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Dictionary of management

Dictionary of management
03:54
Artistic and cultural organizations can be considered unique due to their specific mode of operation. On one hand, these organizations have a creative dimension and face uncertainty both in their production processes and in the outcomes of those processes. On the other hand, they deal with multiple stakeholders. They operate at the intersection of several worlds, each associated with different logics: an artistic logic, a managerial logic, and finally a political logic. In this context, the question arises as to how they are managed and how management tools are used within them.
ZAMAN Mustafeed - EM Normandie |
03:18
Description of the concept of CSR Corporate Social Responsibility (CSR) emerged from reflections aimed at questioning the role and mission of companies in society, as well as the responsibilities they bear. This concept appeared during the Second Industrial Revolution in the United States, as a way to examine the practices of large corporations concentrating capital, tools, and human resources.
MARAIS Magalie - MONTPELLIER Business School |
03:48
To understand the term “Sustainable Finance,” we need to look at the two words that make it up. The word “finance” refers to any activity related to money, which serves as a medium of exchange and a store of value. These activities can include financing and investing across different fields such as corporate finance, market finance, public finance, and personal finance. As for the word “sustainable,” it simply means something that lasts over time. Therefore, the term “Sustainable Finance” refers to financial activities that aim to promote sustainability across the four areas of finance. This sustainability can be social and/or environmental.
HOANG HILLARD Thi Hong Van - MONTPELLIER Business School |
03:42
Impact entrepreneurship combines economic performance with a positive contribution to the common good by integrating a social or environmental mission from the outset. These businesses address global challenges through a clear mission, a sustainable economic model, and transparent impact assessment. This model attracts investors and demonstrates resilience in times of crisis. Impact entrepreneurship embodies a new vision of business, where sustainability and performance go hand in hand.
GHAMGUI Nizar - |
03:14
Informal entrepreneurship encompasses economic activities that operate outside legal frameworks and represents a significant share of the global economy, particularly in developing countries. It offers flexibility and serves as an economic lever to reduce unemployment and poverty, but also raises challenges related to the lack of social protection and low productivity. Recognizing and valuing this sector is essential to optimize its socio-economic impact.
GHAMGUI Nizar - |
03:40
Inclusive entrepreneurship aims to integrate marginalized populations into the economy by creating economic opportunities while strengthening social cohesion. It transforms differences into assets through innovative and sustainable business models, while also assessing social impact. This model is not limited to startups — it also inspires established companies, demonstrating that economy and humanism can go hand in hand to build a more equitable society.
GHAMGUI Nizar - |
03:36
Giddens' Structuration Theory seeks to explain how social structures are created and maintained through the actions, practices, and interactions of individuals. According to Giddens, social structures are not merely external forces that influence human behavior; they are constantly reproduced and modified through individual actions.
GHAMGUI Nizar - |
02:53
Collective competence results from a complex alchemy, and simply bringing together individual skills is not enough to achieve it. Yet, managers still struggle to recognize it—let alone put it into practice. To better understand and manage it, a metaphor can be useful: building collective competence is like building a wall—not just with bricks, but also with foundations and mortar.
DEFELIX Christian - Grenoble IAE |
01:58
New Public Management, with its highly centralized implementation approach, appears to be completely out of step with the aspirations of the population. New Public Governance, based on participative management, offers an opportunity to create a more pluralistic state in the implementation of public policies.
CHASSY Angélique - EM Normandie |
03:25
Destination Management Organizations (DMOs) operate within tourist destinations, which are the meeting point between a visitor-driven experience project and a territorial development project led by residents, local elected officials, and, of course, businesses. DMOs are responsible for achieving public policy objectives while embracing the complexity of their territory, which is reflected in the diversity of its stakeholders. In France, the concept of a DMO primarily refers to tourist offices. Recent research highlights the processes through which DMOs steer collective territorial action. Beyond their legal missions, they play a central role in adapting their destination to changes in the tourism sector.
BOTTI Laurent - IAE Perpignan |
03:13
Tourism management relies on three main types of activities: The study of how tourism businesses and other tourism-related organizations, such as institutions, operate and are structured. The analysis of how collective actions are organized within territories to enable the existence of the tourism phenomenon and the sustainable development of these territories, in connection with stakeholders (including non-human ones). The identification, enhancement, and preservation of territorial heritage in all its diversity.
BOTTI Laurent - IAE Perpignan |
03:52
Antony, together with his colleagues from NEOMA, presents research conducted with the University of Bristol on how international companies choose countries for sourcing. The concept of "country risk," once focused on economic conditions and political stability, now includes three major sociopolitical factors: populism, which creates regulatory uncertainty; state fragility, which affects suppliers’ ability to deliver; and checks and balances, which can limit but not always prevent political drift. The study, covering 1,300 U.S. companies and their suppliers in 90 countries, shows that these factors directly influence sourcing decisions. Examples like Samsung and H&M illustrate this shift toward countries perceived as more stable. In conclusion, companies must strengthen their geopolitical monitoring to anticipate risks and secure their supply chains.
PAULRAJ Antony - NEOMA Business School |