Article row 3 by Md Afnan Hossain, Shahriar Akter, Venkata Yanamandram, Samuel Fosso Wamba
Publised in Technological Forecasting and Social Change
This study’s objective is to investigate how a business can achieve data-driven market effectiveness through the sustained application of a customer analytics capability to its operations.
Despite the abundance of literature on retail technology management, empirical evidence on the effectiveness of a customer analytics capability in promoting sustainable market performance within retail business operations remains scarce.
This study presents a model of a sustained customer analytics capability in the context of competitive, data-rich retail business processes, drawing on grounded market orientation capability theory. The study employs a taxonomy of explanation and prediction from an epistemological perspective, employing predominantly positivist methods, where data analysis validates the conceptual customer analytics capability and its sustained critical outcomes.
In addition, the study discusses the significant contributions of its findings regarding the acceleration of retail business operational performance in a big data environment and also provides future research directions to resolve any limitations of the current study.
Article row 3 by Oscar Rodríguez-Espíndola, Prasanta Dey, Pavel Albores, Soumyadeb Chowdhury
Publised in Annals of Operations Research
When managing crises and disasters, decision-makers face high uncertainty levels, disrupted supply chains, and damaged infrastructure. This complicates delivering resources that are essential for the survival of the victims. Flexible and adaptable supply networks are needed to ensure a consistent flow of relief to the areas affected by disasters.
Intermodality is a valuable approach when infrastructure is damaged, as it allows the use of different delivery modes to reach demand areas. Nevertheless, involving different transportation modes has an impact on the environment. Looking at the importance of helping victims and considering the environmental impact of humanitarian operations for long-term sustainability, intermodality and carbon emission reduction measures can be an interesting combination.
This area, however, is currently understudied. This article introduces a two-stage stochastic formulation to fill that gap. The model addresses facility location, resource allocation, and intermodal relief distribution considering carbon emission reduction in facilities, intermodal activities, and distribution. The formulation minimises costs and the level of shortage of relief. The model is tested using a case study in Sinaloa, Mexico, to investigate the impact of intermodality and carbon emission reduction measures on costs and shortage of relief for disaster victims.
The findings confirm that the model proposed allows for the diversification of transportation modes and reduces carbon emissions whilst achieving a good level of performance in both metrics. The comparison with a benchmark model without intermodality and carbon reduction measures suggests that the formulation can increase flexibility and reduce the level of CO2 emissions whilst maintaining high satisfaction rates.
Choosing the right institution for higher education is a pivotal decision in one’s academic and professional journey. That is the reason why at TBS Education, we believe that an informed choice comes from understanding the full spectrum of what an institution offers.
From our deeply rooted history and robust academic programs to global exposure and a hands-on learning experience, our school offers a comprehensive and holistic approach to business education.
Furthermore, our vibrant community and campus life, enriched by a vast global alumni network and numerous student clubs, ensures a well-rounded experience that goes beyond the classroom.
In the following article you’ll discover the multitude of reasons that set TBS Education apart and make it the ideal choice for aspiring business professionals.
Summary
1. History and heritage of TBS Education
Embarking on a journey through the corridors of TBS Education is like stepping back over a century of academic excellence and innovation.
Established more than 120 years ago, we have witnessed and actively participated in the ebb and flow of the business world. Our resilience is evident: through wars, economic downturns, and significant global shifts, we haven’t merely weathered the storms – we’ve thrived, adapted, and expanded.
From humble beginnings, we have evolved into a global educational french business school. Today, our influence extends beyond our original campus of Toulouse, with multiple locations worldwide and affiliations with some of the most esteemed academic institutions. And it’s not just about numbers, although training over 55,000 alumni, many of whom now hold leadership positions in prominent global companies, is undoubtedly a significant achievement.
Our heritage speaks volumes, but it’s not just about our storied past. It’s about the commitment and passion we’ve shown consistently throughout our history, ensuring that every student receives an education that stands the test of time.
The enduring legacy of TBS Education stands as a testament to our dedication, adaptability, and unwavering drive to shape the future leaders of tomorrow.
2. World-class academic programs
Our school isn’t just defined by its rich heritage; it’s our commitment to the future that truly sets us apart. At the heart of this pledge is our portfolio of world-class academic programs, meticulously designed to meet the needs of a rapidly evolving business landscape.
A triply accredited business school
We have been consistently recognized and accredited by global educational bodies, a reflection of our stringent quality standards. Our faculty, a blend of seasoned academics and industry practitioners, bring to the classroom a potent mix of theoretical wisdom and real-world insights. This ensures that our students receive an education that is both relevant and practical.
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Moreover, our research centers are continually pushing the boundaries of knowledge, with numerous publications in esteemed journals each year.
Our curriculum isn’t static; it evolves by drawing from these cutting-edge studies, ensuring students are always learning at the frontier of business thought.
Collaboration is key to our teaching methodology
We’ve forged relationships with industry giants, allowing our students to work on live projects, witness business mechanics firsthand, and receive mentorship from industry veterans. Such engagements not only offer our students an unparalleled learning experience but also put them on the radar of potential employers.
3. Global exposure and opportunities
When we speak of global exposure at TBS Education, we mean an immersive, comprehensive, and transformative experience that equips our students with the skills and perspectives they need to navigate and excel in the intricate maze of global business.
In an age of interconnected economies and borderless businesses, we recognize the immense value of global exposure for our students. Our commitment to fostering a truly international perspective goes well beyond mere words.
Our presence in multiple continents is a testament to this commitment. With campuses located in strategic business hubs, our students gain first-hand exposure to various economic ecosystems, enhancing their adaptability and global market understanding.
It’s not just about learning different business practices; it’s about experiencing diverse cultures, thought processes, and ways of life.
In addition, our strategic partnerships with 245 universities worldwide pave the way for numerous exchange programs. Every year, a significant portion of our students embark on these opportunities, immersing themselves in foreign academic environments and gaining a deeper appreciation of global business dynamics.
4. Hands-on learning experience
We firmly believe that knowledge truly comes alive when applied.
The intricacies of the business world aren’t just found in textbooks or lectures; they’re encountered in real-world scenarios and challenges.
Our dedication to providing students with practical, hands-on experiences sets us apart and ensures that they graduate not just with a degree, but with a wealth of applicable skills.
Prepared for real-world business challenges
Each year, TBS Education proudly collaborates with over 100 companies across various sectors. These collaborations or partnerships often culminate in live business projects where students get the chance to tackle actual challenges faced by these organizations.
Whether it’s devising a new marketing strategy for a start-up or analyzing financial data for a multinational corporation, our students are routinely placed in the thick of genuine business dilemmas. Such endeavors not only sharpen their problem-solving skills but also provide them a tangible understanding of theoretical concepts.
Internships and placements
Internships are an integral component of our academic structure. With a dedicated placement cell that maintains strong ties with leading corporations, we ensure that our students have ample opportunities to gain industry experience.
In fact, over 90% of our students secure internships by their penultimate year, a figure we take immense pride in. These internships often transition into full-time job offers, reflecting the high regard employers have for the practical skills and professionalism our students exhibit.
5. Community and campus life
Beyond the classroom walls of TBS Education lies a vibrant community that thrives on collaboration, diversity, and a shared passion for excellence. Our campus life, brimming with activities and opportunities, ensures that our students’ journeys are not just academically enriching but personally fulfilling as well.
Global alumni network
One of the true strengths of TBS Education is our vast and active alumni network, which spans across continents and industries.
Comprising over 55,000 members, our alumni community regularly engages with the school, offering mentorship, workshops, and even recruiting opportunities for current students.
Such a network doesn’t just represent past success; it’s a living, evolving testament to the lasting impact TBS Education has on its graduates. Many of our alumni hold pivotal roles in prestigious organizations worldwide, and their willingness to give back enriches the learning and growth prospects for our current student body.
Student clubs and organizations
Life at TBS Education is dynamic, thanks in large part to our plethora of student-led clubs and organizations. Currently, our campus boasts over 30 such groups, catering to a diverse range of interests – from entrepreneurship and tech to arts and community service. These clubs provide students with platforms to pursue their passions, develop leadership skills, and create lasting memories. For instance, our annual “Business Fest” organized by the student council has grown to attract participants from business schools globally, fostering camaraderie and healthy competition.
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Article row 4 by Pawan Budhwar, Soumyadeb Chowdhury, Geoffrey Wood, Herman Aguinis, Greg J. Bamber, Jose R. Beltran, Paul Boselie, Fang Lee Cooke, Stephanie Decker, Angelo DeNisi, Prasanta Kumar Dey, David Guest, Andrew J. Knoblich, Ashish Malik, Jaap Paauwe, Savvas Papagiannidis, Charmi Patel, Vijay Pereira, Shuang Ren, Steven Rogelberg, Mark N. K. Saunders, Rosalie L. Tung, Arup Varma
Publised in Human Resource Management Journal
ChatGPT and its variants that use generative artificial intelligence (AI) models have rapidly become a focal point in academic and media discussions about their potential benefits and drawbacks across various sectors of the economy, democracy, society, and environment. It remains unclear whether these technologies result in job displacement or creation, or if they merely shift human labour by generating new, potentially trivial or practically irrelevant, information and decisions.
According to the CEO of ChatGPT, the potential impact of this new family of AI technology could be as big as “the printing press”, with significant implications for employment, stakeholder relationships, business models, and academic research, and its full consequences are largely undiscovered and uncertain. The introduction of more advanced and potent generative AI tools in the AI market, following the launch of ChatGPT, has ramped up the “AI arms race”, creating continuing uncertainty for workers, expanding their business applications, while heightening risks related to well-being, bias, misinformation, context insensitivity, privacy issues, ethical dilemmas, and security.
Given these developments, this perspectives editorial offers a collection of perspectives and research pathways to extend HRM scholarship in the realm of generative AI. In doing so, the discussion synthesizes the literature on AI and generative AI, connecting it to various aspects of HRM processes, practices, relationships, and outcomes, thereby contributing to shaping the future of HRM research.
Article row 4 by Maciel M. Queiroz, Samuel Fosso Wamba, Rakesh D. Raut, Ilias O. Pappas
Publised in British Journal of Management
Business models for sustainability (BMfS) enable organizations to create social and environmental value for a wide variety of stakeholders. As BMfS are new for well-established industries, their implementation requires deep organizational change to overcome path dependencies of existing business models. In this article, we present a framework which outlines the organizational change process involved in BMfS development. The framework shows that organizations can experiment with novel configurations of value, resources, and transactions, and follow discursive and cognitive pathways to enable BMfS legitimization and implementation. Although the value, resources, and transactions levers can be used either separately or in concert, discursive and cognitive pathways are most powerful when pursued together. We use our framework to highlight the contributions of the articles in the special issue and to propose new directions for BMfS research. We argue that future research should investigate the impacts of BMfS on the sustainability challenges they seek to address.
Article row 3 by C. THEODORAKI, D. B. AUDRETSCH, D. CHABAUD
Publised in Review of Entrepreneurship
Over the past 15 years the literature on entrepreneurial ecosystems has emerged as important and compelling. This article reviews the literature at the intersection of entrepreneurial ecosystems and place in order to identify what is known and what is not known about the role of place in entrepreneurial ecosystems. This article sheds light on the definitions, methodologies, typologies, challenging and crisis contexts prevalent in the entrepreneurial ecosystem literature. It then introduces the six papers selected for the special issue and synthesizes their contribution with regards to future directions of entrepreneurial ecosystem research. This article concludes by highlighting the advances, gaps, and research directions towards a better understanding of the importance of research linking entrepreneurial ecosystems to place.
Article row 3 by J. PINKSE, F. LÜDEKE-FREUND, O. LAASCH, Y. SNIHUR, R. BOHNSACK
Publised in Organization and Environment
Business models for sustainability (BMfS) enable organizations to create social and environmental value for a wide variety of stakeholders. As BMfS are new for well-established industries, their implementation requires deep organizational change to overcome path dependencies of existing business models. In this article, we present a framework which outlines the organizational change process involved in BMfS development. The framework shows that organizations can experiment with novel configurations of value, resources, and transactions, and follow discursive and cognitive pathways to enable BMfS legitimization and implementation. Although the value, resources, and transactions levers can be used either separately or in concert, discursive and cognitive pathways are most powerful when pursued together. We use our framework to highlight the contributions of the articles in the special issue and to propose new directions for BMfS research. We argue that future research should investigate the impacts of BMfS on the sustainability challenges they seek to address.
Article row 3 by F. DERRIEN, A. GAREL, A. ROMEC, J.-P. WEISSKOPF
Publised in Journal of Financial and Quantitative Analysis
We explore the effects of online customer ratings on financial policy. Using a large sample of Parisian restaurants, we find a positive and economically significant relationship between customer ratings and restaurant debt. We use the locally exogenous variations in customer ratings resulting from the rounding of scores in regression discontinuity tests to establish causality. Favorable online ratings reduce cash flow risk and increase resilience to demand shocks. Consistent with the view that good online ratings increase the debt capacity of restaurants and their growth opportunities, restaurants with good ratings use their extra debt to invest in tangible assets.
Article row 3 by C. LEYRONAS, S. LOUP
Publised in Journal of Knowledge Management
Understanding the value of creation processes for entrepreneurs in an entrepreneurial ecosystem remains a significant challenge. Entering the black box of the ecosystem and adopting the entrepreneur’s perspective is thus essential The Resource-Based framework combined with a multi-level analysis allows for the identification and analysis of value based on the entrepreneur’s interactions with their ecosystem and other companies within it, in terms of both resources and capabilities.
Article row 4 by B. LEE, S. MISRA, C. HAON
Publised in Journal of the Academy of Marketing Science
Although fostering innovativeness has long been one of the most important concerns for marketing theory and practice, CEOs continue to identify the lack of an innovation culture as one of the main obstacles they must overcome. Corporate culture permeates from the top of the corporate hierarchy. Therefore, the role of the corporate board can be critical for nurturing an innovation culture and thus stimulating innovativeness inputs. As marketing training and orientation emphasize innovation to create customer value and drive growth, marketing-experienced board members (MEBMs) can be particularly instrumental in fostering innovativeness inputs through their direction and counseling. Therefore, in this paper, we investigate whether the marketing expertise and information brought by MEBMs contribute to firm innovativeness inputs. Furthermore, based on the governance literature, we identify three specific CEO job characteristics that influence a CEO’s information processing capacity and ability to implement strategies based on that information, thus enhancing MEBMs’ effectiveness in fostering innovativeness. Analysis of a large representative dataset reveals that marketing expertise brought by MEBMs increases firm innovativeness inputs and that CEO risk-taking incentives, insider CEO, and CEO duality enhance MEBMs’ effectiveness in fostering innovativeness inputs. The results highlight the value of having marketers on the corporate board and the importance of their counsel to CEOs.