Centre de recherche

The ESC Rennes School of Business, an international school of management, aims to transmit its commitment to entrepreneurship and to sustainable development to current and future business leaders.

Centre de recherche

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The Center in Technology and Innovation Management

Presentation

	Presentation

Yann Truong

Head of the Center in Technology and Innovation Management

For the last decade the business world has been facing shortening cycles which for the most part result from faster disruptive technological change. As Jack Welch once said “innovate or die,” implying that innovation – often driven by technology – has become the sole key success factor for sustainable competitive advantage. Consequently, technology and innovation management has become one of the principal activities and priorities for firms that strive for sustainability.

Vision

	Vision

This centre aims to become one of the leading research centers in the field of management of technology and innovation in Europe and create knowledge relevant for firms.

Mission

	Mission

Technology-driven innovation is often misunderstood to be a product-based approach. A more holistic approach would place innovation at the heart of management, including processes, products and services, places, and people. The Center in Technology and Innovation Management (CTIM) of ESC Rennes Business School adopts this approach and aims to research the impacts of technology and innovation on all aspects of management.

The mission statement of the center can be articulated into four objectives:

1) To contribute to cutting-edge theory development by conducting research leading to publications in ranked academic journals and participation in conferences;

2) To develop valuable research that advances management practice;

3) To collaborate with local, national, European and international firms and academic institutions;

4) To develop innovative pedagogical approaches for the school.

Expertises

	Expertise

The C-TIM develops three broad areas of expertise classified into three separate but transversal workgroups:

Digital technologies (DigiTech) :

1) The battle for value in the digital chain between the stakeholders
2) The strategies of major players and new entrants in the digital value chain
3) Managing people in a digital world
4) Impact of media convergence in marketing practices
5) Impact of new media in advertising and marketing practices
6) Consumer behavior in User-Generated Content and the digital world
7) Arbitrage strategies for marketers

Faculty members who conduct research in this area: Dr Yann Truong, Dr Carole Bonanni, Sophie Ceyrac, Dr Andrew Barron.

Management Information Systems (MIS) :

1) Knowledge management and representation
2) Infrastructure and superstructure
3) Process modeling

Faculty members who conduct research in this area: Mark Gregory, Tom Mc Namara, Dr Ahmed Atil, Dr Dirk Schneckenberg.

Innovation and Change Management (I-Change) :

1) Managing technological change and innovation processes within organizations
2) Fostering innovation and creativity within organizations
3) Adoption and diffusion of new technologies and innovations
4) Break-even strategies for technology driven innovations

Faculty members who conduct research in this area: Dr Elen Riot, Douglas Bryson, Dr Sarah Hudson.

Current projects

	Current projects

The research center is actively involved in local and national collaborative projects that involve larger and smaller companies.

The center is currently working on a project called Pubimage which is funded by the Pôle de Compétitivité (Competitiveness Cluster) “Images et Réseaux”. The Pubimage project involves a group of 8 companies and 4 research centers in collaborative research to investigate the synergies between digital media and advertising.

More information can be found on the Pubimage website: http://pubimage.images-et-reseaux.com

Recent output

	Recent output

Articles in referred journals

Simmons, G., Brychan, T. & Truong, Y. (2009). Developing the Internet as a Branding Tool: i-Branding Implications for Food Companies. European Journal of Marketing. Forthcoming.

Truong, Y., McColl, Rod. & Descubes, I. (2009). Testing US Attitude and Belief Measures in France. Journal of Euromarketing. Forthcoming.

Schneckenberg, D. (2010). Web 2.0 and the Empowerment of the Knowledge Worker. Journal of Knowledge Management 14 (1), forthcoming.

Schneckenberg, D. Flatten your organisation! Web 2.0 and the shift in corporate governance from control to democracy (under review). Knowledge Management Research & Practice.

Schneckenberg, D. (2007). Towards Strategic Management of Faculty in the Use of ICT - Approaches for Assessing eCompetence. In ZFHE (Zeitschrift für Hochschulentwicklung) Jg.2 / Nr.3 (Sept. 2007), pp.1-8.

Cyr, D. & Bonanni, C. (2005). Gender and Website Design in E-Business, International Journal of Electronic Business, 3(6), 565-582.

Cyr, D., Bonanni, C., Ilsever, J. & Bowes, J. (2005). Beyond Trust: Website Design Preferences across Cultures, Journal of Global Information Management, (13), 4, p25-55.

Riot, Elen, (avec B. Ramanantsoa), 'L’heureuse faillite: les jeunes enteprises innovantes financées par capital-risque', L’Entreprenor, volume HEC sur l’Entrepreneuriat sous la direction d’A. Bloch.

Riot, Elen. 'Le petit monde du Cube, centre d’art numérique », trois types d’entrepreneuriat à visée économique, sociale et culturelle à « l’âge de l’accès', L’Entreprenor, volume HEC sur l’Entrepreneuriat sous la direction d’A. Bloch.

Riot, Elen. 'Oberkampf : the new coat of the naked entrepreneur', in Journal of Small Business & Entreprise Development , Entrepreneurship and Small Business Research in France and French-Speaking Countries, Issues and Perspectives (to be published in Sep-Oct 2010)

Books or book chapters

Schneckenberg, D. (2009). From Competence to eCompetence - Conceptual Foundations and Implications for Training Practice. In U. Ehlers & D. Schneckenberg (2009). Changing Cultures in Higher Education. New York: Springer International (forthcoming).

Schneckenberg, D. (2009). Is the Tail Wagging the Dog? - eCompetence of Faculty Meets Students' Expectations on the Use of ICT. In In A. Tait, M. Vidal, U. Bernath & A. Szucs. (Eds.), Distance and E-learning in Transition – Learning innovation, technology and social challenges (forthcoming). San Francisco, CA: Wiley & Sons.

Schneckenberg, D. (2009). Towards a Conceptualisation of eCompetence in Higher Education. In In A. Tait, M. Vidal, U. Bernath & A. Szucs (Eds.), Distance and E-learning in Transition – Learning innovation, technology and social challenges (forthcoming). San Francisco, CA: Wiley & Sons.

Schneckenberg, D. (2009). From Psychometrics to ePortfolio - How Do We Assess eCompetence? In A. Tait, M. Vidal, U. Bernath & A. Szucs (Eds.), Distance and E-learning in Transition – Learning innovation, technology and social challenges (forthcoming). San Francisco, CA: Wiley & Sons.

Schneckenberg, D. (2009). Teaching and Learning 2.0 - The Concept of eCompetence for Academic Staff (forthcoming). In R. Schneider & J. Wildt (Eds.), Blickpunkt Hochschuldidaktik. Bielefeld: Bertelsmann Verlag.

Schneckenberg, D. (2007). Competence Reconsidered - Conceptual Thoughts on eCompetence and Assessment Models for Academic Staff. In U. Bernath & A. Sangra (Eds.), ASF Series Vol. 13 (pp. 17-34). Oldenburg: Bibliotheks- und Informationssystem der Universität Oldenburg.

Cyr, D., Bonanni, C., Bowes, J. & Ilsever, J. (2007). The Challenge of Website Design for Global Organizations. In Tan, F. and Hunter, G. (eds), Strategic Use of Information Technology for Global Organizations. Idea Group Publishing.

Bonanni, C. & Cyr, D. (2006). Beyond Trust: Website Design Preferences Across Cultures. In Cultural Frameworks and Challenges - Web Adoption and Practice. ICFAI Press. Hyderabad, India.

Riot, Elen. « Wisdom of Crowds : questions and issues after the symposium », Actes du Colloque du Collège de France sur l’intelligence collective (avec Emile Servan-Schreiber) forthcoming Sep. 2010

Riot, Elen. Entreprenor (édition collective HEC sous la direction d’Alain Bloch) 2 articles « Les relations entrepreneur-investisseur en capital risque » (avec B. Ramananantsoa) and « L’aventure des ‘Carrefours des Possibles - soutenir la créativité dans le numérique' (avec D. Pansu, FING) (forthcoming)

Riot, Elen. « Le générateur poïétique : une œuvre ontologiquement modale » dans l’ouvrage collectif de Mario Borillo (Editions Champvallon) (forthcoming)

Conferences

Ehlers, U. & Schneckenberg, D. (2009). Bridging the Gap – How Business Education fosters Organisational Learning (forthcoming). Annual International Conference on Organizational Learning, Knowledge and Capabilities. Amsterdam: OLKC.

Schneckenberg, D. (2009). Strategic Implications for the Development of a Knowledge Management 2.0 Perspective (under review). 25th EGOS Colloquium. Barcelona: European Group for Organisational Studies.

Schneckenberg, D. (2009). The Tip of the Iceberg - Fundamental Barriers for Innovation in Universities (under review). 9th EURAM Conference. Liverpool: European Academy of Management.

Schneckenberg, D. (2009). Knowledge needs Liberty - The Link between Corporate Governance and the Use of Web 2.0 to foster Knowledge Management (under review). ISPIM 2009 Conference. Vienna: International Society for Professional Innovation Management.

Schneckenberg, D. Ehlers, U., Little, S. E. & Carneiro, R (2010). From Higher Education to Higher Innovation: Changing Cultures in Universities to Educate Tomorrow’s Innovators (under review). Sub-theme proposal for EGOS 2010 Conference. Lisbon: European Group for Organisational Studies.

Ehlers, U., Schneckenberg, D. & Adelsberger, H. (2008). Stepping up the Ladder - Competence Development Through E-Learning?!. In Proceedings of World Conference on Educational Multimedia, Hypermedia and Telecommunications 2008 (pp. 4068-4082). Chesapeake, VA: AACE.

Schneckenberg, D. (2008). Face the Human Factor - The Role of eCompetence in the Future of Higher Education In P. Kommers, P. Isaías & N. S. Chen, (eds.): IADIS 2008 Multi-Conference on Computer Science and Information Systems, 22-27 July 2008, University of Amsterdam. Lisbon: International Association for Development of the Information Society , (forthcoming).

Schneckenberg, D. (2008). Is the Tail Wagging the Dog? - eCompetence of Faculty Meets Students' Expectations on the Use of ICT. In A. Szüks & I. Bo (eds.): EDEN 2008 Annual Conference Book of Abstracts, 11-14 June 2008, Universidade Aberta Lisbon. Budapest: European Distance and E- Learning Network, 84-85 (listed for Best Research Paper Award).

Schneckenberg, D. & Ehlers, U. (2008). Webucating the Reflective Practitioner - Towards Competence Development in E-Learning. In T. Brahm (eds): The Changing Face of Learning in Higher Education Institutions. Paper Proceedings of the 3rd International SCIL Congress, 22–23 May 2008, Swiss Centre for Innovations in Learning. University of St.Gallen, 11-24.

Schneckenberg, D. (2008). No Future Learning without Present Staff - The Role of Faculty in University Innovation. In : iLearning Forum 2008, 4-5 February 2008, Palais des Congrès Paris. Champlost: European Institute for E-Learning, 17-19.

Bonanni, C., & Cyr, D. (2005). Consumer Attributes and E-loyalty: A Cross-Cultural Comparison. Proceedings of the IPSI Conference, Pescara, Italy.

Cyr, D., & Bonanni, C. (2005). Gender and Website Design in E-business. Proceedings for the 6th World Congress on the Management of Electronic Business, McMaster University, Hamilton Ontario, Canada.

Riot, Elen. : Global Cities Dialogue & Issy-les-Moulineaux, a new East India Company ?Colloque EGOS 2008

Riot, Elen. : « Article « A Rebel without a Cause, Tchapaïev and The Matrix: Digital Utopia / Uchronic Dystopia, Empty Resistance and Over-Involvement as Social and Organisational Obstacles» (Management and Psychoanalysis Institute), Colloque ISPSO 2008

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The Centre for Responsible Business

Presentation

	Presentation

FLEPINEUX

Dr François Lépineux

Head of the Centre for Responsible Business

As a number of major crises have already broken out (not only in the financial sphere) and others are still before us (e.g. the effects of climate change, the consequences of the peak in oil supply, the shortage of food and water resources), numerous voices question the relevance of corporate policies, and suggest that the business community should adopt new roles beyond its economic functions.

While consumer groups increasingly expect companies to adopt socially responsible behaviours, new regulations and extra-financial rating agencies invite them to take environmental, societal, governance and ethical issues seriously into account.

Doing business in a responsible way meets the demands of all these stakeholders and may generate a competitive advantage for proactive companies; on that assumption, ESC Rennes School of Business decided to launch the Centre for Responsible Business in 2007.

Vision

	Vision

The CRB pioneers responsible ways of doing business in order to contribute to a more sustainable world.
By “responsible business”, we mean balancing economic, social, ethical and environmental aspects of doing business.

Mission

	Mission

The Centre for Responsible Business links a global approach to corporate responsibility and performance with a forward thinking orientation regarding the challenges which businesses will face in the coming decades.
Contributing to excellence in both theoretical and applied research, the CRB has a vocation for helping organizations devise and implement sustainability policies and processes in a global environment. It also nurtures the School’s pedagogy to include responsibility in all its educational programs.

Activities

	Activities

1) Fostering academic research

As the fields of business ethics, business and society or sustainability are undergoing rapid changes, research is necessary to produce both theoretical and applied knowledge that can be used in the School’s educational programs as well as in organizations of all kinds.

2)Raising awareness and developing skills for responsible management

Courses dealing with sustainability, CSR, ethics and diversity are gradually being incorporated in all programs taught at ESC Rennes, in order to increase the awareness and understanding of students on these matters. Through their microenterprises, students are also given the opportunity to participate in the greening of the institution; besides, conferences and roundtables connect them with executives from various companies to discuss responsible business.

Executive MBA Leadership for sustainable competitiveness.

For more information, please visit the following page on the School’s website
Programme Executive MBA

3) Providing businesses with sustainable strategic solutions

In these times of turbulence and upheaval, businesses will realize that the best way for them to proceed is to reorient their policies and strategies towards corporate responsibility and sustainability. Specifically, the CRB at ESC Rennes School of Business can help both for-profit and not-for-profit organizations make the right decisions and accompany them during the implementation process.

Example of an action-research contract: Diana Naturals

4) Cooperating in regional and international networks with academia, business, civil society and government

The Centre for Responsible Business is creating a network of partner organizations, including academic institutions, public authorities, international institutions or initiatives, research centres, business networks, multi-stakeholder forums, NGOs and student associations.

In cooperation with Rennes’ Chamber of Commerce, the CRB has set up the Responsible Business Club, bringing together about 40 regional and national companies which exchange on their policies and practices and discuss various topics of interest.

Areas of expertise

	Areas of expertise

1) Responsible leadership and organizational change

Responsible leaders develop and implement policies and strategies which balance economic, social, ethical and environmental imperatives
Values-driven leadership: there are many examples of CEOs who endorse and translate into action certain values
The leader can play the role of a change agent : experience shows that his commitment is necessary to set the organization in motion and support its progress at the operational level.

2) Business and the environment

Many multinational corporations and companies of all kinds are trying to reduce their ecological footprint, and have already implemented environmental management systems
However, much still has to be done before the concern about the state of the planet percolates the whole business sphere
Which levers can be used to raise the awareness of top executives and managers on that issue?
Green business opportunities: can environmental challenges lead to the development of innovative business solutions?

3) Managing stakeholder relationships

Stakeholder management is as a tool for analysing and understanding the complexity of an organisation’s social and natural environment
From the perspective of strategic management, companies that handle their stakeholder relationships efficiently by establishing fruitful partnerships can gain a competitive edge
A more normative approach to stakeholder management implies that managers engage in a dialogue with their company’s stakeholders, listen to their concerns and respond to them in an adequate manner
Today we face social and environmental problems that need to be approached in cooperation. This is done more and more often in multi-stakeholder initiatives

4) Corporate social performance

The implementation of a CSR or sustainability approach can only be successful through a process of organizational learning which involves all the managers and employees in all the countries or locations where the company operates
This process requires that the evolutions regarding ethical, governance, societal and environmental aspects be measured on a regular basis according to relevant criteria and indicators, in order to ensure steady progress towards multi-dimensional performance

5) New business models contributing to sustainable development

The quest for sustainable development offers a wealth of opportunities to create innovative business models
For instance in the field of green technologies: solar energy, wind turbines, biomass, new engines, autonomous buildings…
But also as regards socially responsible investment, fair trade, and all the mechanisms that can empower the “bottom of the pyramid”…

6) Diversity management

The workforce is getting more and more diverse, and this trend will continue over time
Organizations are increasingly leveraging differences to enhance creativity and performance
Innovative companies are shifting away from a quota system and embracing a more inclusive approach where differences are not only accepted, but used as the basis for a sustainable competitive advantage

Professors

	Professors

Dr Ahmed ATIL,
Faculty member, Finance and Operations Department
Focus area: information systems for the environment and sustainable development

Dr Andrew BARRON,
Faculty member, Management and Organisation Department

Mr Jens BLUMRODT,
Faculty member, Management and Organisation Department

Dr Carole BONANNI,
Faculty member, Management and Organisation Department

Mr François-Marie FERRE,
Faculty member, Management and Organisation Department

Focus area: Diversity Issues in France

Dr Sarah HUDSON,
Faculty member, Management and Organisation Department
Focus area: technologies and sustainable development

Mr Simon LAWDER,
Focus area: SME social responsibility and leadership

Dr François LÉPINEUX,

Head, Centre for Responsible Business
Faculty member, Management and Organisation Department

Mr Don MINDAY,
Faculty member, Management and Organisation Department
Focus area: sustainable development

Dr Elen RIOT,

Faculty member, Strategy and Marketing Department

Dr Julia ROLOFF,
Faculty member, Management and Organisation Department
Focus area: business ethic

Dr Ismaël SENE,
Faculty member, Management and Organisation Department
Focus area: Change Management and Business Ethics

Ms Cyrlene CLAASEN, (doctoral student),
Focus area: corporate social responsibility in Africa

Ms Sophie HENNEKAM, (doctoral student),
Focus area: Knowledge Management and Culture

Research examples

	Research examples

Dr Ahmed ATIL,

Environmental commitment in SMEs: information system and learning process

Dr Andrew BARRON,

Signed a contract with Palgrave for the publication of the textbook "Cross Cultural Management" (in collaboration)

Transparency in interest intermediation: a transatlantic comparison

Dr Carole BONANNI,

Ethics in E-business
Research-action at Diana Naturals

Cyrlen CLASSEN (doctoral student)

PhD dissertation: "Corporate Social Responsibility and Legitimacy of 50/50 Mining Joint Ventures between Governments and Multinationals: The Case of Namibia and De Beers"

With Julia Roloff: Political responsibility and public-private joint ventures

Sophie HENNEKAM (doctoral student)

PhD dissertation dealing with the role of perceived age discrimination and HR practices on organizational commitment, job performance and retirement intention of older employees

Dr Sarah HUDSON,

Corporate social responsibility in small and medium enterprises

Corporate social responsibility and employee attitudes and behaviour

Corporate social responsibility and consumer attitudes and behaviour

Ethics in e-business

Simon LAWDER

Development of a network of CEOs committed to sustainability
Research-action at Diana Naturals

Dr François LÉPINEUX,

Signed a contract with Dunod for the publication of a handbook on « Responsabilité sociale de l’entreprise », to be written jointly with Jean-Jacques Rosé