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See detailManaging talent in mission-driven organizations: A qualitative exploration
Usanova, Ksenia UL; Geraudel, Mickaël UL; D'Armagnac, Sophie et al

in International Journal of Human Resource Management (in press)

Although there is fruitful talent management (TM) literature on large private companies, little of the TM research examines mission-driven organizations (MDOs). This study addresses this gap by presenting ... [more ▼]

Although there is fruitful talent management (TM) literature on large private companies, little of the TM research examines mission-driven organizations (MDOs). This study addresses this gap by presenting TM in the context of the not-for-profit sector in Russia. Using grounded theory, we interviewed 34 top managers to understand how they define talent and how they manage such talent. The research highlights the crucial role of social values in this context. It generates a perspective on the definition of talent that differs from that of the traditional TM literature. The variety of talent definitions creates the following three different paths for TM: community-based, innovation and learning-based, and security and status-based. Then, we derive from these paths three patterns of TM practices (“managerial”, “entrepreneurial” and “amateur”) that describe the TM practices among Russian MDOs. This study contributes to the TM literature by challenging the traditional approach to TM that focuses on large private companies in Western countries. This paper links TM with social and moral values and presents three different TM patterns, which might be helpful for CEOs, executives and TM managers. [less ▲]

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See detailGiving talents a voice: Talent management n the aerospace industry
Usanova, Ksenia UL; Geraudel, Mickaël UL

Scientific Conference (2022)

Although Talent Management (TM) has been studied for the last two decades, the empirical knowledge represents highly managerial view on the phenomenon. Those important studies that investigated TM from ... [more ▼]

Although Talent Management (TM) has been studied for the last two decades, the empirical knowledge represents highly managerial view on the phenomenon. Those important studies that investigated TM from both managers’ and talents’ perspectives are scarce and quite fragmented since they focus only on one or two components of TM. In this work, we try to examine TM holistically by focusing on five main TM components together – talent definition, TM goals, attraction, development and retention of talents – through the perspectives of managers and talented individuals. To that end, we interviewed 40 talents and their managers in the aerospace industry in Luxembourg. We identified shared, exclusively managers’ and exclusively talents’ views of TM and named them “functional”, “pragmatic” and “romanticized” respectively. By combining the shared view and expected views, we propose an ideal TM for talent and an ideal TM for managers. [less ▲]

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See detailTalent turnover in High-Tech industry: Is there a contagion effect?
Usanova, Ksenia UL; Geraudel, Mickaël UL

Scientific Conference (2022)

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See detailBarriers to the implementation of corporate social responsibility in a network of French retirement homes
Chehimi, Melinda; Geraudel, Mickaël UL

in Journal of the international council for small business (2022)

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See detailE-commerce adoption in startups: Applying a strategic perspective
Gurau, Calin; Geraudel, Mickaël UL; Gundolf, Katherine

in Journal of the international council for small business (2022)

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See detailOpening the black box of the social learning process: The case of community of practices
Boughattas, Yosra; Geraudel, Mickaël UL; Claeye, Frederic

Scientific Conference (2020, February 04)

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See detailDu mode bureaucratique vers l’agilité organisationnelle : le rôle de la communauté de pratique pilotée dans un établissement public
Obringer, Lisa Désirée UL; Geraudel, Mickaël UL; Benedic, Michael

in Projectique (2020), 2(26), 11-36

Les établissements publics ont besoin de faire preuve d’agilité organisationnelle pour être performants et répondre aux nouveaux enjeux sociétaux. Cependant, ce besoin d’agilité est freiné par la logique ... [more ▼]

Les établissements publics ont besoin de faire preuve d’agilité organisationnelle pour être performants et répondre aux nouveaux enjeux sociétaux. Cependant, ce besoin d’agilité est freiné par la logique bureaucratique qui sous-tend le fonctionnement-même de ces établissements. Résoudre cette tension paradoxale entre bureaucratie et agilité organisationnelle requiert de mettre en œuvre le processus d’acceptation et de management de la tension paradoxale. Pour ce faire, la communauté de pratique pilotée offre un cadre d’analyse favorisant cette acceptation et donc le changement organisationnel souhaité. Ainsi, nous montrons, au travers d’une recherche action, comment la communauté de pratiques pilotée favorise le changement organisationnel au sein d’un établissement public luxembourgeois en facilitant sa transition d’une logique bureaucratique vers une logique d’agilité organisationnelle. Les implications sont doubles. Premièrement, nous montrons comment manager la tension entre bureaucratie et agilité au sein d’un établissement public. Deuxièmement, nous mettons en lumière le rôle de la communauté de pratique pilotée comme vecteur de changement organisationnel d’un établissement public. [less ▲]

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See detailHow To Attract And Retain Talents In Not-For-Profit Organizations?
Usanova, Ksenia UL; Telitsina, Aleksandra; Geraudel, Mickaël UL

Scientific Conference (2019, September 30)

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See detailThree models of flexible talent management
Usanova, Ksenia UL; Geraudel, Mickaël UL; D'Armagnac, Sophie et al

Scientific Conference (2019, September 30)

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See detailTalent mangement flexibility in a cyclical industry
Usanova, Ksenia UL; Geraudel, Mickaël UL; D'Armagnac, Sophie et al

Presentation (2019, July 02)

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See detailResilience and innovative work behaviours of entrepreneurs: The moderating role of gender
Geraudel, Mickaël UL; Cesinger, Beate; Gundolf, Katherine et al

Scientific Conference (2019, June)

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See detailInnovative work behaviors of entrepreneurs: The role of resilience and satisfaction with life
Palmer, Carolin; Jaouen, Annabelle; Gundolf, Katherine et al

Scientific Conference (2019, May)

We examine the antecedents of entrepreneurs’ innovative work behavior through the prism of two personality variables: resilience and satisfaction with life. Based on a sample of 325 French entrepreneurs ... [more ▼]

We examine the antecedents of entrepreneurs’ innovative work behavior through the prism of two personality variables: resilience and satisfaction with life. Based on a sample of 325 French entrepreneurs, we find a direct effect of both variables. [less ▲]

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See detailAccess to Medical Technologies: Do Gender and Social Capital Matter?
Geraudel, Mickaël UL; Gundolf, Katherine; Cesinger, Beate et al

in Management International = International Management = Gestión Internacional (2019), 23(2), 23-31

We explore the relationship between the characteristics of social capital, the speed of access to medical technologies and the role of gender in a private practice context. Our findings from a sample of ... [more ▼]

We explore the relationship between the characteristics of social capital, the speed of access to medical technologies and the role of gender in a private practice context. Our findings from a sample of 98 German private practitioners show that: (a) being a woman has an overall negative impact on the speed of access to medical technologies; (b) private practitioners with strong social network ties obtain quicker access to medical technologies than do those with weak ties; (c) men relying on their weak ties perform better than women who do so. In contrast, we observe that women relying on strong ties outperform their male counterparts in terms of speed of access to medical technologies. [less ▲]

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See detailWhen entrepreneurs instigate institutional change through coopetition: The case of winemakers in south of France
Granata, Julien; Geraudel, Mickaël UL; D'Armagnac, Sophie

in Strategic Change (2019), 28(6), 409-422

Winemakers in South France combine contingently institutional logics to achieve economic performance. Entrepreneurs who decide to cooperate with their competitors must manage four phases of “coopetition” ... [more ▼]

Winemakers in South France combine contingently institutional logics to achieve economic performance. Entrepreneurs who decide to cooperate with their competitors must manage four phases of “coopetition”: launch, formalization, protection, and reinforcement. They engage in the coopetition process by referring to a professional logic that becomes dominant, and they complete the process by fostering a community logic that is combined with the professional logic. Identity and legitimacy are the key elements that entrepreneurs segregate and blend, which entails new combinations in the respective influential power of state logic, professional logic and community logic. [less ▲]

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See detailKnowledge Sharing in a Coopetition Project Team: An Institutional Logics Perspective
D'Armagnac, Sophie; Geraudel, Mickaël UL; Salvetat, David

in Strategic Change (2019), 28(3), 217-227

Cooperation between firms is often addressed from the perspective of relationship organizing; however, we know little about people’s working-level engagement in collective action during interfirm projects ... [more ▼]

Cooperation between firms is often addressed from the perspective of relationship organizing; however, we know little about people’s working-level engagement in collective action during interfirm projects. Focusing on cooperation between rival firms (coopetition), this paper explores how knowledge can be shared among participants. We conduct a case study of a joint-project team composed of staff from rival firms. Using the principles of grounded theory, we identify four distinct modes of knowledge sharing. By interpreting these modes in terms of temporalities and influential social structures, we develop an understanding of how individual engagement promotes knowledge sharing in an inter-firm coopetitive project. The study reexamines emerging orientations (cooperation and competition) according to institutional logics (market, corporation, and community) and temporalities. It also offers insight into the management of inter-organizational projects that are viewed as temporary organizations. [less ▲]

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See detailDer niedergelassene Arzt als Unternehmer: Die Rolle von Persönlichkeitsfaktoren im Zugang zu medizinischer Technologie
Geraudel, Mickaël UL; Gundolf, Katherine; Cesinger, Beate et al

in ZfKE: Zeitschrift für KMU und Entrepreneurship (2019), 67(3), 153-169

Detailed reference viewed: 103 (4 UL)
See detailA la rechercher de soutien émotionnel : Femmes entrepreneurs et réseaux féminins
Bourdil, Maryline; Geraudel, Mickaël UL

Article for general public (2018)

Detailed reference viewed: 92 (1 UL)
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See detailIn refugees we trust: Exploring social capital formation from scratch
Iannone, Rosa Lisa UL; Geraudel, Mickaël UL

Scientific Conference (2018, June)

We are currently witnessing the highest levels of displaced people in history, with close to 66 million in a state of forced migration (UNHCR, 2017). Such numbers have placed a lot of stress on hosting ... [more ▼]

We are currently witnessing the highest levels of displaced people in history, with close to 66 million in a state of forced migration (UNHCR, 2017). Such numbers have placed a lot of stress on hosting countries to find solutions for both the social and economic integration of these populations, and in particular, refugees (Bloch, 2014; Lyon, Sepulveda & Syrett, 2007; Phillimore & Goodson, 2006). As Ram, Theodorakopoulos and Jones (2008) have suggested, small businesses and entrepreneurships by migrants illustrates their super-diversity, while highlighting an important labour option through which integration and independence may be achieved. Both opportunity-driven and necessity-driven, refugee entrepreneurs opt for selfemployment in their new countries of residence. In a notable contribution to our knowledge on the phenomenon, Sternberg, von Bloh and Brixy (2016) have evidenced that refugees may even be more likely to start businesses than natives. In accordance, they must often build entirely new social capital (SC) prior to business start-up, also as a strategy for overcoming other types of capital disadvantage. Recent studies that consider SC in relation to refugee entrepreneurship (Basok, 1993; van Kooy, 2016; Bizri, 2017; Sandberg, Immonen & Kok, in press) have emphasised the need to build critical contacts in new countries of residence, given the high value and instrumentality weak ties can bring. There is still a dearth of knowledge regarding refugee entrepreneurship in general, and their processes of SC formation for business start-up in particular. To address this lack of insight, we are undertaking a study that examines the processes of nascent entrepreneurs in a central European capital city. The study explores how SC is created in situations where nascent entrepreneurs are forced to ‘start from scratch’. That is, refugees engaging in entrepreneurial activity, who are dependent on relationships when starting their business, but have little or nothing to draw from. Leading from this, the research question undertaken in this study is a processual one: how do refugee entrepreneurs build the SC they require to start their businesses? In this paper, we adopt the threefold perspective of SC, as defined by Nahapiet and Ghoshall (1998): structural, cognitive and relational. Interrelated, the first deals with the discernable features – network ties – that link actors. The cognitive dimension manifests through shared language, narratives and codes, while the latter deals especially with bonds that emerge between actors, associated with trust, trustworthiness, obligations and expectations, as well as identity and identification. Over time, and through repeated and reciprocal interactions, SC ties may strengthen, while “relational embeddedness” extends. The source of SC, the initial formation of SC, examined through values is what we endeavour to examine. [less ▲]

Detailed reference viewed: 135 (19 UL)