketing appliqués aux entreprises fournissant d'autres organisations privées ou publiques. Parmi ses points forts : * les études (veille & détection d'affaires, segmentation) * la stratégie (positionnement, plan marketing & matrices stratégiques) * l'élaboration de l'offre (innovation produit/service, pricing, efficience commerciale), sa valorisation et sa diffusion (communication, lobbying, networking). Parfaitement actualisée, cette nouvelle édition met l'accent sur le rôle plus que jamais fondamental du destinataire final dans toute stratégie marketing et relationnelle BtoB. Outre l'organisation cliente, cible du BtoB " classique " et largement analysée dans l'ouvrage, les auteurs soulignent trois autres types de cibles et donc de démarche marketing : * les salariés de l'organisation cliente - B to B to Employee (BtoBtoE) * les clients de l'organisation cliente - B to B to Consumer (BtoBtoC) * les usagers de l'organisation cliente (services publics, administration...) - B to Administration to User (BtoAtoU) C'est bien désormais l'écosystème d'affaire et la relation aux différentes parties prenantes qui sont les moteurs du marketing BtoB, qu'il s'agisse de projets ou d'affaires complexes, de marketing industriel récurrent ou de BtoB de grande diffusion s'appuyant sur Internet et le " social selling ". Particulièrement pédagogique, ce livre est illustré de très nombreux exemples, tirés de secteurs et d'entreprises très variés (informatique, télécoms, bâtiment, aéronautique, restauration, automobile, conseil, etc.). Il offre également une sélection de visuels, des questions et des minicas, et constitue un manuel aussi efficace qu'attractif.

Fusion unique d'un livre de communication d'entreprise et d'un livre de communication publicitaire, Pentacom offre une synthèse opérationnelle et attractive des théories et pratiques de la communication intégrée. Pentacom, c'est : * cinq grands types de communication pratiqués par les entreprises et organisations : corporate, interne, financière, marketing b-to-c et b-to-b ; * cinq cibles : les consommateurs finaux, les clients professionnels, les salariés, les actionnaires et les banques, les pouvoirs publics ou institutions ; * cinq types d'annonceurs : les entreprises grande consommation, les entreprises des secteurs professionnels, les collectivités locales, les services publics et les ONG. Les points forts de la 3e édition : * les dernières tendances et évolutions du secteur : l'essor de la presse quotidienne gratuite, la publicité autorisée des distributeurs, la fin des chaînes hertziennes et les restrictions publicitaires à la télévision, l'essor des réseaux communautaires, la communication sur mobile, l'ambush (parasitage d'événement)... ; * des développements sur le poids croissant de l'éthique, la responsabilité sociale et le respect de l'environnement dans la communication corporate ; * un nouveau chapitre dédié à la " e-publicité et communication digitale " : les avancées de la e-communication, l'importance des réseaux sociaux, l'évolution des pratiques sur le Web, les techniques d'affiliation et de référencement... ; * une analyse de la montée en puissance de l'actionnariat, des limites de la communication financière et des techniques de communication de crise.

Quel que soit le contexte BtoB dans lequel se déroulent les transactions, BtoB de masse, BtoB récurrent ou BtoB de projet, la confiance et l'engagement sont des déterminants de la relation professionnelle. Ils permettent l'établissement de relations client-fournisseur dans la durée et l'allègement des processus d'achat. Pour le fournisseur, il s'agit de réduire les risques perçus par l'utilisation d'arguments professionnels, rationnels et factuels mais également par le déploiement de signaux plus individuels et émotionnels via la force de vente, la stratégie de marque et la communication. Il s'agit de sortir de l'anonymat en étendant sa démarche marketing au-delà du client direct, auprès des niveaux successifs de clientèle situés en aval. Les premiers travaux en marketing industriel d'abord, puis en BtoB, ont progressivement souligné l'importance pour le fournisseur de s'adresser non seulement aux acheteurs mais aussi aux décideurs, prescripteurs et utilisateurs. Les transactions BtoB ont d'abord pu être considérées comme des épisodes ponctuels impliquant un centre d'achat à la configuration variable. Ces transactions sont désormais considérées comme étant déterminées par un historique relationnel et un faisceau relationnel rendant indispensable la prise en compte des parties prenantes. Cet élargissement du centre d'achat à d'autres acteurs marchands et non-marchands de la filière permet de développer des stratégies marketing " pull " reposant sur le levier des destinataires finals : BtoBtoC, BtoBtoE...

International audience

Plus de 10 ans après Stratégie et Gestion de la Marque Industrielle (Prix de la Marque, Prix de l'Académie des Sciences Commerciales en France et paru aux États-Unis), Marques B to B propose une nouvelle vision entièrement revisitée du management de la marque en B to B. Intégrant les dernières pratiques et les résultats des recherches les plus récentes, ce livre à visée opérationnelle définit de nouvelles voies stratégiques pour mener la politique de marque en B to B selon le destinataire final. * B to B : la cible visée est l'organisation cliente sans qu'il soit possible d'identifier spécifiquement des bénéficiaires individuels. * B to B to C : la marque s'adresse aux clients consommateurs des produits finis fabriqués par l'organisation cliente. * B to B to E : la marque se destine in fine aux employés de la structure cliente, privée ou publique. * B to A to U : la marque cible un usager d'une administration, et non pas un consommateur. Pour la première fois, une approche synthétique et clairement orientée B to B offre des perspectives utiles et opérationnelles pour gérer la marque fournisseur.

The Handbook Reference for BtoB Marketing" "Business to Business Marketing" is the reference handbook for years in the French speaking countries. It encompasses the diverse BtoB contexts and combines the most recent academic research to the best business practices. Hence it is an operational guide to better adapt the marketing techniques and tools to professional targets. Written by experts, Business to Business Marketing provides all the steps of the Marketing Approach in an exhaustive and operational way: * The "surveys marketing" (market watch, innovation management, segmentation) * The "strategy marketing" (positioning, marketing plan and strategic matrices) * The "operational marketing" dealing with the elaboration of the offering (innovative product/service, pricing, sales management),and its valorization (communication, lobbying, networking). Moreover this book is enhancing the increasing role played by the final user in the BtoB value chain. Beside the direct customer organization, three other target types are to be taken into account: * The employees of the customer organization - B to B to Employee (BtoBtoE) * The consumers of the customer organization - B to B to Consumer (BtoBtoC) * The users of the customer organization (energy, transportation utilities, administration...) - B to Administration to User (BtoAtoU). In the business context, customers and diverse stakeholders as well might be targeted, especially in project marketing environment, and complex selling processes, both in terms of relational and transactional activities. Additionally, the recent trends in e-communication are developed, including the use of Internet and Social Medias. Pedagogically oriented, the book is user-friendly, based on numerous examples and business cases, from different sectors and companies (IT, telecom, building industry, aeronautics, catering, car equipment, consultancy, etc.). It presents a lot of visual illustrations. Each chapter encompasses questions and a dedicated business case, delivering an efficient and attractive handbook., Véritable livre de référence en matière de marketing interorganisationnel, conçu par les spécialistes du sujet, Marketing Business to Business traite de manière exhaustive et opérationnelle tous les thèmes fondamentaux du marketing appliqués aux entreprises fournissant d'autres organisations privées ou publiques. Parmi ses points forts : * les études (veille & détection d'affaires, segmentation) * la stratégie (positionnement, plan marketing & matrices stratégiques) * l'élaboration de l'offre (innovation produit/service, pricing, efficience commerciale), sa valorisation et sa diffusion (communication, lobbying, networking). Parfaitement actualisée, cette nouvelle édition met l'accent sur le rôle plus que jamais fondamental du destinataire final dans toute stratégie marketing et relationnelle BtoB. Outre l'organisation cliente, cible du BtoB " classique " et largement analysée dans l'ouvrage, les auteurs soulignent trois autres types de cibles et donc de démarche marketing : * les salariés de l'organisation cliente - B to B to Employee (BtoBtoE) * les clients de l'organisation cliente - B to B to Consumer (BtoBtoC) * les usagers de l'organisation cliente (services publics, administration...) - B to Administration to User (BtoAtoU) C'est bien désormais l'écosystème d'affaire et la relation aux différentes parties prenantes qui sont les moteurs du marketing BtoB, qu'il s'agisse de projets ou d'affaires complexes, de marketing industriel récurrent ou de BtoB de grande diffusion s'appuyant sur Internet et le " social selling ". Particulièrement pédagogique, ce livre est illustré de très nombreux exemples, tirés de secteurs et d'entreprises très variés (informatique, télécoms, bâtiment, aéronautique, restauration, automobile, conseil, etc.). Il offre également une sélection de visuels, des questions et des minicas, et constitue un manuel aussi efficace qu'attractif.

Forthcoming in Journal of Economic Psychology; Single people are more likely to die from COVID-19. Here, we study whether this higher death rate could be partly explained by differences in compliance with protective health measures against COVID-19 between single and married people, and the drivers of this marital compliance gap. Data collected from 46,450 respondents in 67 countries reveal that married people are more likely to comply with protective measures than single people. This marital gap in compliance is higher for men (approximately 5%) than for women (approximately 2%). These results are robust across a large range of countries and independent of country level differences with respect to culture, values or infection rates. Prosocial characteristics linked to morality and social belonging explain more than 38% of the marital gap, while individual risk perceptions play a minor role. These findings help explain single people's and particularly single men's greater vulnerability to COVID-19, which in turn can be leveraged to improve the effectiveness of international public policy campaigns aimed at promoting protective health measures.

Background Telerehabilitation (TR) interventions are receiving increasing attention. They have been evaluated in various scientific areas through systematic reviews. However, there is a lack of data on how to standardize assessment and report on their domains to guide researchers across studies and bring together the best evidence to assess TR for chronic diseases. Aims and objectives The aim of this study was to identify domains of assessment in TR and to qualitatively and quantitatively analyze how and when they are examined to gain an overview of assessment in chronic disease. Methods A scoping meta-review was carried out on 9 databases and gray literature from 2009 to 2019. The keyword search strategy was based on "telerehabilitation", “evaluation", “chronic disease" and their synonyms. All articles were subjected to qualitative analysis using the Health Technology Assessment (HTA) Core Model prior to further analysis and narrative synthesis. Results Among the 7412 identified articles, 80 studies met the inclusion criteria and addressed at least one of the noncommunicable diseases (NCD) categories of cardiovascular disease (cardiovascular accidents), cancer, chronic respiratory disease, diabetes, and obesity. Regarding the domains of assessment, the most frequently occurring were “social aspect” (n = 63, 79%) (e.g., effects on behavioral changes) and “clinical efficacy” (n = 53, 66%), and the least frequently occurring was “safety aspects” (n = 2, 3%). We also identified the phases of TR in which the assessment was conducted and found that it most commonly occurred in the pilot study and randomized trial phases and least commonly occurred in the design, pretest, and post-implementation phases. Conclusions Through the HTA model, this scoping meta-review highlighted 10 assessment domains which have not been studied with the same degree of interest in the recent literature. We showed that each of these assessment domains could appear at different phases of TR development and proposed a new cross-disciplinary and comprehensive method for assessing TR interventions. Future studies will benefit from approaches that leverage the best evidence regarding the assessment of TR, and it will be interesting to extend this assessment framework to other chronic diseases.

International audience; This article investigates the theoretical and empirical relationships between organisational punishment and productivity. We do so by highlighting the contributions of two academic fields to this topic: management and economics. We underscore the many common theoretical and empirical grounds across management and economics. We heighten, in particular, how motivation and learning theories have contributed to the development of both theoretical and empirical research on this topic. This article also argues that this debate could be significantly advanced if insights stemming from industrial relations and labour process theory were also considered, as these disciplines have traditionally focused on macro-issues such as how changes in the economic/institutional contexts may affect the likelihood that organisations will resort to punishment. In order to foster future research on this topic, three research themes were developed: (a) freedom of choice and the role of contract completeness; (b) perception of punishment, monitoring and productivity; and (c) punishment, productivity and exogenous variables.

Single people are more likely to die from COVID-19. Here we study whether this higher death rate could be partly explained by differences in compliance with protective health measures against COVID-19 between single and married people, and the drivers of this marital compliance gap. Data collected from 46,450 respondents in 67 countries reveal that married people are more likely to comply with protective measures than single people. This marital gap in compliance is higher for men (approximately 5%) than for women (approximately 2%). These results are robust across a large range of countries and independent of country level differences with respect to culture, values or infection rates. Prosocial characteristics linked to morality and social belonging explain more than 38% of the marital gap, while individual risk perceptions play a minor role. These findings help explain single people's and particularly single men's greater vulnerability to COVID-19, which in turn can be leveraged to improve the effectiveness of international public policy campaigns aimed at promoting protective health measures.

International audience

Funder: Research Council of Norway through its Centres of Excellence Scheme, FAIR project No 262675, Funder: J. William Fulbright Program, Funder: Institute for Lifecourse Development, University of Greenwich, Funder: Economic Social Research Council Impact Acceleration Award, University of Oxford, Funder: Institute of Social Sciences Ivo Pilar, Funder: Academy of Finland (Suomen Akatemia); doi: https://doi.org/10.13039/501100002341, Funder: Universität Wien (University of Vienna); doi: https://doi.org/10.13039/501100003065, Funder: Ministry of Science and Technology, Taiwan (Ministry of Science and Technology of Taiwan); doi: https://doi.org/10.13039/501100004663, Funder: NOMIS Stiftung (NOMIS Foundation); doi: https://doi.org/10.13039/501100008483, Funder: Princeton Graduate Student Research Funding (Program in Cognitive Science), Funder: Corruption Laboratory on Ethics, Accountability, and the Rule of Law (CLEAR), University of Virginia, Funder: Project Pro.Co.P.E., IMT School (PAI2019), Funder: Italian Ministry of University and Research - PRIN 2017 (20178293XT), Funder: Gouvernement du Canada | Natural Sciences and Engineering Research Council of Canada (Conseil de Recherches en Sciences Naturelles et en Génie du Canada); doi: https://doi.org/10.13039/501100000038, Funder: Australian Research Council (DP180102384), Funder: Ernst and Young (EY); doi: https://doi.org/10.13039/501100003064, Changing collective behaviour and supporting non-pharmaceutical interventions is an important component in mitigating virus transmission during a pandemic. In a large international collaboration (Study 1, N = 49,968 across 67 countries), we investigated self-reported factors associated with public health behaviours (e.g., spatial distancing and stricter hygiene) and endorsed public policy interventions (e.g., closing bars and restaurants) during the early stage of the COVID-19 pandemic (April-May 2020). Respondents who reported identifying more strongly with their nation consistently reported greater engagement in public health behaviours and support for public health policies. Results were similar for representative and non-representative national samples. Study 2 (N = 42 countries) conceptually replicated the central finding using aggregate indices of national identity (obtained using the World Values Survey) and a measure of actual behaviour change during the pandemic (obtained from Google mobility reports). Higher levels of national identification prior to the pandemic predicted lower mobility during the early stage of the pandemic (r = −0.40). We discuss the potential implications of links between national identity, leadership, and public health for managing COVID-19 and future pandemics.

FNEGE 3, HCERES A, ABS 2; International audience; The metaverse has the potential to extend the physical world using augmented and virtual reality technologies allowing users to seamlessly interact within real and simulated environments using avatars and holograms. Virtual environments and immersive games (such as, Second Life, Fortnite, Roblox and VRChat) have been described as antecedents of the metaverse and offer some insight to the potential socio-economic impact of a fully functional persistent cross platform metaverse. Separating the hype and “meta…” rebranding from current reality is difficult, as “big tech” paints a picture of the transformative nature of the metaverse and how it will positively impact people in their work, leisure, and social interaction. The potential impact on the way we conduct business, interact with brands and others, and develop shared experiences is likely to be transformational as the distinct lines between physical and digital are likely to be somewhat blurred from current perceptions. However, although the technology and infrastructure does not yet exist to allow the development of new immersive virtual worlds at scale - one that our avatars could transcend across platforms, researchers are increasingly examining the transformative impact of the metaverse. Impacted sectors include marketing, education, healthcare as well as societal effects relating to social interaction factors from widespread adoption, and issues relating to trust, privacy, bias, disinformation, application of law as well as psychological aspects linked to addiction and impact on vulnerable people. This study examines these topics in detail by combining the informed narrative and multi-perspective approach from experts with varied disciplinary backgrounds on many aspects of the metaverse and its transformational impact. The paper concludes by proposing a future research agenda that is valuable for researchers, professionals and policy makers alike.

International audience; We address a novel truck scheduling problem arising in crossdocking logistics, in which inbound trucks carry items (pallets) which must be sorted and loaded onto outbound trucks. We minimize the utilisation of the warehouse by focusing on the synchronisation between the different related trucks. The problem is to assign the trucks to the doors of the warehouse and sequence them, in order to minimize the total time spent in the system by the pallets. We discuss the complexity of the problem, showing that even with a single door the problem is NP-hard in general, and discuss some special cases.

International audience; The purpose of this study is to determine the moderating effects of team cohesion and knowledge sharing on the performance of teams that utilise empowering leadership using a multiple regression analysis on a sample from three departments within 114 family firms in Lebanon. The results suggest that there is a significant relationship between empowering leadership and team cohesion and that knowledge sharing and team cohesion have an indirect influence on team performance. Our study provides important insights regarding team cohesion and knowledge sharing in empowering leadership practices in the Middle East. More importantly, our paper underlines how critical team performance is by highlighting the fact that a willingness to share skills, expertise and know-how benefits all team members and groups of a department or managerial structure. Group cohesiveness is crucial for a leader and for a firms management team and team performance.

International audience

International audience; This study aims at determining the effect of perceived risk, privacy concerns, and smart speaker learning capabilities on the adoption of smart speakers for voice shopping. To this end, we used the theory of reasoned action (TRA) and the interpersonal theory of personality to propose a conceptual model that we tested using a mixed methods research design. Our results show that indeed, perceived risks, privacy concerns, and perceived learnability of smart speakers influence consumer intention to use smart speakers for voice shopping, which then influences actual use. Theoretically, this paper contributes to new theoretical perspectives regarding the learning capabilities of AI systems and their importance in AI adoption. Specifically, we use an insightful interpersonal theory and develop a scale that can be used to measure the learnability of AI systems as perceived by users. Practically, we show information systems (IS) and marketing managers key factors that need to be considered when providing voice shopping services through smart speakers.

International audience; At the end of the 19th, Georges d'Avenel produced a highly original work in various fields. Unsatisfied with the usual way to write history, he turned his attention to quantitative data to understand the past. In particular, he built series of prices of multiples goods and services from 1200 onwards. He proposed a documented analysis of long-term changes in prices as a result of the technical progress, in income and wealth inequalities as captured by the top 1%, as well as in the evolution of mentalities. His approaches were criticized both by both new professional "Republican" historians than by Conservative analysts. However, his data used by Pareto, Fisher, Frisch or Marshall are still used in current economic history and his analysis fertilized various fields in particular the Ecole des Annales.

International audience; Managing innovation can be summed up by two famous phrases. The first is attributed to the scientist Archimedes: « Eureka, I have found it ». It applies to the individual, it is a cognitive and emotional phenomenon that leads him to feel a certain wonder and the pleasant sensation of having found a solution to the problem posed (Lubart et al., 2015). In management, this discovery or « revelation » focuses on a management situation (Amabile, 1988; Carrier and Gélinas, 2011) such as, with reference to Olso’s Manual, the design of a new product or service, a new organization or commercialization, a new business model, etc. (Lubart et al., 2015). Coming from the mind or brain of an individual, this creative idea arises a priori spontaneously from the reorganization of information, facts, knowledge, and experiences that he or she has accumulated during formal or informal research, alone or with other individuals in the organization or not, such as consumers. So this idea does not come alone. It is nurtured by an enabling context and interpersonal relationships that enable such discovery. But, this idea may prove to be a failure, hence the second phrase put forward by Winston Churchill: « Shoot for the moon, and if you miss you’ll land among the stars« . Even if the idea is original, new and promising, it is possible that it will never be applied in the organization, for economic, financial, technological or marketing reasons (St-Pierre et al., 2017). Furthermore, if it is implemented, studies indicate that the failure rate of innovations that are brought to market is around 85%. Indeed, innovation is only effective from the moment the novelty is introduced, as the etymology of the term indicates. No matter how enthusiastic he or she may be, the bearer of the idea will struggle to convince and interest enough people around him or her, hence the risk of a lack of ownership of the idea within the organization (Royer, 2002). Kotter (2016:12) explains, « The deeper you get into it, the more obvious it becomes that convincing others to ‘buy’ your ideas is both a human issue and a vital skill.« In fact, innovation implies an exploratory approach where the individual interacts both to enhance the value of his idea and to revise it according to the feedback from his interlocutors. Beyond technical knowledge or know-how, social skills, such as empathy, listening, persuasive communication and networking, are just as important. If we agree that innovation is experimenting and testing, we must admit that trial, error and failure will be part of the experiment as well. The Wright brothers spent three years trying different glider prototypes with multiple failures before they achieved their first successful motor-powered and controlled flight in an aircraft. The failures were a source of learning, allowing the two brothers to improve their idea into an innovation. In the corporate world, innovation also goes through many failures in the form of unfinished, unvalidated, or overly expensive ideas, etc. Even if it does not led to innovations, this knowledge is very useful and feeds the organization’s creative slack, i.e. a pool of ideas from which the organization can draw to innovate again (Cohendet and Simon, 2015; Gay and Szostak, 2019). This consolidates its capacity to innovate or propensity to realize innovations (Hadjimanolis, 2000; Wang and Ahmed, 2004; Kmieciak et al., 2012). It took Nestlé more than 15 years to find the right commercial and strategic formula to sell espresso to a mass market. Several times, the project was almost abandoned after several failures in the market. A brief discussion of these famous formulas applied to the world of organizations leads us to underline how difficult it is to manage innovation: it involves individuals, the organization, their capacities and resources; it requires a variably long time frame due, among other things, to potential failures; it meshes the internal space of the organization, but also the external space. However, innovation is essential to resist in a competitive market, to differentiate oneself from one’s competitors, or to create a new activity or even a new market in a disruptive manner (Porter, 1996; Kim and Mauborgne, 2005; Christensen et al., 2015). The question that many managers then ask themselves is: how to manage innovation? In other words, how do we find the ideas that give rise to innovations, select them and share them within the organization and then with other stakeholders? The purpose of this essay is to propose elements of response according to three complementary dimensions summarized in a symbolic way under the three notions: « space, time and matter ». The first is particularly concerned with space as seen from the perspective of organizational boundaries. The objective is to understand their roles in innovation, the actors involved, and the challenges posed for organizations in terms of innovation management. The second dimension focuses on presenting the emblematic processes of innovation, in particular the stage-gate from the idea to the implementation of the innovation. The third dimension refers to the material, sensitive version of innovation, i.e. the product, the service, a new organization, etc., and returns to its appropriation by individuals and the challenges faced by managers.

Background Telerehabilitation (TR) interventions are receiving increasing attention. They have been evaluated in various scientific areas through systematic reviews. However, there is a lack of data on how to standardize assessment and report on their domains to guide researchers across studies and bring together the best evidence to assess TR for chronic diseases.Aims and Objectives The aim of this study is to identify domains of assessment in TR and to qualitatively and quantitatively analyze how they are examined to gain an overview of assessment in chronic disease and understand the complexity of TR interventions.Methods A scoping meta-review was carried out on 9 databases and gray literature from 2009 to 2019. The keyword search strategy was based on "telerehabilitation", “evaluation", “chronic disease" and their synonyms. All articles were subjected to qualitative analysis using the Health Technology Assessment (HTA) Core Model prior to further analysis and narrative synthesis.Results Among the 7412 identified articles, 80 studies met the inclusion criteria. Regarding the domains of assessment, the most frequently occurring were “social aspect” (n = 63, 79%) (e.g., effects on behavioral changes) and “clinical efficacy” (n = 53, 66%), and the least frequently occurring was “safety aspects” (n= 2, 3%). We also identified the phases of TR in which the assessment was conducted and found that it most commonly occurred in the pilot study and randomized trial phases and least commonly occurred in the design, pretest, and postintervention phases.Conclusions Through the HTA model, this scoping meta-review highlighted the multidisciplinarity and comprehensiveness of TR assessment in the recent literature. Future studies will benefit from approaches that leverage the best evidence regarding the assessment of TR interventions, and it will be interesting to extend this assessment framework to other chronic diseases.

International audience; This study, which focuses on the commercial use of personal data by U.S. airlines, uses actual cases to help analyze the application of the EU General Data Protection Regulation (GDPR) to the airline industry. It is one of the first studies to do so, and as such contributes to the literature. It begins by highlighting the British Airways GDPR penalty case, in which the UK regulator publicized its notice of intention to issue the highest administrative fine to-date under the GDPR. When the GDPR applies to them, airlines should become fully aware of key provisions of the GDPR, starting with those related to its scope and its underlying data protection principles, discussed in this study. In addition, airlines must have a legal basis to process personal data under the GDPR and, as this study shows, must have adequately prepared for data subject requests to exercise rights and potential data breaches.Several examples of the first GDPR sanctions in the airline industry are detailed, and lessons drawn. In this context, security of data is a key element. Finally, the recent Schrems II decision invalidating the EU-U.S. Privacy Shield Decision is examined, and its potential impact on the transfer of personal data from the European Union to the United States by airlines is studied, following an analysis of their privacy policies available on the Internet in the European Union.

International audience; This paper discusses the use of robust schedules for facing uncertainty arising in crossdock truck scheduling problems. Groups of permutable operations bring sequential flexibility in the schedule, allowing to deal with late or early truck arrivals as the total order and the starting times can be determined in a reactive manner. We focus on the evaluation of a robust schedule considering both the worst maximal lateness of the trucks and the worst total sojourn time of the pallets. We also show how a robust schedule can be evaluated online, taking into account the actual arrival times of the trucks.

International audience; The development of computer technology raised concerns for the privacy of the individuals to whom data being processed relates. Soon European nations began adopting data protection laws to protect the privacy of individuals, eventually regulating what had become known as “cyberspace.” To allow for the free flow of personal data within the European Union, while protecting the privacy of individuals, the regional block adopted EU-wide data protection legislation in 1995, which was then implemented in Member State law.The lack of harmonization of Member State implementing legislation and the development of new technologies led to the adoption of a uniform EU law in the form of the General Data Protection Regulation (GDPR), which has had international impact. The GDPR develops further individual rights and continues cross-border transfer restrictions, while including clearer extraterritorial application when the personal data of individuals in the European Union are collected, thus recognizing that cyberspace does not end at borders.