References of "Robert, Jocelyne"
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See detailParticipative Management as a Key Success Factor in Merger and Acquisition
Souply-Pierrard, Fernand; Robert, Jocelyne ULg

E-print/Working paper (2017)

In this working paper, we will examine in which way the participative management can be a key success factor in a context of organizational change. We tried to determine whether the use/implementation of ... [more ▼]

In this working paper, we will examine in which way the participative management can be a key success factor in a context of organizational change. We tried to determine whether the use/implementation of participative management and its tools is perceived as an increasing success factor of the mergers and acquisitions process. One of the interest of this study is to bring back a managerial aspect, nearly forgot in Europe but yet still relevant in Canada, that has proven is great interest within different studies over last decades and to apply the previous researches to a specific event in the life of a company, but also to a really particular context which is the one of a SME employing people with disabilities. To perform this research, we focused on the perception of participation, and its tools, that have workers and managers though a qualitative and a quantitative survey. The perspectives of this study open the way to more in depth researches in order to define audit processes and advises about the implementation of participative management (tools) to influence positively the probabilities of success for mergers and acquisitions. [less ▲]

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See detailThe Methods of Managgement: An Answer to the crisis
Robert, Jocelyne ULg

Conference (2016, July 12)

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See detailSuccess SMB:Leadership And Multidimensional Management. An exploratory Study.
Robert, Jocelyne ULg; Renerken, Alexandre

E-print/Working paper (2016)

Some small and medium-sized businesses achieve incredible success: their financial indicators increase and their employment rate rises for several years without failing. How are these businesses lead? How ... [more ▼]

Some small and medium-sized businesses achieve incredible success: their financial indicators increase and their employment rate rises for several years without failing. How are these businesses lead? How is their leadership perceived? On which values do they rely? How can their strategy be described? What is their human resources policy? These are among the many questions we will attempt to examine. Indeed, one can be intrigued by the success of such businesses, as keeping afloat is not always easy. The very competitive environment in which these enterprises evolve can cause them to lose everything they had gathered in just a single day. In our challenging socio-economical context, where financial success remains fragile and larger companies are forced to lay off parts of their workforce, small and mediumsized businesses are a significant source of employment. They are more and more involved in the economic revival. It is therefore not surprising that many studies have examined the questions of business growth, performances or efficiency (Lescure, 1991 ; St Pierre, Janssen, Julien, Therrien, 2005 ; Colot, 2008 ; Witmeur, 2008a). The success of a company rests on many factors. Among these, leadership seems fundamental but is actually far from alone; other elements play their part, such as strategic orientation and partnerships. In order to understand these exceptional cases, we must consider a whole series of factors. Nowadays, when mention is made of a situation of growth, one can be tempted to visualize a fierce race driven only by financial results. As we will observe, this theory needs to be reviewed. Among the companies that have been interviewed, the ones which have the most significant growth are those that grant much importance to the human and relational factors. They organize the various facets of business management according to their specific situation. Situations are complex and, to a certain extent, different from one another. Our purpose was precisely to understand this complexity. [less ▲]

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See detailLe cas la poste: l'histoire d'un changement
Orso, Celia; Robert, Jocelyne ULg

Learning material (2016)

Detailed reference viewed: 49 (9 ULg)
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See detailStrategic Organization Design: from the strategy to the task
Haine, Sabine ULg; Robert, Jocelyne ULg

Learning material (2015)

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See detailThe Social Responsability of Football Clubs: the "Shared Value" as a Process of Value Creation?
Delhez, Gautier; Robert, Jocelyne ULg

E-print/Working paper (2015)

In the literature, CSR has been studied as a mean to reconnect sport organizations and society. Nevertheless, little attention has been paid to Porter and Kramer’s « shared value ». Therefore, after ... [more ▼]

In the literature, CSR has been studied as a mean to reconnect sport organizations and society. Nevertheless, little attention has been paid to Porter and Kramer’s « shared value ». Therefore, after presenting the management of sport organisations as well as CSR, this article will be drawn on Crane et al.’s six characteristics of CSR and on Porter and Kramer’s concept to assess whether professional football clubs in Belgium are developing CSR or not. Then, we will assess, in this qualitative and exploratory research, if the most developed ones regarding CSR are also the most involved in the shared value process. In addition, value creation will be examined regarding supporters. This study, realized in 2012, allows discovering that if CSR is well developed in the observed football clubs, differences exist between them and opportunities to create shared value can still be taken. We will show that the success of one club doesn’t depend only of the financial and human resources. A successful RSE process has an impact on the representation that the stakeholders have about the club and on the engagement for the club. [less ▲]

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See detailL'expérience internationale étudiante: un atout pour une carrière sur la scène mondiale?
Robert, Jocelyne ULg; Carrabs, Vincenzo

in Gestion : Revue Internationale de Gestion (2015), 39(Hiver),

Le but de cette étude exploratoire est de rechercher l’incidence éventuelle de l’expérience internationale acquise pendant les études sur le type de carrière ultérieure. Comment cette expérience est-elle ... [more ▼]

Le but de cette étude exploratoire est de rechercher l’incidence éventuelle de l’expérience internationale acquise pendant les études sur le type de carrière ultérieure. Comment cette expérience est-elle perçue par ceux qui en bénéficient ? Ceux qui l’ont vécue envisagent-t-il de réaliser par la suite une carrière internationale ? Leur profil de carrière est-il plutôt organisationnel ou plutôt nomade ? Nous montrerons que les réponses sont parfois nuancées. Notre recherche indiquera néanmoins qu’aux yeux de la plupart des personnes rencontrées, l’expérience internationale vécue pendant les études n’est pas restée sans conséquence, qu’elle leur a apporté des compétences, les a orientés dans leurs choix de carrière. Il apparaît également que la prise en compte de l’expérience internationale pendant les études ne doit pas sous estimer l’incidence d’autres facteurs comme la situation familiale, les projets personnels, ou les propositions d’emplois que l’étudiant a déjà reçues. [less ▲]

Detailed reference viewed: 33 (10 ULg)
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See detailOrganisation and Sustainable Development: towards a new form of social responsibility?
Robert, Jocelyne ULg; Goemans, Adeline; Nejati, Mehran

in Nejati, M; Quazi, A; Amaran, A. (Eds.) Corporate Social Responsibility and Sustainability: Contemporary Perspectives (2015)

We analyze the situation of six multinational companies’ policy of "social responsibility" and of "sustainable development". The purpose of this communication is to define how these companies, especially ... [more ▼]

We analyze the situation of six multinational companies’ policy of "social responsibility" and of "sustainable development". The purpose of this communication is to define how these companies, especially the subsidiaries, are socially responsible and take into account environmental issues. This exploratory and qualitative study is based on the analysis of official discourse of six firms and those of human resources managers. We highlight different types of "social responsibility", the "stakeholders" that are taken into account by companies and the means implemented to achieve the policies of "sustainable development" and of "social responsibility". Our purpose is to show, beyond the official discourse, which role the subsidiaries play and which autonomy they have in their policies’ implementation. We wonder in conclusion about the hypothesis that a new way of human resource management of organizations is likely to appear through this new “social responsibility” and, conversely, if the new management involves the emergence of a new social responsibility. We will show that the types of responsibility, shown through the web site and in the HR discourses, are “ethic” (stands for the respect of the values, the standards and the requirements that stakeholders find fair) and “economic” ( focuses on the production of goods and services). Those classifications depend on the firm’s sector. The Human Resources can be more regardful for the legal aspects or for the political aspects, especially in crisis situation. The human resources play different roles and highlight different priorities: respect of fundamental values, actions of the subsidiary that are presented as models, transparent communication, gather the employees around values and projects… [less ▲]

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See detailTo Rethink the Preparation of the Expatriates
Robert, Jocelyne ULg; Goemans, Adeline

E-print/Working paper (2014)

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See detailla gestion et l'évaluation des travaux de groupe
Robert, Jocelyne ULg

Speech/Talk (2014)

Detailed reference viewed: 56 (23 ULg)
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See detailLa place de la communication dans la gestion du risque sous l'angle de la responsabilité sociale: le cas des entreprises seveso
Robert, Jocelyne ULg; Frau, Maité; al

in Boudrandi, Stéphane; Delaye, Richard; Peretti, Jean-Marie (Eds.) L'audit social au service du progrès du management et de la bonne gouvernance-Proceedings (2014, August 29)

Nous pouvons légitimement nous poser la question de savoir comment les entreprises classées Seveso à haut risque – entreprises représentant un risque pour la population – envisagent la prise en compte des ... [more ▼]

Nous pouvons légitimement nous poser la question de savoir comment les entreprises classées Seveso à haut risque – entreprises représentant un risque pour la population – envisagent la prise en compte des parties prenantes. Nous poserons également la question de savoir comment ces entreprises communiquent avec les différentes parties prenantes. Nous étudierons plus particulièrement, à partir de deux exemples d’entreprise. Ces deux entreprises semblent prendre en compte, à des degrés divers, les parties prenantes. Elles soulignent l’importance, aux yeux du personnel rencontré, d’intégrer la gestion des risques dans la gestion quotidienne. Cependant, des différences entre les deux entreprises sont apparues comme le soutien de la direction, l’insistance sur l’importance de la proactivité, le caractère stratégique de la prévision des risques, l’importance donnée à certaines parties prenantes comme les riverains. [less ▲]

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See detailMultinational Compagnies, Social Responsibility and Human Resource Manager
Robert, Jocelyne ULg; Goemans, Adeline; Delhez, Gauthier

Conference (2014, July 16)

This communication analyzes the situation of six multinational companies’ policy of "social responsibility" and of "sustainable development". The purpose of this communication is to define how these ... [more ▼]

This communication analyzes the situation of six multinational companies’ policy of "social responsibility" and of "sustainable development". The purpose of this communication is to define how these companies, especially the subsidiaries, are socially responsible and take into account environmental issues. This exploratory and qualitative study is based on the analysis of official discourse of six firms and those of human resources managers. We highlight different types of "social responsibility", the "stakeholders" that are taken into account by companies and the means implemented to achieve the policies of "sustainable development" and of "social responsibility". Our purpose is to show, beyond the official discourse, which role the subsidiaries play and which autonomy they have in their policies’ implementation. We wonder in conclusion about the hypothesis that a new way of human resource management of organizations is likely to appear through this new “social responsibility” and, conversely, if the new management involves the emergence of a new social responsibility. We will show that the types of responsibility, shown through the web site and in the HR discourses, are “ethic” (stands for the respect of the values, the standards and the requirements that stakeholders find fair) and “economic” ( focuses on the production of goods and services). Those classifications depend on the firm’s sector. The Human Resources can be more regardful for the legal aspects or for the political aspects, especially in crisis situation. The human resources play different roles and highlight different priorities: respect of fundamental values, actions of the subsidiary that are presented as models, transparent communication, gather the employees around values and projects… [less ▲]

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See detailAvantages et inconvénients de l'expatriation
Robert, Jocelyne ULg; Goemans, Adeline; Delagrange, Alexia et al

Conference (2014, May 22)

Nous cherchons à mettre en évidence ici les différents types de difficultés rencontrées. Il s’agit aussi d’identifier les éléments qui peuvent permettre de réduire ces difficultés. Notre étude reprend les ... [more ▼]

Nous cherchons à mettre en évidence ici les différents types de difficultés rencontrées. Il s’agit aussi d’identifier les éléments qui peuvent permettre de réduire ces difficultés. Notre étude reprend les conclusions d’études déjà réalisées à ce propos. Elle présente également le résultat d’une étude qualitative réalisée en 2011 auprès de 45 expatriés en Inde, en Chine ou en Europe. Nous soulignerons ainsi l’importance de la communication mais aussi du suivi, voire d’un système de tutorat, avant, pendant et après l’expatriation. Nous proposons de considérer les premières expériences d’expatriation comme de la formation et d’adapter cette période en fonction de l’éloignement, notamment culturel, du pays d’origine. [less ▲]

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See detailImpacts des alliances stratégiques sur la performance des entreprises: cas de l'industrie du textile et de l'habillement en Algérie
Hammache, Imane; Djenane, Abdel Madjid; Robert, Jocelyne ULg

Conference (2014, May 19)

Detailed reference viewed: 112 (12 ULg)
See detailUne entreprise en mouvement: vers plus d'empowerment des patients
Robert, Jocelyne ULg

Speech/Talk (2014)

Detailed reference viewed: 37 (7 ULg)
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See detailEléments d'économie de la santé
Djenane, Majid; Robert, Jocelyne ULg

Conference (2014, February 02)

Detailed reference viewed: 17 (5 ULg)
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See detailOrganizations, Autonomy and Leadership: the Importance of the Context
Robert, Jocelyne ULg

E-print/Working paper (2014)

Detailed reference viewed: 16 (4 ULg)
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See detailDevelop Managerail skills : leadership
Haine, Sabine ULg; Robert, Jocelyne ULg

Learning material (2014)

Detailed reference viewed: 288 (65 ULg)
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See detailL'expérience internationale étudiante: un atout pour une carrière internationale?
Robert, Jocelyne ULg; Carrabs, Vincenzo

E-print/Working paper (2014)

Detailed reference viewed: 50 (11 ULg)