ARTICLE 1
The Determinants of CEO Turnover: Evidence from France
Résumé :
We investigate the effect of corporate performance, ownership structure and other governance mechanisms on CEO turnover. Based on data from 153 French listed firms between 2003 and 2012, we use logit estimation technique. Consistent with previous studies, we show that the fall of financial performance increases drastically the CEO turnover probability. In addition, we find differentiated direct and moderating effects, depending on the type of large shareholder involvement. However, the CEO pay cut does not influence the likelihood of CEO turnover.
par Ali Dardour
Associate Professor
Kedge Business School
University of Bordeaux, IRGO, EA4190
(France)
Rim Boussaada
Associate Professor
FSJEG-Jendouba-Tunisia
University of Tunis-GEF-2A lab
(Tunisie)
Sina Yekini
Associate Professor (Principal Lecturer)
Coventry Business School
Coventry University
(United Kingdom)
Mohamed Makhlouf
Professor
Kedge Business School
(France)
|
ARTICLE 2
The Effective Integration Process of a US Acquisition into French Family Group: What are the key factors?
Résumé :
This article presents a case study of the acquisition of a US subsidiary by a French family firm and its integration of into the family corporate group enacted through an organization development (OD) intervention. We aim to identify the main stages and key success factors of this acquisition and integration process. We show that the integration process, undertaken using an OD intervention method was progressive and included three stages: 1) integration of the management system, 2) integration of commercial and industrial systems, then 3) integration of the information system. The article contributes to the OD literature by showing how a strategic acquisition and its integration into a large family group was facilitated by the use of an OD intervention process such as the socio-economic approach to management (SEAM) to identify hidden costs of the integration and to overcome them. We also contribute to the literature by uncovering 3 distinct phases of integration and showing the acquisition and integration process commenced before the formal legal acquisition. We thus extend the timeline of the integration process and show how the OD aspects of the process greatly facilitated the success of the US acquisition and its integration into the large French group.
par Amandine Savall
Docteur en Sciences de Gestion
ISEOR
Magellan, iaelyon School of Management
Université Jean Moulin
(France)
Robert P. Gephart
Professor
Alberta School of Business
(Canada)
|
ARTICLE 3
When does CSR motivate investors? A simulation study
Résumé :
This study created an investment simulation to examine whether motivations for socially responsible investing (SRI) expressed in reports by individual investors affect their investments. Using a quantitative and qualitative methodology, the study reveals a discrepancy between investor declarations and portfolio choices. This discrepancy is interpreted through the paradigm of cognitive dissonances. Solutions to limit disruptions to the decision-making process are then considered.
par Marco Heimann
Senior lecturer
Magellan Research Center
IAE Lyon, Jean Moulin Lyon 3 University
(France)
Katia Lobre-Lebraty
Senior lecturer
Magellan Research Center
IAE Lyon, Jean Moulin Lyon 3 University
(France)
|
ARTICLE 4
Tetrastandardization and Luhmannian theories, from hierarchical standards inversion to squaring of a na-tional conflict
Résumé :
Our longitudinal research mobilizes two theories of different disciplines, tetrastandardization in management sciences and Luh-mann's in sociology, to analyse the national social crisis in France in late 2016 until 2017 due to the hierarchical inversion of standards promulgated by the labour law.
Candidates for the 2017 presidential election have promised to maintain (Macron) to modify (Melenchon) or to abolish (Le Pen) this normative inversion that has become a quadrature. France, having lost its power to manage this national social conflict, was no longer authoritative at the international level and this allowed Emmanuel Macron to become president without any further opposition.
The problem: should we act by standards, or react to them? Other European countries have undertaken a similar reform without the French clashes. A certain European mimicry is supposed to give rise to effective solutions with lower social costs (Di Maggio & Powell, 1983). We conclude with our tetrad: socio-political, sociolegal, soci-oeconomic and socioenvironmental.
par Aldo Lévy
Emeritus University Professor
International Laboratory for Research
in Science of Action EA 4603
Doctoral School-HDR
Abbé Grégoire ED546
(France)
Faten Benbouheni
Associate Professor of Finance, Head of the International Research Cluster of Economic
Disruptions, Finance and Regulation at ISC Paris Business School and Visiting Professor
of Finace at SDSU California
(USA)
Larry Bensimhon
PhD & HDR Lecturer of Finance
International Laboratory for Research
in Science of Action EA 4603
Doctoral School-HDR
Abbé Grégoire ED546
(France)
|
ARTICLE 5
Sustainable attitudes and behavioural intentions towards renewable energy: a comparative analysis of developed and developing countries
Résumé :
This research aims to determine the sustainable attitudes and willingness to pay more towards renewable energy in France and Pakistan. The findings reveal a positive and significant relationship between sustainable attitudes and behavioural intentions towards renewable energy but the dimensions of attitude impacting willingness to pay differ between the French and Pakistani samples. Effects on nature have more impact in France, while use has more impact in Pakistan. This difference is consistent with Inglehart’s (2008) results: he found that poor countries exhibit materialistic values, while rich countries, for which materialistic needs have already been fulfilled, exhibit post-materialistic values.
par Rudaba Ul-Mulk
PhD Student
IAE Graduate School of Management
CERGAM, Aix-Marseille University
(France)
Emmanuelle Reynaud
Professor
IAE Graduate School of Management
CERGAM, Aix-Marseille University
(France)
|
|
