Videos

03:55

Antecedents of social non-compliance in the apparel manufacturing sector

Les marques mondiales et les vendeurs au détail attendent de leurs fournisseurs qu'ils se conforment aux codes de conduite de fabrication stipulés ou aux normes minimales garantissant des environnements de travail sûrs et réduisant les conditions de travail exploitées. D'un autre côté du spectre, il exerce une pression sur les responsables de l'approvisionnement des marques pour assurer un approvisionnement éthique en équilibrant les besoins des parties prenantes. Les fournisseurs des économies émergentes sont donc confrontés à des difficultés pour atteindre les objectifs commerciaux.

Venkatesh V G - EM Normandie |

Research
Logistics and Supply Chain, Purchasing Management

03:10

Gratitude and job search among business school students

This study examined trait gratitude as a relevant predictor of perceived employability, a personal resource important for student job search among business school students in Canada. The findings support the idea that trait gratitude indirectly influences preparatory job search behavior, but not active job search behavior, through perceived employability. Implications for trait gratitude appear to be important for broader career development research and practice particularly with students seeking employment.

HARRISON Jennifer - EM Normandie |

Research
Human Resources Management, Organizational behavior

03:37

Investigating Online Student satisfaction: determinants and impacts

The online learning industry is growing rapidly, especially as a result of Covid-19 and the need for many schools to move to distance learning. Being student and market oriented is the key to gaining a competitive advantage in today's online distance education. This study is based on FOUR key concepts

PAN-GERARD Lan - FNEGE |

Pedagogical Experiences
Higher Management Education, Innovation Management, Marketing, Sales and Communication, Pedagogy of Management

02:59

Decoding China’s COVID‐19 ‘virus exceptionalism’: Community‐based digital contact tracing in Wuhan

During the COVID‐19 pandemic, comprehensive, accurate, and timely digital contact tracing serves as a decisive measure in curbing viral transmission. Such a strategy integrates corporate innovation, government decision‐making, citizen participation, and community coordination with big data analytics. This article explores how key stakeholders in an open innovation ecosystem interact within the digital context to overcome challenges to public health and socio‐economic welfare imposed by the pandemic. To enhance the digital contact tracing effectiveness, communities are deployed to moderate the interactions between government, enterprises and citizens.

WANG Yihan - EM Normandie |

Research
Covid Special Series, Innovation Management, Management and Big Data

06:50

Designing Transformation for Hyper-Performance and Resilient Organizations

The majority of global problems and organizational challenges are byproducts of poor human attitude and behavior. Inability to master rapid changes often leads to managerial inefficiently and inadequate business performance. Now, the corporate management can benefit from a practical three-step methodology when dealing with human behavior and related attitudinal change.

STIBE Agnis - EM Normandie |

Research
Organizational behavior

04:23

Older workers’ employability is a Human Resource Development responsibility

In collaboration with a group of international colleagues from the 5C collaborative (www.5c.careers), I have studied employability, defined as an individual’s perception of being able to find alternative jobs in the external labour market. I have investigated this topic with special attention to older workers, due to the fact that individuals are required to work longer in their life; and yet, paradoxically, when they grow older they face great discriminations when looking for employment or re-employment.

DELLO RUSSO Silvia - TBS Education |

Research
Human Resources Management, Sustainable Development and CSR

01:58

Human resources and digitalization

What are the impacts of digital transformations on the HR function? Has digitalization changed the repartition of activities between HR professionals and the proximity managers? What types of HR missions/activities/tools will be digitalized in the future? To deepen these questions, an ambitious survey involving HR managers from BNP Paribas and Safran was launched, with a specific methodology (Delphi Method). In order to shape the future of the HR function more precisely, it is vital to better understand how HR professionals view themselves, their roles and their positions. This joint initiative of the chairs "Reinventing work" and "Une Usine pour le Futur" aims at understanding the future of digitalization for HR and HR managers today, but also tomorrow.

GALINDO Géraldine - ESCP Business School |

LEON Emmanuelle - ESCP Business School |

Trends
Human Resources Management, Organizational behavior

02:45

Personal organization at work

Are we just rational beings when at work? Over the last years, especially with the development of mobile technologies, work seems to be there at all time, in all locations, leading both companies and employees to reflect on work-life balance. These trends have been fully explored but what about the other side of the story? Is there something else than work at work? Are employees trying to find a new equilibrium by inviting their personal life during their working hours? This research project aims at studying people's relationship with their everyday life at work and to analyze how personal organization can constitute a meaningful resource to maintain some balance.

RAUCH Sophie - ESCP Business School |

Trends
Human Resources Management, Organizational behavior

01:59

Measuring the paradox of flexible working

Workplace flexibility has grown increasingly popular for years and even more so since the outbreak of the pandemic. However, research results regarding the influence of flexible working on employee well-being are inconclusive. This is partly due to studies overlooking that flexible working is embedded in the way work is conducted and that it is ambivalent. Indeed, flexibility is sometimes experienced as a perk given by the organization, that may allow the employee to go to the doctor in the middle of the day. Other times it is experienced as a contribution the employee makes towards their organization, for example by working late to meet clients demands. Thus, individual experiences of flexibility may vary a lot. In any case, employees can have an active role in the construction and interpretation of flexibility. This project aims to investigate dynamic and idiosyncratic employee experiences of flexible working and how such experiences are connected to their well-being.

PEREZ Diana - ESCP Business School |

CANIBANO Almudena - ESCP Business School |

Trends
Human Resources Management, Organizational behavior

01:41

Telepresence robots and face time

Teleworking is more and more common inside organizations but may still have negative impacts on the teleworker's performance perception. Indeed, to be or not seen during the working hours influences the reliability and the commitment associated with the worker. The question is then on how to limit telework's drawbacks, i.e. how to overcome the lack of face time associated with telecommuting? Different options are considered by companies including the use of telepresence robots, allowing the teleworkers to be visible in the office … while being physically absent! In this research project, the aim is to examine the usage of telepresence robot technology and its impact on the worker perception.

MURATBEKOVA Maral - ESCP Business School |

LEON Emmanuelle - ESCP Business School |

Trends
Human Resources Management, Organizational behavior

02:24

Managing new work relationships

The world of work is changing. The employment contract which determined to a large extent the employment relationship between employees and employers is no longer the only go-to way to organise work. Alternative work arrangements are on the rise. In the US, 0.5% of the entire workforce in 2015 was already involved in crowd work through platforms (Katz and Krueger, 2019) while crowd work represents the main job for 2% of the entire workforce in 14 countries in Europe (Pesole et al., 2018). Yet, the vast majority of management theories are based on notions of traditional, 9 to 5, employment relationships (Cappeli and Keller, 2013). Such a disconnection with empirical realities risks management and organisation studies unconsciously ignoring new issues. We seek to assess and update the psychological contract, a major management theory, to understand alternative work arrangements.

CURTO-MILLET Daniel - ESCP Business School |

CANIBANO Almudena - ESCP Business School |

Trends
Human Resources Management, Organizational behavior

05:29

The challenges and benefits of influencer marketing

Changes in media consumption patterns have resulted in two significant shifts in how firms communicate with such customers over the past couple of years, explains Prof. Michael Haenlein.

HAENLEIN Michael - ESCP Business School |

Trends
Marketing, Sales and Communication

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