EM Normandie

Founded in 1871 as one of the first major French business schools, EM Normandie is a member of the Conférence des Grandes Écoles and stands out in the very closed circle, worldwide, of the 1% of institutions doubly accredited by EQUIS and AACSB. It is also in the Top 80 of the Financial Times and QS international rankings.

It is located on six campuses (Caen, Le Havre, Paris, Dublin, Oxford and, from September 2022, Dubai) and brings together a community of 5,800 students and 21,500 members of its Alumni EM Normandie association.

Through a wide portfolio of training courses (Grande Ecole Program, Bachelor International Management, BBA, MS, MSc), it offers an enhanced learning experience to help the generations of yesterday, today and tomorrow to become actors of a sustainable world, free to think, free to learn and free to create.

The academic and applied research activities of EM Normandie are grouped together within the Laboratoire Métis.

Vidéos récentes de cette institution

03:54

From Daughter to Successor: Building Legitimacy in the Family Business

The existing literature on the legitimacy of daughters in the succession process of family businesses tends to separate the analysis between, on the one hand, the role of successor daughters and, on the other hand, the networks that activate and validate their legitimacy. This separation sustains a dualism in the conceptualization of relationships between successor daughters and the various stakeholders. This study addresses this gap by drawing on Strong Structuration Theory and the analysis of five cases of successor daughters. The results highlight that the social legitimacy of successor daughters in family businesses is the result of a continuous interaction between individual agency and social structures, within a logic of duality. It proposes a conceptualization of legitimacy as a dynamic process of social co-construction. The study reveals the interdependence between personal legitimacy and entrepreneurial legitimacy, which mutually reinforce each other through intertwined structuration cycles. This articulation contributes to the progressive co-construction of social legitimacy, emphasizing its evolving and adaptive nature.

GHAMGUI Nizar - |

Research
Entrepreneurship

02:40

What is social marketing?

Social marketing is an approach that leverages marketing techniques to encourage behaviors that have a positive impact on society. Unlike traditional marketing, which primarily aims to maximize sales, social marketing seeks to address issues such as public health, the environment, and human rights. It relies on a deep understanding of the needs and obstacles of the target audience, as well as strategic partnerships. For example, campaigns might encourage people to reduce their plastic consumption or engage in regular physical activity. To succeed, it's not just about communication; it's also about making desired behaviors more accessible, more appealing, and less expensive. By integrating these elements, social marketing contributes to improving collective well-being.

TRELOHAN Magali - |

Management Dictionary
Marketing, Sales and Communication

02:47

What are pro-environmental behaviors?

Pro-environmental behaviors refer to actions aimed at reducing human impact on the environment, whether individual (such as recycling or adopting eco-responsible consumption) or collective (advocating for climate policies). Historically linked to the environmental awareness of the 1970s, these behaviors are now crucial in the face of the climate emergency. However, they encounter psychological, economic, and practical obstacles. To encourage them, it is essential that public and private actors make these ecological actions more accessible and socially valued. These behaviors, while indispensable, must be integrated into collective and systemic initiatives for a sustainable transition.

TRELOHAN Magali - |

Management Dictionary
Marketing, Sales and Communication, Public Management, Sustainable Development and CSR

01:55

What is Strategic Renewal?

In times of crisis, SME entrepreneurs update and replace the firm’s resources and capabilities within strategic renewal processes in order to maintain organizational resilience. Appearing in the form of internal development and external sourcing, the outcomes of strategic renewal are explained by the synergy of individual, organizational, and environmental factors that reinforce SMEs’ dynamic capabilities. This research presents a qualitative comparative analysis (QCA) of the conjunctural causality between multi-level dynamic capability configurations and SME strategic renewal outcomes.

WANG Yihan - EM Normandie |

Management Dictionary
Strategic Management, Sustainable Development and CSR

Podcasts récents de cette institution

From Daughter to Successor: Building Legitimacy in the Family Business

GHAMGUI Nizar - |

Research
Entrepreneurship

Human artificial intelligence at the service of hyperperformance

Artificial intelligence is already transforming lives and organizations. It brings a huge potential, for example, to achieve hyper-performance. Which is not about adding more trainings. But rather finding and removing obstacles from human minds. And artificial intelligence can facilitate that efficiently. It can help us to learn more about our own intelligence. Thus, giving us a unique chance to finally re-unite both intelligences.

STIBE Agnis - EM Normandie |

Research
Digital Transformation, Higher Management Education, Human Resources Management, Innovation Management, Prospective, Strategic Management

What is Hyper-Performance?

It is a state of performance when all unnecessary human thought is minimized or completely suppressed. Such as bad judgments, distracting thoughts, subjective biases, bad decisions, etc. For example, employees may be reluctant to accept artificial intelligence. That means there’s something in their mind that stops them. That something is the root cause.

STIBE Agnis - EM Normandie |

Management Dictionary
Digital Transformation, Higher Management Education, Human Resources Management, Innovation Management, Prospective, Strategic Management

Innovation Pays Off—Especially with University Partners

Cette étude analyse 2 986 entreprises d’Amérique latine (2009–2017, base LAIS) pour comprendre comment les collaborations universités–entreprises influencent le lien entre dépenses d’innovation et résultats d’innovation. Les résultats montrent (1) une relation positive entre dépenses et résultats, et (2) un effet modérateur significatif de la collaboration universitaire : à budget équivalent, les entreprises partenaires des universités obtiennent davantage d’innovations. La qualité des partenariats compte autant que leur existence. Implications : structurer la coopération (objectifs, IP), investir dans le capital humain, et mobiliser les ressources académiques comme amplificateurs de capacité.

PLATA Carlos - EM Normandie |