Home » Videos » Page 78

Vidéos

02:58

« Donner » pour innover en PME

L’objectif de cet article est de comprendre l’innovation en contexte de PME en se focalisant sur les dons échangés entre le dirigeant et ses salariés. À partir de l’approche maussienne du don et de la littérature sur l’innovation en PME, une étude de cas a été menée au sein d’une PME. Les résultats montrent que la logique du don se caractérise par une demande implicite formulée par le dirigeant, des dons échangés naturellement entre les deux parties et des contre-dons non rendus par le dirigeant, source de frustration et de désengagement.

GALLEGO-ROQUELAURE Virginie - iaelyon School of Management |

ADLA Ludivine - IAE Grenoble |

Recherche
Entrepreneuriat

04:12

Les dirigeants des PME et les ETI face à l’urgence climatique – Partie 2

2ème partie : Le passage à l’action 31% des dirigeants de PME-ETI que nous avons interrogés en 2020 ont déjà été impactés par des évènements climatiques et environnementaux, avec des effets sur leur approvisionnement pour 40% d’entre eux ou sur le personnel. Que faire alors pour s’armer face aux changements en cours et à venir ? Pour mettre le pied à l’étrier, nous avons identifié des pistes d’action et une méthode de réflexion qui se décline en 3 étapes

PARMIGIANI Laura - FNEGE |

Tendances
Comportement organisationnel, Développement Durable et RSE, Management Stratégique

03:12

Les dirigeants des PME et les ETI face à l’urgence climatique – Partie 1

Première partie : Trois grandes leçons des résultats de l'enquête. Au Lab de Bpifrance, nous avons produit une étude sur la vision des dirigeants de PME et d'ETI sur l'urgence climatique, et leur niveau d'ambition. Pour cela nous avons interrogé 1 000 dirigeants de PME et ETI entre janvier et mars 2020, et mené des entretiens auprès d'experts et de dirigeants.

LEMAIRE Aurélien - FNEGE |

Tendances
Comportement organisationnel, Développement Durable et RSE, Management Stratégique

04:23

The employability of older workers is a responsibility of human resources development.

In collaboration with a group of international colleagues from the 5C collaborative (www.5c.careers), I studied employability, defined as an individual's perception of being able to find alternative jobs on the external labor market. I studied this topic with a particular focus on older workers, as individuals are obliged to work longer in their lives; however, paradoxically, as they age, they face great discrimination when seeking employment or re-employment. We conducted a survey in 30 countries, collecting responses from over 9,000 people employed in managerial and professional jobs. By analyzing this data, we were able to show that older workers perceive a disadvantage in terms of external employability, but that having experienced development activities throughout their career mitigates this situation.

DELLO RUSSO Silvia - TBS Education |

Recherche
Développement Durable et RSE, Gestion des Ressources Humaines

05:04

Crowdsourcing urbain: sélection des parties prenantes et flux de connaissances dynamiques

Urban crowdsourcing is a new form of open innovation that aims to develop smart cities. Using a qualitative approach with experts involved in the Casablanca Smart City project, this research contributes by investigating complex multi-stakeholder ecosystems. More specifically, this study identifies and examines the role of external stakeholders at each stage of the innovation process, and the resulting dynamic knowledge flows that help improve the process of urban crowdsourcing in the development of smart city solutions. Depending on the complexity of the innovation project, findings identify three primary stakeholders (citizens, public authorities, and private and public firms) and three secondary stakeholders (NGOs, universities, consulting companies). Results show at which of the four steps of urban crowdsourcing they intervene. Furthermore, the findings reveal a dynamic learning environment composed of two knowledge flows (“learning with” and “learning from” stakeholders).

STEILS Nadia - IAE Lille |

Recherche
Marketing, Vente et Communication

04:11

Éthique et expérience du Soi Futur Virtuel en promotion de la santé

BERRICHE Amira - IAE Lille |

MARTIN-SALERNO Annabel - IAE Lille |

Recherche
Marketing, Vente et Communication

01:58

Human resources and digitization

What impact have digital transformations had on the HR function? Has digitalization changed the division of labor between HR professionals and line managers? What types of HR missions/activities/tools will be digitized in the future? To explore these questions in greater depth, an ambitious survey involving HR managers from BNP Paribas and Safran was launched, using a specific methodology (Delphi method). In order to more accurately shape the future of the HR function, it is essential to better understand how HR professionals perceive themselves, their roles and their positions. This joint initiative by the "Reinventing Work" and "A Factory for the Future" Chairs aims to understand the future of digitalization for HR and HRM today, and tomorrow.

GALINDO Géraldine - ESCP Business School |

LEON Emmanuelle - ESCP Business School |

Tendances
Comportement organisationnel, Gestion des Ressources Humaines

02:45

Personal organization at work

Are we rational beings when we're at work? In recent years, particularly with the development of mobile technologies, work seems to be present at all times and in all places, leading 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 more to work than work? Are employees trying to find a new balance by inviting their personal lives into their working hours? This research project aims to investigate people's relationship with their daily lives at work, and analyze how personal organization can be a significant resource for maintaining a certain balance.

RAUCH Sophie - ESCP Business School |

Tendances
Comportement organisationnel, Gestion des Ressources Humaines

01:59

Measuring the paradox of flexible working

Workplace flexibility has been increasingly popular for years, and even more so since the onset of the pandemic. However, research findings on the influence of flexible working on employee well-being are inconclusive. This is partly because the studies fail to take into account the fact that flexible working is embedded in the way people work, and that it is ambivalent. Indeed, flexibility is sometimes experienced as a benefit granted by the organization, which may allow the employee to go to the doctor in the middle of the day. At other times, it is experienced as a contribution by the employee to his or her organization, for example by working late to meet customer demands. Thus, individual experiences of flexibility can vary considerably. In all cases, employees can play an active role in the construction and interpretation of flexibility. This project aims to investigate employees' dynamic and idiosyncratic experiences of work flexibility, and how these experiences relate to their well-being.

PEREZ Diana - ESCP Business School |

CANIBANO Almudena - ESCP Business School |

Tendances
Comportement organisationnel, Gestion des Ressources Humaines

01:41

Telepresence and face-to-face robots

Teleworking is becoming increasingly common within companies, but can nevertheless have negative effects on the perception of the teleworker's performance. Indeed, being seen or not seen during working hours influences the reliability and commitment associated with the worker. The question is therefore how to limit the disadvantages of teleworking, i.e. how to overcome the lack of presence time associated with teleworking? Various options are being considered by companies, including the use of telepresence robots, enabling teleworkers to be visible in the office... while being physically absent! In this research project, the aim is to examine the use of telepresence robot technology and its impact on workers' perceptions.

MURATBEKOVA Maral - ESCP Business School |

LEON Emmanuelle - ESCP Business School |

Tendances
Comportement organisationnel, Gestion des Ressources Humaines

02:24

Managing new working relationships

The world of work is changing. The employment contract, which to a large extent determined the working relationship between employees and employers, is no longer the only means of organizing work. Alternative work arrangements are booming. In the USA, 0.5% of the entire workforce in 2015 was already participating in crowd work via platforms (Katz and Krueger, 2019), while crowd work represents the main employment of 2% of the entire workforce in 14 European countries (Pesole et al., 2018). Yet the vast majority of management theories are based on traditional, 9-to-5 notions of employment relationships (Cappeli and Keller, 2013). Such a disconnect with empirical realities risks management and organization studies unconsciously ignoring new issues. We seek to evaluate 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 |

Tendances
Comportement organisationnel, Gestion des Ressources Humaines

05:29

The challenges and benefits of influencer marketing

Evolving media consumption patterns have led to two major changes in the way companies communicate with their customers over the past two years, explains Professor Michael Haenlein.

HAENLEIN Michael - ESCP Business School |

Tendances
Marketing, Vente et Communication