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  • 00:05:21

Triple Bottom Line Performance in Post Covid B2B Marketing

CHAUDHURI Ranjan - EMLV |
  • Research
  • Covid Special Series, Marketing, Sales and Communication, Sustainable Development and CSR
05:21

Triple Bottom Line Performance in Post Covid B2B Marketing

The Triple Bottom Line (TBL) concept emphasizes that business success should not be measured solely by financial performance. It includes social and environmental impacts alongside profit. Additionally, dynamic capabilities help firms adapt to rapid environmental changes and enhance sustainability performance. Previous studies have shown that TBL initiatives can also improve sustainability performance. However, no research has investigated how dynamic abilities and TBL initiatives jointly impact B2B firms’ sustainability performance in the post-COVID-19 period. This study aims to examine the implications of dynamic capabilities on TBL performance, particularly from a B2B marketing perspective. By developing and validating a conceptual research model, it contributes to the literature related to dynamic capability view, TBL, and sustainability.
CHAUDHURI Ranjan - EMLV |
  • Research
  • Covid Special Series, Marketing, Sales and Communication, Sustainable Development and CSR
  • 00:04:24

Synergies of Institutional Theory and Dynamic Capability View in Firm Performance: Exploring Climate Change Adaptation and B2B Marketing Capabilities

Based on institutional theory and the dynamic capability view, this study delves into the relationship between a firm’s climate change adaptation (CCA) capability and its performance, with a focus on the mediating influence of business-to-business (B2B) marketing capability. The study poses two main research questions: RQ1: What role do institutional pressures play in fostering CCA capability among B2B firms in both developed and developing countries? RQ2: How does the CCA capability of B2B firms impact their performance? To validate the theoretical model developed, data is collected through surveys conducted in a developed country (Australia) and a developing country (South Africa). The study holds significance on two fronts: (a) being among the first to examine the influence of institutional pressures on CCA capability development, and (b) uncovering the mediating role of marketing capability in enhancing B2B firm performance through CCA capability. The study’s novel contribution lies in identifying pivotal elements for driving exceptional B2B firm performance amidst climate change, while employing institutional theory and the dynamic capability view to elucidate underlying mechanisms.
BAG Surajit - EMLV |
  • Research
  • Logistics and Supply Chain, Marketing, Sales and Communication, Strategic Management
04:24

Synergies of Institutional Theory and Dynamic Capability View in Firm Performance: Exploring Climate Change Adaptation and B2B Marketing Capabilities

Based on institutional theory and the dynamic capability view, this study delves into the relationship between a firm’s climate change adaptation (CCA) capability and its performance, with a focus on the mediating influence of business-to-business (B2B) marketing capability. The study poses two main research questions: RQ1: What role do institutional pressures play in fostering CCA capability among B2B firms in both developed and developing countries? RQ2: How does the CCA capability of B2B firms impact their performance? To validate the theoretical model developed, data is collected through surveys conducted in a developed country (Australia) and a developing country (South Africa). The study holds significance on two fronts: (a) being among the first to examine the influence of institutional pressures on CCA capability development, and (b) uncovering the mediating role of marketing capability in enhancing B2B firm performance through CCA capability. The study’s novel contribution lies in identifying pivotal elements for driving exceptional B2B firm performance amidst climate change, while employing institutional theory and the dynamic capability view to elucidate underlying mechanisms.
BAG Surajit - EMLV |
  • Research
  • Logistics and Supply Chain, Marketing, Sales and Communication, Strategic Management
04:17

Coping with the unpredictable by developing the team’s plasticity

When time is of the essence and teams face unexpected contextual changes, they must adapt quickly, sometimes even in real time, that is, they may have to improvise. This paper adopts an inductive approach to explore how teams decide to engage in improvised adaptation, and what happens during those processes for improvisation to be successful. The study analyzes improvisation from the perspective of paradox theory and identifies six paradoxical tensions driven by these contexts: deployment, development, temporal, procedural, structural, and behavioral tensions. We propose a dynamic equilibrium model of team improvised adaptation that leads to team plasticity.
ABRANTES Antonio - TBS Education |
  • Research
  • Innovation Management
  • 00:04:17

Coping with the unpredictable by developing the team’s plasticity

When time is of the essence and teams face unexpected contextual changes, they must adapt quickly, sometimes even in real time, that is, they may have to improvise. This paper adopts an inductive approach to explore how teams decide to engage in improvised adaptation, and what happens during those processes for improvisation to be successful. The study analyzes improvisation from the perspective of paradox theory and identifies six paradoxical tensions driven by these contexts: deployment, development, temporal, procedural, structural, and behavioral tensions. We propose a dynamic equilibrium model of team improvised adaptation that leads to team plasticity.
ABRANTES Antonio - TBS Education |
  • Research
  • Innovation Management
03:16

What is Deep Electronic Word of Mouth (eWOM) ?

“Deep” Electronic Word of Mouth involves in-depth online consumer discussions about products and services. It goes beyond surface-level comments, offering thoroughness, authenticity, and influence. Examples include detailed reviews on platforms like Amazon, TripAdvisor and discussions in specialized forums impacting businesses and consumers.
ZAMAN Mustafeed - EM Normandie |
  • Management Dictionary
  • Marketing, Sales and Communication
02:51

Consumer-activity identification: identifying antecedents and outcomes

Although consumers rely on their activities to help construct their identity, antecedents and outcomes of consumer-activity identification (CAI) have not been elucidated. This research addresses this gap through the development of a conceptual model that is tested through two studies. Study 1 finds that CAI leads to consumer-brand identification (CBI). Further, CBI mediates the relationship between CAI and brand loyalty. Study 2 expands these findings by understanding the role of brand and activity social benefits as antecedents for CAI and CBI and including a second brand outcome: brand relationship continuance. Taken together, the results indicate that consumers indeed rely on the activities a brand is used within to construct their identity in addition to the brand.
HAWKINS Matthew - Burgundy School of Business |
  • Research
  • Marketing, Sales and Communication
  • 00:35:44

Brace for… the impact of Art Thinking with Sylvain Bureau

Sylvain Bureau is a Professor of entrepreneurship on the Paris campus. Based on his research, he developed the Art Thinking method, designed to help new strategies, managerial solutions, business models, or communication tools that appear to be improbable at first sight emerge with certainty by using the artist’s mindset. A Visiting scholar at Duke University, UC Berkeley and the City University of New York, Sylvain Bureau teaches this agile method  in collaboration with artists and cultural institutions in France and abroad.
BUREAU Sylvain - ESCP Business School |
  • Trends
  • Sustainable Development and CSR
03:40

What is Valuation?

Conceptualized by John Dewey in the 1930s, valuation can be defined as a social practice whereby actors reflexively reframe the inherited unsatisfactory values. Values are not considered as abstract properties, predetermined benefits, private preferences or undebatable statements, but as observable facts, practices and judgements, that everyone can see in our attitudes, relations and gestures. Valuation is thus a process where ends and means always interact, and where “ends-in-themselves”, transform into provisional “ends-in-view”. Finally, valuation implies an ethical and political dimension as the pragmatists only embrace values that enable emancipation, and help democratic processes flourish.
PANJETA Alvin - IAE Paris-Est |
  • Management Dictionary
  • Organizational Theory, Public Management, Sustainable Development and CSR
06:06

International Business under Sanctions

In this paper we discuss how sanctions disrupt the institutional framework for international business (IB) and how firms respond to sanctions. We also propose a new research agenda that would help firms and governments to shape their geopolitical strategies.
PANIBRATOV Andrei - |
  • Research
  • Governance, International Management
02:19

What is Fintech?

Fintech, a contraction of "finance" and "technology," refers to companies that use technology to offer innovative financial services that are often more accessible or less expensive than traditional banks. Decentralized finance (DeFi) is a suite of financial services that are not controlled by a central authority. It uses blockchain technology to create financial applications that operate without intermediaries such as banks, financial institutions, or governments.
SALLOUM Charbel - EM Normandie |
  • Management Dictionary
  • Corporate and Market Finance