Search results for "JEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics"

showing 10 items of 36 documents

Du territoire comme territoire des normes aux ISO, normes sans territoire

2021

National audience

JEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics[SHS.GESTION]Humanities and Social Sciences/Business administration[SHS.GESTION] Humanities and Social Sciences/Business administrationComputingMilieux_MISCELLANEOUS
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Organisations de l'économie sociale et solidaire : quelle théorie de la gouvernance ?

2012

A major aim for cooperatives is to become the model of stakeholders' organizations while keeping profitable. This supposes to resolve the three following points: to ensure an efficient management of resources which makes it possible to carry out transactions at a cost lower than that which would take place on the market; to design mechanisms of corporate governance allowing expression and implementation of stakeholders' interests and expectations; to implement mechanisms of control allowing to evaluate the action of top executives, particularly regarding satisfaction of expressed stakeholders expectations.

JEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel EconomicsgouvernanceJEL: K - Law and Economics05 social sciencesFNIMgouvernancebanque mutualistebanque SAFNIMmutuellesorganisationsbanque SAJEL : K - Law and EconomicsJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics0502 economics and business[SHS.GESTION]Humanities and Social Sciences/Business administration050211 marketingbanque mutualisteorganisations[ SHS.GESTION ] Humanities and Social Sciences/Business administration[SHS.GESTION] Humanities and Social Sciences/Business administrationmutuelles050203 business & management
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La responsabilité sociétale des fédérations sportives nationales.

2011

JEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social Responsibilityfédérations sportives nationalesJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M14 - Corporate Culture • Diversity • Social Responsibility[SHS.GESTION]Humanities and Social Sciences/Business administration[ SHS.GESTION ] Humanities and Social Sciences/Business administration[SHS.GESTION] Humanities and Social Sciences/Business administrationrse
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La distribution : organisation et stratégie

2020

Croissance rapide de nouvelles formes de vente, stratégies de mutualisation des ressources logistiques, phygitalisation, plateformisation, politique de réenchantement des points de vente... Autant de bouleversements du paysage économique qui font désormais de la distribution une fonction clé de la gestion des entreprises. Comprendre et expliquer à la fois sa dynamique et ses enjeux revêt, à ce titre, une importance majeure. Rédigé par trois spécialistes reconnus du sujet, l'ouvrage se fixe pour objectif d'aborder de façon pédagogique les principales dimensions de la distribution : la relation avec l'acheteur final, la gestion des interfaces entre industriels et distributeurs, et les enjeux …

JEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M3 - Marketing and AdvertisingCircuits de distributiondistributione-commerceJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M3 - Marketing and Advertising[SHS.GESTION]Humanities and Social Sciences/Business administrationDistribution des produitslogistique[SHS.GESTION] Humanities and Social Sciences/Business administrationcanaux[ SHS.GESTION ] Humanities and Social Sciences/Business administration
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Intermédiation et création de valeur dans les canaux : une revue de littérature

2012

Marketing research has devoted more and more attention to the analysis of consumer behavior. Similarly, distribution research has focused on retailing and shopper behavior. But the dynamics of industrial and consumer goods markets, impacted by globalization and the internet, reveal a major reconfiguration of intermediaries in marketing channels. This article summarizes the major theoretical foundations of channel analysis drawn from economics, sociology of organizations, and strategic planning, to identify theoretical principles that may explain the changes in the functions of channel intermediaries, and their contribution to value creation in the channel.

JEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M3 - Marketing and Advertisingintermédiationcanal de distributionPolitical sciencemarketing channel[SHS.GESTION]Humanities and Social Sciences/Business administrationJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M3 - Marketing and Advertising[SHS.GESTION] Humanities and Social Sciences/Business administration[ SHS.GESTION ] Humanities and Social Sciences/Business administrationHumanitiesManagement & Avenir
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The paradoxical management of service skills

2015

This paper focuses on service skills which are mobilized by front office agents when they are involved with customers. These skills are most of the time tacit. We consider that the way in which firms recognize these skills and contribute to their development is an important management issue. It is all the more important that a lot of jobs combine poor levels of qualification and highly situated skills.

JEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M5 - Personnel Economics/M.M5.M53 - TrainingFPC en entreprisesavoir professionnelrelationship skillsIRG_AXE2CVT in companiesJEL: J - Labor and Demographic Economics/J.J2 - Demand and Supply of Labor/J.J2.J24 - Human Capital • Skills • Occupational Choice • Labor ProductivityJEL : J - Labor and Demographic Economics/J.J2 - Demand and Supply of Labor/J.J2.J24 - Human Capital • Skills • Occupational Choice • Labor ProductivityJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M5 - Personnel Economics/M.M5.M54 - Labor Management[SHS.GESTION]Humanities and Social Sciences/Business administrationprofessional knowledgeJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M5 - Personnel Economics/M.M5.M53 - TrainingJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M5 - Personnel Economics/M.M5.M54 - Labor Management[ SHS.GESTION ] Humanities and Social Sciences/Business administration[SHS.GESTION] Humanities and Social Sciences/Business administrationskillcompétence relationnellecompétence
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Les motivations des managers utilisant des critères non financiers : une analyse empirique

2008

We test the motives expressed by the managers to use the non-financial indicators so that the performance of the fi rm would increase. Is that really the main reason explaining the choice of the non-financial indicators ? Our study is based on a theoretical research distinguishing the Knowledge-based perspective from the Contractual one. Is that distinction relevant ? Within this framework, is it possible to discriminate firms types according to their use of the nonfinancial indicators ?

Logique contractuelleCONTRACTUAL PERSPECTIVEEMPIRICAL STUDY.Critères non financiersKNOWLEDGEBASED PERSPECTIVEJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M4 - Accounting and Auditing/M.M4.M41 - AccountingJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M4 - Accounting and Auditing/M.M4.M41 - AccountingLogique cognitiveAccountingÉtude empirique.NON-FINANCIAL INDICATORSCONTRACTUAL PERSPECTIVEKNOWLEDGEBASED PERSPECTIVEEMPIRICAL STUDY.Critères non financiersLogique contractuelleLogique cognitiveÉtude empirique.[SHS.GESTION]Humanities and Social Sciences/Business administrationétude empiriqueNON-FINANCIAL INDICATORS[SHS.GESTION] Humanities and Social Sciences/Business administration[ SHS.GESTION ] Humanities and Social Sciences/Business administrationFinance
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Prevision model and empirical test of box office results for sequels

2021

International audience; As studios release an increasing number of movie sequels, scholars have begun to examine this strategic choice. Prior studies use standard models of box office performance to evaluate sequels’ performance and have mainly compared the box office results of the original movie with those of its sequel. However, sequels hold a unique position in the motion picture market since they are strongly associated with the original movie. Using the accessibility-diagnosticity framework, this research investigates the drivers behind the success of sequels and examines specifically the original movie’s impact through the role of reviews. The results – from 232 movies (116 original …

MarketingMotion pictureComputer sciencebusiness.industry05 social sciencesStrategic ChoiceAdvertisingAccessibility-diagnosticity frameworkReviewFilm industryGeneralLiterature_MISCELLANEOUSJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M3 - Marketing and Advertising/M.M3.M31 - MarketingEmpirical researchMovie industry0502 economics and businessComputingMethodologies_SYMBOLICANDALGEBRAICMANIPULATIONPosition (finance)Box office[SHS.GESTION]Humanities and Social Sciences/Business administration050211 marketingSequelBox officebusiness050203 business & managementStudio
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Marketing de l'Art et de la Culture

2009

2e édition; International audience; Les organisations culturelles modernes ont besoin d'une démarche et d'outils marketing rigoureux adaptés à leurs spécificités. Cet ouvrage de référence poursuit un double objectif : éclairer le lecteur sur les caractéristiques du secteur et définir les enjeux stratégiques et outils opérationnels du marketing dans les principaux domaines des arts et de la culture (spectacle vivant, patrimoine, industries culturelles). Dans le secteur des arts et de la culture le marketing souffre d'un fort déficit d'image. Pourtant qu'il s'agisse de lancer des projets, de nouer des relations avec des partenaires, d'attirer et de fidéliser des publics, de démocratiser l'acc…

Marketing[SHS.MUSIQ]Humanities and Social Sciences/Musicology and performing arts05 social sciencesCultureCommerce050801 communication & media studiesJEL: L - Industrial Organization/L.L8 - Industry Studies: Services/L.L8.L82 - Entertainment • Media[SHS.ART]Humanities and Social Sciences/Art and art history[ SHS.ART ] Humanities and Social Sciences/Art and art history[SHS.MUSEO]Humanities and Social Sciences/Cultural heritage and museologyJEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M3 - Marketing and Advertising/M.M3.M31 - MarketingMarketing de la culture0508 media and communications[SHS.GESTION]Humanities and Social Sciences/Business administration[SHS.ART] Humanities and Social Sciences/Art and art history0509 other social sciencesIndustries culturelles050904 information & library sciences[SHS.GESTION] Humanities and Social Sciences/Business administration[ SHS.GESTION ] Humanities and Social Sciences/Business administrationArt
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Headquarters’ Control Capacity and the Choice of R&D Organizational Forms Abroad

2013

International audience; Recently, regarding globalization, the decentralization of R&D activities abroad by multinational companies (MNCs) has become important in developed countries. However, academic research has not given this topic sufficient attention. This paper explains how the efficiency of control and incentive mechanisms may affect the choice of organizational forms by MNCs that decentralize their R&D activities abroad. We identify five main organizational forms: wholly owned green-field subsidiary, wholly owned acquired subsidiary, joint venture, cross-licensing agreements, and unilateral licensing agreements. A questionnaire addressed to the R&D managers of American and European…

Multinational Companies[SHS.GESTION.STRAT-POL] Humanities and Social Sciences/Business administration/domain_shs.gestion.strat-pol[ SHS.GESTION.COMPTA ] Humanities and Social Sciences/Business administration/domain_shs.gestion.comptaR&DJEL : M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M16 - International Business Administration[SHS.GESTION.COMPTA] Humanities and Social Sciences/Business administration/domain_shs.gestion.compta[SHS.GESTION.STRAT-POL]Humanities and Social Sciences/Business administration/domain_shs.gestion.strat-polJEL: F - International Economics/F.F2 - International Factor Movements and International Business/F.F2.F23 - Multinational Firms • International BusinessJEL: O - Economic Development Innovation Technological Change and Growth/O.O3 - Innovation • Research and Development • Technological Change • Intellectual Property Rights/O.O3.O32 - Management of Technological Innovation and R&D[SHS.GESTION.COMPTA]Humanities and Social Sciences/Business administration/domain_shs.gestion.comptajel:F23Foreign Investmentsjel:L22Organizational FormsJEL : O - Economic Development Innovation Technological Change and Growth/O.O3 - Innovation • Research and Development • Technological Change • Intellectual Property Rights/O.O3.O32 - Management of Technological Innovation and R&DR&D;foreign investments;multinational companies;control mechanisms;organizational Forms.JEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M1 - Business Administration/M.M1.M16 - International Business AdministrationJEL : F - International Economics/F.F2 - International Factor Movements and International Business/F.F2.F23 - Multinational Firms • International BusinessControl MechanismsJEL: L - Industrial Organization/L.L2 - Firm Objectives Organization and Behavior/L.L2.L24 - Contracting Out • Joint Ventures • Technology LicensingJEL : L - Industrial Organization/L.L2 - Firm Objectives Organization and Behavior/L.L2.L24 - Contracting Out • Joint Ventures • Technology Licensing
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