References of "Management International = International Management = Gestión Internacional"
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See detailL'écosystème d'innovation universitaire de Aalto : une contribution au repérage des acteurs impliqués lors de la phase d'émergence
Froehlicher, Thomas ULg; Barès, Franck

in Management International = International Management = Gestión Internacional (2014), 18(1), 153-165

The aim of this article is to better under- stand how the innovation ecosystem of Aalto University, in Helsinki, Finland, was structured in the early 2000s. Relying on an analysis of secondary data as ... [more ▼]

The aim of this article is to better under- stand how the innovation ecosystem of Aalto University, in Helsinki, Finland, was structured in the early 2000s. Relying on an analysis of secondary data as well as on the principles of a structural analy- sis of the network, we located the actors and their connections over the emergence period of this ecosystem. The results show the coexistence of two spaces organized as socio-cognitive networks able to interact and reinforce each other. A territorialized space, focused on an innovation dynamic built on the convergence strategy of the three university rectors involved at Aalto; and a deterritorialized space built by a community of actors focused on the affir- mation of proposals and ideas to imple- ment new innovation governance practices. [less ▲]

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See detailEnjeux techniques, symboliques et politiques de la mesure de la diversité dans les entreprises et les organisations?
ZANNAD, Hedia; STONE Pete ,, Pete; Cornet, Annie ULg

in Management International = International Management = Gestión Internacional (2013)

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See detailLe management interculturel comme processus de traduction. Le cas d'une entreprise béninoise.
Pichault, François ULg; Nizet, Jean

in Management International = International Management = Gestión Internacional (2013), 17(Eté), 50-57

La littérature scientifique propose plusieurs manières d’analyser l’influence des différences culturelles sur le management des organisations: on peut distinguer à cet égard les positions universaliste ... [more ▼]

La littérature scientifique propose plusieurs manières d’analyser l’influence des différences culturelles sur le management des organisations: on peut distinguer à cet égard les positions universaliste, contingente et interprétativiste. À partir de l'analyse d'un cas d'entreprise béninoise qui exporte sa production en Europe, nous examinons dans quelle mesure cette troisième voie permet d’expliquer l’atteinte de performances durables pour les organisations africaines. Nous montrons que c'est moins la combinaison de composantes culturelles occidentales et locales qui garantit l'efficacité, mais plutôt la manière dont les dirigeants parviennent, au moyen d'un travail de traduction, à réduire les dépendances dans lesquelles l'organisation se trouve par rapport à ses différents environnements. [less ▲]

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See detailIntegrating Succession and Gender Issues from the Perspective of the Daughter of Family Enterprise across the U.S. and EU
Constantinidis, Christina ULg; Nelson, Teresa

in Management International = International Management = Gestión Internacional (2009), 14(1), 43-54

We engage a gender analysis, including consideration of the social phenomena of separation and hierarchy, to consider the role, condition and aspirations of daughters of family enterprise as they consider ... [more ▼]

We engage a gender analysis, including consideration of the social phenomena of separation and hierarchy, to consider the role, condition and aspirations of daughters of family enterprise as they consider the option of family entrepreneurship. From this perspective we examine the extant literature and present findings from two exploratory empirical research efforts, one in Belgium and one in the U.S., to better understand internationally how daughters perceive their leadership paths in the family business. We take into consideration growing social acceptance of women’s leadership, and women’s own career-mindedness, which influence traditional views of the opportunities for daughters inside and outside of the family business. Research avenues and practical recommendations to support successful succession of daughters are discussed. [less ▲]

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