GSCM-Montpellier Business School (Groupe Sup de Co Montpellier)

GSM-Montpellier usiness School (Groupe Sup de o Montpellier) Research Report 2009 GSM-Montpellier usiness School (Groupe Sup de o Montpellier) entre des Etudes et de la Recherche sur les Organisations et le Management 2300 Avenue des Moulins 34185 Montpellier edex 4, France Tel.: +33 4 67 10 28 20 Fax: +33 4 67 45 13 56 www.cerom.org

GSM-Montpellier usiness School Research report 2009 TALE OF ONTENTS TALES AN FIGURES SUMMARY II III Introduction 1 1. Research at GSM: governance body 2 1.1 Management of the Research enter 2 2. The GSM Research enter (EROM) 3 2.1 Introduction 3 2.2 Main research fields 3 2.2.1 Entrepreneurship and Market ynamics 3 2.2.2 Innovation and Organizational ynamics 3 2.3 Members of the Research enter 4 2.4 Partnership with local universities 4 3. Intellectual contributions (research on based scholarship) 5 3.1 Journal ranking 5 3.2 Synthesis of contributions 5 3.3 List of discipline-based peer-reviewed journal articles 7 3.4 ooks 9 3.5 ooks chapters 9 3.6 Other publications 10 3.7 onference papers 10 4. iplomas, nominations and awards 15 4.1 octoral thesis and habilitations 15 4.2 Nominations and awards 15 5. Other research activities 16 5.1 Entrepreneurship & Market ynamics: conferences and workshops 16 5.1.1 Montpellier International Workshop on Entrepreneurship and Market ynamics (MIWENT) 16 5.1.2 Visiting professors 16 5.2 Information Systems Management and Organization ynamics: conferences and workshops 17 5.2.1 Workshops 17 5.2.2 Visiting professors 17 6. Valorization of research 18 Appendix 19 Appendix 1: Research faculty of GSM 19 Appendix 2: GSM Journal ranking 20 Appendix 3: GSM onferences list 22 Appendix 4: Abstracts of articles accepted 24 II

GSM-Montpellier usiness School Research report 2009 TALES AN FIGURES Table 1: Members of the Research ommittee 2 Table 2: GSM research faculty in 2009 4 Table 3: iscipline-based intellectual contributions 2004-2009 (overall statistics) 5 Table 4: o-publications (articles) 6 Table 5: Share of publications in English 2006-2009 6 Table 6: Publications of articles 2006-2009 (GSM journal ranking) 6 Table 7: List of articles accepted 7 Table 8 : ooks 9 Table 9: ooks chapters 9 Table 10: Editorials and book reviews 10 Table 11: List of onference papers (overall statistics) 10 Table 12: List of onference papers (by geographical area) 11 Table 13: List of conference papers linked to cooperative agreements 14 Figure 1: Reasearch at GSM Governance body 2 III

GSM-Montpellier usiness School Research report 2009 Introduction reated in 2003, the GSM pursues an active research and its research center (entre des Etudes et de la Recherche sur les Organisation et le Management, EROM) promotes a spirit of enterprising research, facilitates research based teaching and fosters the valorization of research for practice and teaching. The central role given to research in the GSM-Montpellier usiness School (GSM) development strategy resulted in a continuous improvement of the academic level of the faculty (Ph & habilitation policy and incentives), internationalization of research activities, and quantitative & qualitative progress of scientific production. The central mission of the research center is to drive and structure the research activity of the GSM faculty via two main research fields (Entrepreneurship & Market ynamics; Innovation and Organizational ynamics). oth research fields match faculty expertise, business reality and current business issues raised at the regional, national, European and international level. onsidering intellectual contributions as a core responsibility of a business school, a total of 315 publications (180 articles, 27 books, and 108 book chapters) were produced since 2004. The annual number of peer reviewed journal articles (PRJ) quadrupled in less than six years attaining in 2009 the highest score of 44 accepted papers placing GSM amongst the most performing French business schools. The high level of achievement of the GSM faculty in these past five years is demonstrated by publication in top ranked journals, paper presentations in internationally recognized conferences, organization of conferences and workshops of European scope, and numerous awards of excellence. This annual report presents the research activity and the main achievements of the GSM faculty in 2009. r. Frank Lasch, ean of Research 1

1. Research at GSM: governance body 1.1 Management of the Research enter GSM-Montpellier usiness School Research report 2009 The governance of research consists of a Scientific ommittee (onseil scientifique), two external research advisors (university full professors), the ean of research and two professors in charge of managing the research fields (Figure 1). The Scientific ommittee is headed by a university professor and has 11 permanent members (Table 1). The president of the ommittee is nominated by the ean of GSM for a four year mandate. Figure 1: Research at GSM - Governance irected by the Professor Frédéric Le Roy (University of Montpellier I), the Scientific ommittee is the strategic advisory board that provides the ean of GSM with policy and orientations. The Scientific ommittee consists of four colleges representing respectively the university partnership research centers of the Montpellier cluster (ERFI, R2M, and REGOR), the GSM administration (ean of GSM, ean of Research, ean of Academic Affairs, Heads of research fields, and Research Advisors), the faculty, and external stakeholders from practice (managers, entrepreneurs, and public authorities), and the director of the University Montpellier I Ph ommittee (Table 1). Table 1: Members of the research committee 2009 r. Frédéric Le Roy (President of Scientific ommitte), Full professor at Montpellier I University & ean of ERFI research center r. idier Jourdan, ean of GSM r. Pierre atteau, Full professor at Aix-en-Provence University, research advisor at GSM r. aniel Serra, Full professor & ean of Ph ommittee (Economy & Management) at Montpellier I University r. Jean-Marie oisson, Full professor at Montpellier I University r. Patrick Sentis, Full professor at Montpellier II University & ean of R2M research center r. Frank Lasch (HR), Associate professor & ean of Research at GSM r. Nassim elbaly, Associate professor, Head of research field & ean of Academic Affairs at GSM r. Hind enbya, Associate professor at GSM r. alin Gurau (HR), Associate professor & Head of research field at GSM r. Annabelle JAOUEN (HR), Associate professor at GSM 2

2. The GSM Research enter (EROM) 2.1 Introduction GSM-Montpellier usiness School Research report 2009 The GSM aims at building a high quality usiness School with a research strategy that will help GSM to reach a visibility at national and European scale. The deployment of the research strategy is twofold: the creation of a research center and the development of partnerships with local universities. GSM provides support to GSM faculty through its research center (entre d Etudes et de Recherche sur les Organisations et le Management, EROM). Founded in 2003, the mission of EROM is to enhance research by giving purpose and structure to the research activity of the GSM faculty. The GSM research center structures and develops the research activities of the faculty. It leads, organizes, coordinates and develops the scientific activities. The research center is managed by the ean of Research following the strategic research orientations decided by the Administrative oard of GSM and the Scientific ommittee 2.2 Main research fields Research at GSM is declined into two research fields: Entrepreneurship & Market ynamics (head of research field: r. ălin Gurău) and Innovation and Organizational ynamics (head of research field: r. Nassim elbaly). oth research fields reflect the focus toward GSM faculty expertise, as well as the business reality and needs at the regional, national, European and international level. Furthermore, both research fields started an international workshop series entitled Montpellier International Workshop on Entrepreneurship and Market ynamics (MIWENT) and Montpellier International Workshop on Information Systems and Organization ynamics (MIWIS). MIWIS and MIWENT combine research and practice to foster research outcomes for stakeholders and practitioners (students, managers, entrepreneurs, bankers, governments, etc.). 2.2.1 Entrepreneurship and Market ynamics Focused on the relationship between the firm and its economical environment, this area covers disciplines like entrepreneurship, marketing, strategy and market finance. Entrepreneurship: This area of research is focusing on the different topics related to small firms, and particularly the strategy and the factors that determine their emergence, survival and development. Research includes the different dimensions outlined by entrepreneurship research: the entrepreneur, the organization and the environment. Entrepreneurship research at GSM uses a variety of levels of analysis, and methods (qualitative and quantitative). Small firms, knowledge-intensive industries, emerging sectors (biotechnology, information and communication systems, etc.) are given special attention. Other topics of research are interfirm cooperation, collective strategies & strategic alliances, proximity effects, entrepreneurship and the region, entrepreneurship support, etc. Research includes also comparative analyses related to the theme of International entrepreneurship. Market ynamics: This area focused on market dynamics observes in particular market strategies of small sized organizations, giving special attention to high-technology sectors (biotechnology, knowledge-based industries). The market strategy is linked up with different research subjects: information systems management, information and knowledge management, the company s visibility on the internet and the e- business strategy, the company s position regarding value creation, etc. The international and global dimension of their activities is a very important aspect of high technology companies. The SMEs should take into consideration and capitalize on the opportunities offered by the entral and East European economies in transition and the developing Asian and South American countries. 2.2.2 Innovation and Organizational ynamics Focused on structural issues and the functioning of organizations, this research field concentrates on information technologies, organizational systems, human resources, audit and controlling. Information Systems Management: This area of research links up its subjects by combining: strategy, technologies and organization. Media such as Internet technologies, integrated systems, A, etc. are the basic research subjects on themes such as: management of IT implementation, appropriateness and efficiency of information systems, knowledge management, norms and standards aiming the systems interoperability, new forms of organization and organizational change. Organizational ynamics: Research in this area is related to the governance issues, financing and controlling. Research focuses on comparative analysis between the norms and the companies accounting 3

GSM-Montpellier usiness School Research report 2009 practice. The main subjects are: accounting and comparative audit practice, accounting harmonization, the determining factors of a company s accounting choices, the international accounting norms, etc. 2.3 Members of the Research enter In 2009, the research center is composed of 30 permanent professors, four adjunct professors and 10 research assistants (Table 2 & Appendix 1, Research Faculty at GSM). Five GSM professors are habilitated to supervise doctoral research (post-doctoral degree HR, Habilitation à diriger les recherches) and three others are currently enrolled in a HR process. The internationalization of the faculty also increased significantly including currently 12 foreign professors (35,3% of the research faculty). Table 2: GSM Research faculty in 2009 Entrepreneurship and Market ynamics Innovation and Organizational ynamics Adjunct Professors r. Le Roy Frédéric (ERFI, U. Montpellier I) r. ana Léo-Paul (University of anterbury, NZ) Associate Professors r. Algesheimer René, r. Gurău ălin (HR), r. Jaouen Annabelle (HR), r. Lasch Frank (HR), r. Lehmann-Ortega Laurence, r. Schoettl Jean-Marc Assistant Professors r. abrol Mathieu, r. Géraudel Mickaël, r. Gundolf Katherine, r. Missonier Audrey, r. Pascual-Espuny éline, r. Robert Frank, r. Roscoe Philip, r. Salvetat avid Adjunct Professors r. Sentis Patrick (R2M, U. Montpellier II) r. Van Alstyn Marshall (oston University/MIT enter for e-business, USA) Associate Professors r. agneris Jean-harles, r. arlette Yves, r. elbaly Nassim, r. enbya Hind, r. essieux-ollier orinne, r. rillon ominique (HR), r. Loubet Guylaine, r. Givry Philippe, r. Groh Alexander, r. Meissonier Régis (HR), r. Miloudi Anthony Assistant Professors r. Andrieu Guillaume, r. enkraiem Ramzi, r. ourdil Maryline, r. Elie-it-osaque hristophe, r. ufour Lucas Research Assistants (Ph Students) en Jemaa Kaouther (ERFI), Gharbi Virginie (ERFI), Hamouti Rhizlane (ERFI), Ilama Ilda Ilse (REGOR), Jones uncan Henri (REGOR), Labied Najet (REGOR), Mondelus Rose (ERFI), Sabri Rhita (ERFI), Sanou Famara Hyacinthe (ERFI), Zgoulli Saloua (REGOR) 2.4 Partnership with local universities A major topic of GSM research strategy is also the strategic alliance with local universities. Today three cooperative agreements with research laboratories have been signed: - September 2003: ERFI (Equipe de Recherche sur la Firme et l Industrie). The ERFI is a research laboratory in management science at the University of Montpellier I. - January 2007: R2M (entre de Recherche sur le Management et les Marchés) is a research laboratory in management science at the University of Montpellier I. - July 2009: REGOR (entre de Recherche en Gestion des Organisations) is a research laboratory in management science at the University of Montpellier II. GSM and its local partnership universities reinforced their alliance strategy (including common education and research) and created a management cluster entitled Montpellier Management Education & Research in order to increase the European and international visibility of management research and education of the Montpellier research area. On July 6, 2006, a cooperative framework convention was signed. The founding members are the following: University Montpellier I (education: Institut des Sciences de l Entreprise et du Management, ISEM; research: Equipe de Recherche sur la Firme et l Industrie, ERFI), University Montpellier II (education: Institut d Administration des Entreprises de Montpellier, IAE; research: the research department UM2) and the Montpellier I (education: the Groupe Sup de o Montpellier, GSM; research: GSM s laboratory, EROM). In September 2009, the research faculty of GSM posted together with the three partnership research centers a common project responding to the future fusioning of the three existing universities in Montpellier into a single research university (Université Montpellier Sud de France, UMSF). This project of joining the forces in management research in Montpellier was positively evaluated by the State Agency of Research and Teaching Evaluation (Aeres) on January 15, 2010. The Aeres habilitation accreditated the projet to form a joint research center entitled Montpellier Research in Management, MRM. 4

GSM-Montpellier usiness School Research report 2009 3. Intellectual contributions (research based scholarship) 3.1 Journal ranking The GSM established its first journal ranking in 2004 as a strategic guidance for the faculty members pointing out the journals to be targeted in priority to get an optimal visibility of their performances nationally and internationally (cf. Appendix 2, GSM journal ranking). It takes into account the most important current rankings of nationally and internationally renowned institutions, universities and business schools (Association of usiness Schools Academic Journal Quality Guide (AS), Association of Professors of Mgmt in German speaking countries (VH), NRS, Hartzing Journal Quality List, Katz entrepreneurship journal ranking, Social Science Impact Factor, etc.). The GSM journal ranking has been reinforced by introducing new upcoming journals for both of the research fields. This ranking is updated every two years in collaboration with the faculty members. The final list is ratified by the Scientific ommittee. The ranking is divided into three categories according to the reputation and the quality of each journal: internationally top ranked journals (A), high quality national or international journal (), and other nationally or internationally renowned peer reviewed journals (). Publications in journals outside the GSM ranking are marked in this report as -journals. The last update was ratified in July 2008 by the Scientific ommittee and applies for 2009-2010. The new list counts 242 journals compared to the 224 journals of the previous one; it consists of 41 A, 83 and 117 journals. 3.2 Synthesis of contributions This report covers publications accepted between January 1 st and ecember 15, 2009, listing the following discipline-based intellectual contributions: journal articles, books, book chapters, editorials, book reviews, cases, and conference papers (Table 3). Overall, 2009 confirms a high level of research outputs: The scientific production continues to progress in quantity and quality (44 articles compared to 43 in 2008; Table 3). For the category peer reviewed journals (PRJ) the main indicators of progress are - A stable number of top journal publications: papers in one A ranked and three international journals, - A growing overall number of articles: similar to 2008, the threshold of 40 annual journal papers is passed (44 articles against 43 in 2008), - An increasing international impact of research: 61,4% of all papers are published in international journals, - o-publications and synergies: the increasing number of co-authorships faculty from other universities or business schools demonstrates a continuing integration particularly in international research communities and networks (Table 4). Table 3: iscipline based intellectual contributions 2004-2009 (overall statistics) 2004 2005 2006 2007 2008 2009 2004-2009 Articles 10 19 34 30 43 44 180 ooks 0 4 5 6 6 6 27 ook hapters 2 9 23 20 26 28 108 Total 12 32 62 56 75 78 315 Editorials, book reviews 0 0 2 6 2 2 12 ases 0 0 1 0 1 0 2 onference papers 28 61 52 60 89 67 357 Ph 3 3 3 4 3 0 16 HR 0 2 1 2 1 1 7 EROM research faculty* 16 18 22 26 31 34 *Permanent GSM faculty (research assistants excluded) Synergy and transdisciplinarity: 59,1% of the articles are the result of cooperations with other faculty members (13,6% are co-authored with GSM faculty and 45,5% with colleagues from other universities or business schools). Overall, the GSM faculty demonstrates a high level of teamworking capacity. In particular, the growing trend of co-authorship with faculty member from other national or international institutions reflects an increase of academic reputation and a high level of integration into national or international research communities and networks. The contribution of the adjunct professors to the overall 5

GSM-Montpellier usiness School Research report 2009 scientific production includes 9 articles published without co-authorship of a GSM faculty member (2 ranked articles and 7 outside the GSM journal list). Table 4: o-publications (articles) type 2006 (34) 2007 (30) 2008 (43) 2009 (44) etween GSM faculty (internal) 5 (14,7%) 11 (36,6%) 7 (16,3%) 6 (13,6%) With authors from other universities 9 (26,4%) 12 (40,0%) 26 (60,5%) 20 (45,5%) (external) total 14 (41,1%) 23 (76,7%) 32 (74,4%) 26 (59,1%) Internationalisation of research outcomes: another important indicator to measure the international impact of research at GSM is the diffusion of research outcomes in international outlets (Table 5). The share of intellectual contributions published internationally rose from 47% in 2006 to close to 70% in 2009. Today, more than 60% of all PRJ articles in are published in international journal. Table 5: Share of international publications (2006-2009) in () the number of intellectual contributions 2006 2007 2008 2009 Articles 44,1% (15) 56,7% (17) 72,1% (31) 61,4% (27) ooks 40,0% (2) 33,3% (2) 66,7% (7) 83,3% (5) ook hapters 60,9% (14) 36,8% (7) 46,2% (12) 71,4% (20) Total 47,8% (32) 47,3% (26) 66,7% (50) 69,3% (52) PRJ articles using the GSM journal ranking (Table 6): - ompared to 2008, the number of articles in top ranked journal (category A & ) remains relatively stable (5 articles against 8 in 2008), - The share of ranked articles increases (52,3% against 39,5% in 2008) and now exceeds the one of ranked publications, confirming the progress in quality, - Similar to 2008, mostly all articles published in journals outside the GSM ranking are published internationally. Table 6: Publication of articles 2006-2009 *articles outside the GSM ranking 2009 Rank French journal International journal Total A - 1 (100,0%) 1 (2,3%) 1 (25,0%) 3 (75,0%) 4 (9,1%) 14 (60,9%) 9 (39,1%) 23 (52,3%) * 2 (12,5%) 14 (87,5%) 16 (36,4%) Total 17 (38,6%) 27 (61,4%) 44 (100,0%) 2008 Rank French Journal International Journal Total A - 1 (100,0%) 1 (2,3%) 2 (28,6%) 5 (71,4%) 7 (16,3) 8 (47,1%) 9 (52,9%) 17 (39,5%) * 2 (11,1%) 16 (88,9%) 18 (41,9%) Total 12 (27,9%) 31 (72,1%) 43 (100,0%) 2007 Rank French journal International Journal Total A - 1 (100,0%) 1 (3,3%) 5 (100,0%) 0 (0,0%) 5 (16,7%) 7 (46,7%) 8 (53,3%) 15 (50,0%) * 1 (11,1%) 8 (88,9%) 9 (30,0%) Total 13 (43,3%) 17 (56,7%) 30 (100,0%) 2006 Rank French Journal International Journal Total A - 0 (0,0%) 0 (0,0%) 3 (50,0%) 3 (50,0%) 6 (17,6%) 7 (38,9%) 11 (61,1%) 18 (52,9%) * 9 (90,0%) 1 (10,0%) 11 (32,4%) Total 19 (54,9%) 15 (44,1%) 34 (100,0%) 6

GSM-Montpellier usiness School Research report 2009 3.3 List of discipline-based peer reviewed journal articles A Table 7: List of articles accepted (Forthcoming or published) Groh A., Von Liechtenstein H. & Lieser K. 2010. The European venture capital and private equity country attractiveness indices. Journal of orporate Finance, 16(2): 205-224. hollet. & Géraudel M. Forthcoming. Réseau personnel, personnalité du dirigeant de PME et accès aux informations sur les marchés. Finance ontrôle Stratégie. holakia U.M., lazevic V., Wiertz. & Algesheimer R. 2009. ommunal service delivery: how customers benefit from participation in firm-hosted P3 communities. Journal of Service Research, 12: 208-226. Gundolf K., Fink M. & Roessl. 2010. oopération, confiance et réussite considerations théoriques et résultats empiriques. Journal of Small usiness and Entrepreneurship, 23(3). Jaouen A. 2010. Typologie des dirigeants de TPE. Journal of Small usiness and Entrepreneurship, 23(1): 133-152. elbaly N. 2009. Investigating the impact of knowledge management factors on new product development performance. International Journal of Knowledge Management, 5(3): 21-37 enkraiem R. & Gurău. 2010. The financing policy of French SMEs. International Journal of Entrepreneurship and Small usiness [Special issue Accounting and Finance for SMEs ], 11(1): 74-84. enkraiem R. 2009. ontrôle institutionnel et valorisation des résultats comptables. Revue Sciences de Gestion, 71: 97-110. enkraiem R. & Miloudi A. 2009. Structure de financement des PME françaises du secteur TI. Revue Sciences de Gestion, 72: 41-64. enkraiem R. 2009. oes the presence of independent directors influence accruals management? Journal of Applied usiness Research, 25(6): 77-86. ourdil M. 2008. es primes d objectifs motivantes: la justice et l équité comme conditions de réussite. Revue Sciences de Gestion, 67: 97-111. ourdil M. Forthcoming. Evaluation de l effet des primes d objectifs sur la motivation du personnel de centres d appels. Revue de Gestion des Ressources Humaines. abrol M., Fabre-onté V. & Fayolle A. 2009. The influence of the entrepreneur s network on the internationalization of your French firms. The International Journal of Entrepreneurship and Innovation, 10(3): 213-221. uquesnois F., Gurău. & Le Roy F. 2010. risis in the French wine industry and small firms competitive strategies. The International Journal of Wine usiness Research [Special issue: Finance], 22(3): 251-268. uquesnois F., Le Roy F. & Gurău. Forthcoming. Stratégies concurrentielles dans une industrie en crise: le cas de l industrie vitivinicole en Languedoc-Roussillon. Revue Française de Gestion, 36(203): 41-56. Fernandez A.S. & Le Roy F. Forthcoming. réer et partager des ressources avec les concurrents: le cas de l industrie européennes des satellites. Revue Française de Gestion [Numéro spécial Ressources et ompétences ]. Fernandez A.S., Marquès P., Le Roy F. & Robert F. Forthcoming. Mesurer la coopétition: mission impossible? Revue Sciences de Gestion. Filion L.J., ana L.-P., Julien P.-A., Veciana J.M., Johannessen T.A. & Raith M. 2010. The future of entrepreneurship research: results of a research workshop with invited speakers and discussants at the International ouncil for Small usiness World onference in Halifax. International Journal of Entrepreneurship and Small usiness, 11(2): 105-120. Géraudel M. & hollet. 2009. Quand les PME bénéficient du bouche à oreille: l effet combiné de la personnalité du dirigeant et de son réseau personnel. Management International, 13(4): 47-64. Géraudel M. & Salvetat. 2009. Le rôle de la personnalité dans les situations de coopétition: le cas des futurs managers. Revue Sciences de Gestion, 71: 113-131. Géraudel M., Jaouen A., Missonier A. & Salvetat. 2009. Qui sont les repreneurs potentiels d entreprises? Proposition de typologie en fonction de l état de santé de la firme. Revue Internationale PME, 22(3-4): 13-30. Gundolf K., Meier O. & Missonier A. Forthcoming. Merger between size-unequal partners: strategic risks and hurdles. Journal of Small usiness and Enterprise evelopment. Gundolf K. 2008. éveloppements récents de la recherche germanophone en entrepreneuriat et PME: une analyse des articles parus de 1997 à 2006. Revue Internationale PME, 21(3-4): 25-42. Gurău. 2009. onsumer privacy issues in mobile commerce: a comparative study of ritish, French and Romanian consumer. Journal of onsumer Marketing, 26(7): 496-507. 7

GSM-Montpellier usiness School Research report 2009 Gurău., Lasch F. & ana LP. Forthcoming. Human capital for sucessful entrepreneurial ventures: the profile of the Top Management Team (TMT) in UK iopharmaceutical SMEs. International Journal of Entrepreneurship and Small usiness. Lacaze. & ufour L. 2010. L intégration dans l entreprise des jeunes à faible capital scolaire: un processus d ajustement mutuel. Revue de Gestion des Ressources Humaines, 75: 16-55. Lehmann-Ortega L. & Roy P. 2009. États des lieux: Les stratégies de rupture synthèse et perspectives. Revue Française de Gestion, 35(197): 113-126. Schoettl J.-M. 2009. Mettre en œuvre la rupture: La révolution à petits pas pour une relecture du cas IKEA. Revue Française de Gestion, 35(197): 163-173. Alon I., ana L.-P. & Jenkins A. 2009. International usiness y SMEs: Empirical Findings From New Zealand. Journal of International usiness and Economy, 10(2): 59-78. ana L.-P. & Wright R. 2009. International entrepreneurship: research priorities for the future. International Journal of Globalisation and Small usiness, 3(1): 90-134. ana L.-P. 2010. Nunavik, Arctic Quebec: Where co-operatives supplement entrepreneurship. Global usiness and Economics Review, 12(1/2): 42-71. ana L.-P., Mueller J. & Pio E. 2008. ontours of entrepreneurship: The impact of government policy in hina and India. Journal of Asia Entrepreneurship and Sustainability [Special issue: ultures and ontexts], 4(2): 103-132. Groh A. & Henseleit. 2009. The valuation of tax shields induced by asset step-ups in corporate acquisitions. Tobin Review of usiness Journal, 30(1): 17-32. Groh A., V. Liechtenstein H., anela M. 2010. Limited Partners Perceptions of the entral Eastern European Venture apital and Private Equity Market. The Journal of Alternative Investments, 12(3): 99-112. Gurău. & Lasch F. Forthcoming. Open innovation strategies in the UK biopharmaceutical sector. International Journal of Entrepreneurial Venturing [Special Issue: Technological Entrepreneurship: Opportunity for High Growth Firms]. Gurău. 2009. Marketing flexibility in the context of the service-dominant logic. The Marketing Review, 9(3): 185-198. Gurău. 2009. Rural Entrepreneurship in post-communist Romania. International Journal of usiness and Globalisation, 3(2): 158-172. Gurău. 2009. Teaching marketing strategy through case studies: empirical observations. The International Journal of Learning, 16(12): 439-450. Jalenques-Vigouroux. & Pascual-Espuny. 2009. es bulles pour le développement durable. Hermès, 54. Lasch F., ana L.-P. & Mueller J. 2009. iversity in entral Asia: ulture, Transition and Entrepreneurship. Journal of Asia Entrepreneurship and Sustainability, V(1): 44-56. Mitchell J.., Smith L.J. & ana L.-P. 2009. The international marketing of New Zealand merino wool: past, present and future. International Journal of usiness and Globalisation, 3(2): 111-122. Mueller J., Warrick.., Rennie M. & ana L.-P. 2009. orporate boards: The new corporate leaders. Journal of Academy of usiness and Economics, 9(1): 105-113. Pascual-Espuny. 2010. Entre débats et controverse: développement durable, RSE et communication. La Revue Internationale de Psychosociologie [Special issue : Le potentiel régulatoire de la responsabilité sociale des entreprises. Enjeux, acteurs, potentiel, contradictions]. Sentis P. 2009. Merging activity as rational explanation of long-run underperformance of IPOs. Multinational Finance Journal, Vol. 13(1/2): 75-102. 8

GSM-Montpellier usiness School Research report 2009 3.4 ooks Table 8: ooks ana L.-P. 2009. The Handbook of Research on Asian Entrepreneurship. heltenham, Edward Elgar. ana L.-P. 2009. World Encyclopaedia of Entrepreneurship. heltenham, Edward Elgar. ana L.-P. & Ratten V. Forthcoming. Handbook of research on European business and entrepreneurship: Towards a theory of internationalization. heltenham, Edward Elgar. ana L.-P. 2009. Entrepreneurship and Religion. heltenham UK, Edward Elgar. Yami S. & Le Roy F. 210. Les stratégies de coopétition : rivaliser et coopérer simultanément. eoeck, ollection Méthodes et Recherches. Yami S., astaldo S., agnino G.. & Le Roy F. 2010. oopetition: winning strategies for the 21st century. heltenham UK, Edward Elgar. 3.5 ook hapters Table 9: ook hapters agneris J.-. 2009. Le mauvais cas est-il réellement rédhibitoire et le bon cas possible? In. Ayerbe, O. Meier et Missonier A. (Eds.). Traiter et résoudre un cas pratique en management: 17-19. Paris, unod. agneris J.-. 2009. S introduire en bourse, quelle bonne stratégie de croissance! In Pezet A. & Sponem S. (Eds.), Petit bréviaire des idées reçues en management: 179-185. Paris, la écouverte. aldacchino G. & ana L.-P. 2009. Part 5 - omparative studies: A critical investigation of the Protestant ethic on a divided island. In ana L.-P. (Ed.), Entrepreneurship and religion: 401-417. heltenham UK, Edward Elgar. ana L.-P. & ana TE. 2009. Part 4 - Minorities in a host society: Home of Sephardi middlemen. In ana L.-P. (Ed.), Entrepreneurship and religion: 326-346. heltenham UK, Edward Elgar. ana L.-P. 2009. Part 4 - Minorities in a host society: Ashkenazi middlemen in the agricultural sector in Europe. In ana L.-P. (Ed.), Entrepreneurship and religion: 347-363. heltenham UK, Edward Elgar. ana L.-P. & ana T.E. 2009. Part 2 - hristian ommunities: ollective entrepreneurship in a Mennonite community in Paraguay. In ana L.-P. (Ed.), Entrepreneurship and religion: 249-266. heltenham UK, Edward Elgar. ana L.-P. 2009. Part 1 - Old Values: The Mizrahim: Anglicized Orientals with trans-national networks and ethics capacity. In ana L.-P. (Ed.), Entrepreneurship and religion: 61-110. heltenham UK, Edward Elgar. ana L.-P. 2009. Part 2 - hristian ommunities: Amish entrepreneurship in the United States. In ana L.-P. (Ed.), Entrepreneurship and religion: 211-225. heltenham UK, Edward Elgar. ana L.-P. 2009. Part 3 - Islam: Xinjiang. In ana L.-P. (Ed), Entrepreneurship and religion: 281-295. heltenham UK, Edward Elgar. ana L.-P. & Anderson R.. 2009. Part 1 - Old Values: Promethian values in New Mexico. In ana L.-P. (Ed.), Entrepreneurship and religion: 43-60. heltenham UK, Edward Elgar. ana L.-P. & athmann S. 2009. Laos. In ana L.-P. (Ed.), The handbook of research on Asian entrepreneurship: 168-171. heltenham, Edward Elgar. ana L.-P. 2009. Introduction: religion as an explanatory variable for entrepreneurship. In ana L.-P. (Ed.), Entrepreneurship and religion: 1-24. heltenham UK, Edward Elgar. ana L.-P. 2009. Tajikistan. In ana L.-P. (Ed.), The handbook of research on Asian entrepreneurship: 325-330. heltenham, Edward Elgar. ufour L., runet S., Peretti J-M. & Villedieu. 2009. Les talents inexploités des jeunes sans qualification. In Perreti J.-M. (Ed.), Tous talentueux: 181-186. Paris, Eyrolles Editions d Organisation. Groh A. 2009. enchmarking leveraged buyout transactions. In Gottschalg O. (Ed.), The arithmetics of private equity. London, PEI Publications. Gundolf K. & Jaouen A. 2009. Emergence et pérennité des stratégies collectives territoriales: le rôle de l entrepreneuriat collectif. In K. Messeghem, M. Polge & L. Temri (Eds.), Entrepreneur et dynamiques territoriales. Paris, Editions EMS. Gurău. 2009. log marketing: potential and limits. In Lee I. (Ed.), Encyclopedia of e-business development and management in the digital economy. Hershey (PA), USA, IGI Global. Gurău. 2009. How good is your shopping agent? User s perception regarding shopping agents service quality. In Wan Y. (Ed.), omparison-shopping services and agent designs: 151-164. Hershey (PA), USA, IGI Global. Gurău. 2009. The management of RM information systems in small 2 service organizations. In ruz-unha M.M. (Ed.), Entreprise information systems for business integration in SMEs: technological, organizational & social 9

dimensions: 454-467. Hershey (PA), USA, IGI Global. GSM-Montpellier usiness School Research report 2009 Gurău. 2009. The mobile service market: an exploratory analysis of mobile phone usage by French customers. In Unhelkar. (Ed.), Handbook of research in mobile business (2nd edition): 260-292. New York, Idea Group. Jaouen A. 2010. Les très petites entreprises ont-elles un pouvoir de négociation? In Gundolf K., Meier O. & Missonier A. (Eds.), Négociations & stratégies d entreprises. Paris, Hermès Lavoisier. Le Roy F. & Guillotrau P. 2009. Entreprendre avec ses concurrents : le cas du développement de la pêche au thon tropical française. In Messenghem K., Polge M. & Temri L. (Eds.). Entrepreneurs et dynamique territoriale - mélanges en l'honneur de olette Fourcade: 253-266. Paris, EMS. Le Roy F. & Guillotrau P. 2009. Successful strategy for challengers: competition or coopetition with dominant firms? In Yami S., astaldo S., agnino G & Le Roy F. (Eds.), oopetition: winning strategies for the 21st century: 238-256. heltenham, UK, Edward Elgar. Le Roy F. 2010. La métaphore militaire comme fondement du management stratégique : une approche critique. In Palpacuer F., Leroy M. & Naro G. (Eds.), Management, mondialisation, écologie: regards critiques en sciences de gestion: 41-55. Paris, Hermès Publishing. MacLaren Y. & Gurău. 2009. Evaluation, point of view and powderject pharmaceutical plc: a study of conflicting messages in a corpus of business texts. In Ramallo F., Lorenzo A., Rodriguez-Yáñez X.P. & ap P. (Eds.), New approaches to discourse and business communication. asingstoke, Palgrave Macmillan. Missonier A. & Meier O. 2008. La gestion des alliances asymétriques: l influence des réseaux interpersonnels. In Gundolf K. et Jaouen A. (Eds.), Les relations interorganisationnelles des PME: 45-65. Paris, Hermès. Ratten V. & ana L.-P. 2009. rivers of international entrepreneurship in Asia. In ana L.-P. (Ed.), The handbook of research on Asian entrepreneurship: 412-432. heltenham, Edward Elgar. Ratten V. & ana L.-P. 2009. Introduction. In ana L.-P. (Ed.), The handbook of research on Asian entrepreneurship: 1-5. heltenham, Edward Elgar. 3.6 Other publications Table 10: Editorials and book reviews Leitao J., Gurau. & Lasch F. Forthcoming. Editorial. International Journal of Entrepreneurial Venturing [Special issue: Technological entrepreneurship: Opportunity for high growth firms]. Lehmann-Ortega L. & Roy P. 2009. Les stratégies de rupture: introduction. Revue Française de Gestion, 197: 109-111. Lasch F. & Roscoe P. Forthcoming. ook review: Reid G.. & Smith J.A. 2008. Risk appraisal and venture capital in high technology new ventures. London /New York: Routledge. International Small usiness Journal. 3.7 onference papers As for the GSM journal ranking, this list takes into account the most important conferences to attend for the GSM scholars and according to the two main research fields. The Scientific oard validated this list of 89 conferences classified by discipline/theme and geographical areas. As for the journals, it is updated on a biannual basis (Appendix 3, GSM conference list). The list consists of three categories: A, onference with international scope (World wide);, conference with European scope;, National or Francophone conference (As are considered the conferences & workshop outside the list). Overall, 67 peer reviewed papers have been presented. Two out of three were presented at international conferences and workshops (Table 11). 2009 confirms the trend observed in 2008 meaning an increase in quality displayed by a stronger participation at European and international top ranked conferences. Table 11: List of conference papers (overall statistics) onference papers Area Total World Wide Europe France 2009 22 (32,8%) 32 (47,8%) 13 (19,4%) 67 (100,0%) 2008 18 (20,2%) 45 (50,6%) 26 (29,2%) 89 (100,0%) 2007 24 (40,0%) 23 (38,3%) 13 (21,7%) 60 (100,0%) 2006 3 (5,8%) 23 (44,2%) 24 (46,2%) 52 (100,0%) Table 12: List of conference paper (by geographical area) 10

GSM-Montpellier usiness School Research report 2009 GSM onference papers World Wide (22) A Pascual Espuny. & d Almeida N. 2009. La responsabilité sociale et l'environnementale et nouvelles contraintes communicationnelles: Regard de la société civile sur la communication, environnementale, la réforme du VP en question. olloque Réseau International de Recherche sur les Organisations et le éveloppement urable (RIO), February 26-28, Agadir, Tunisie. Andrieu G. 2009. hoice of financing by independent or bank-affiliated venture capital firm. Midwest Finance Association (MFA), March 3-4, hicago, US. Miloudi A. 2009. Stratégies de diversification de portefeuille & intégration financière. IF5 onférence, March 11-15, Tunis, Tunisia. enkraiem R. 2009. Administrateurs indépendants, gouvernance d entreprise et gestion des résultats comptables. 5 th International Finance onference (IF), March 12-14, Tunisia. Andrieu G. 2009. hoice of financing by independent or bank-affiliated venture capital firm. European Financial Management Association Annual onference (EFMA), June 4-5, Turins, Italy. ana, L.-P. 2009. Entrepreneurship and international business in the new economy. Administrative Sciences Association of anada (ASA) Annual onference: reating Knowledge in the New Economy, June 6-9, Niagara Falls, ON, USA. ana, L.-P. 2009. Managing the Responsible Enterprise. Administrative Sciences Association of anada (ASA) Annual onference: reating Knowledge in the New Economy, June 6-9, Niagara Falls, ON, USA. arlette Y. 2009. Vers une implication et une action des dirigeants de PME dans la sécurité de leur S.I. olloque de l Association Information et Management (AIM), June 10-12, Marrakech, Marocco. elbaly N. & Robert F. 2009. IS alignement improved wiht co-evolutionnary principles. olloque de l Association Information et Management (AIM), June 10-12, Marrakech, Marocco. ourdon I. & Jaouen A. 2009. TPE & Systèmes d'information : entre innovation et adaptation du business model. olloque de l Association Information et Management (AIM), June 10-12, Marrakech, Marocco. Elie-it-osaque. & Kalika M. 2009. Restrictions technologiques perçues et essai d'innovation avec les TI: le rôle modérateur de l'autonomie. olloque de l Association Information et Management (AIM), June 10-12, Marrakech, Marocco. Meissonier R., Houzé E. & hometon P. 2009. La capacité d absorbtion des entreprises de l open source 2,0. Une étude de cas chez un prestataire et le client. olloque de l Association Information et Management (AIM), June 10-12, Marrakech, Marocco. A A A A A A A Geraudel M., Jaouen A., Missonier A. & Salvetat. 2009. Management buy-in of small businesses: a comparative study of intentions to buyout viable vs distressed firms in France. International ouncil of Small usiness World onference (IS), June 22-24, Seoul, South Korea. Jaouen A. & Tessier N. 2009. HRM strategies and microfirm restructuration: French case studies. International ouncil of Small usiness World onference (IS), June 22-24, Seoul, South Korea. Gurău. & rillon. 2009. Evaluating the effectiveness of an International E-Learning System: the case of Montpellier usiness School. 4th International onference on E-Learning, July 16-17, Toronto, anada. essieux-ollier., havent M., Kuentz V. & Walliser E. 2009. The effects of adopting mandatory IFRS on intangible assets: the case of France. American Accounting Association ongress (AAA), August 1-5, New York, US. rion S., hauvet V., hollet., Geraudel M. & Mothe. 2009. Team members network and the performance of new product development: the strength of strong ties. Academy of Management onference (AOM), August 7-11, hicago, US. ufour L. & anoun A. 2009. ealing with management-resistant individuals the case of poorly educated young people. Academy of Management onference (AOM), August 7-11, hicago, US. Elie-it-osaque. 2009. Managerial responses to IT implementation: the case of French public middlemanagers. Academy of Management onference (AOM), August 7-11, hicago, US. Roscoe P., iscua A. & Howorth. 2009. Materiality and felicitous opportunity. Academy of Management onference (AOM), August 7-11, hicago, US. Groh A. & von Liechtenstein H. 2009. International Allocation eterminants of Institutional Investments in Venture apital and Private Equity Limited Partnerships. Financial Management Association (FMA), October 23, Reno, Nevada, USA. Jaouen A. & Tessier N. 2008. Les pratiques de GRH des très petites entreprises. Association Francophone de Gestion des Ressources Humaines (AGRH), November 9-12, akar, Sénégal. GSM onference papers in Europe (32) 11

GSM-Montpellier usiness School Research report 2009 A Gurău. & Lasch F. 2009. Social capital for successful entrepreneurial ventures: the profile of the top management team (TMT) in UK biopharmaceutical SMEs. Interdisciplinary European onference on Entrepreneurship Research (IEER), March 4-6, Lisbon, Portugal. Lasch F. 2009. Social capital and high-tech entrepreneurship from a regional perspective. Interdisciplinary European onference on Entrepreneurship Research (IEER), March 4-6, Lisbon, Portugal. ana, L.-P. 2009. oing business in the alkans: Maximizing the strength of human capital in Greek organizations. Human Resource Forum, April 2, Athens, Greece. ana L.-P. & Tootill. 2009. Symbiotic Networks: An Emerging Export Opportunity for the New Zealand Wine Industry. VIPSI onference, April 2-5, elgrade, Serbia. Gurău. & ourdil M. 2009. The influence of goal related financial objectives on employees motivation: A study of French call centers. 24th Workshop on Strategic Human Resource Management, April 6-7, russels, elgium. Gurău. & Pascual Espuny. 2009. Forward-looking statements in biotech corporate communication: the terminology of incertitude and potentiality. orporate and Marketing ommunication onference, April 23-24, Nicosia, yprus. Roscoe P. 2009. Not as dumb as they seem: making uneconomic men in the financial markets. State of Things onference, April 28 to May 1, Leicester, UK. Gurău. & Pascual Espuny. 2009. The application of marketing theory and practice for sustainable development: towards a functional economy? 4th International onference on Services Management, May 8-9, Oxford, UK. Géraudel M., hauvet V. & hollet. 2009. Information returns and personal networks: does gender matter? 9th Annual onference of the European Academy of Management onference (EURAM), May 11-14, Liverpool, UK. Fernandez A., Marquès P., Le Roy F. & Robert F. 2009. Measuring coopetition: methodological implications. 9th Annual onference of the European Academy of Management (EURAM), May 11-14, Liverpool, UK. Fernandez A.S. & Salvetat. 2009. o-opetitive relationships in the aeronautics and space filières: considered or imposed strategies? 9th Annual onference of the European Academy of Management (EURAM), May 11-14, Liverpool, UK. Salvetat. 2009. Practices of competitive intelligence to structure or not to structure: the case of European high technology firms. 9th Annual onference of the European Academy of Management (EURAM), May 11-14, Liverpool, UK. essieux-ollier., havent M., Kuentz V. & Walliser E. 2009. The effects of adopting mandatory IFRS on intangible assets: the case of France. European Accounting Association ongress (EAA), May 12-15, Tampere, Finland. Georgescu I. & Gangloff F. 2009. Effects of the intensification of control through organizational technologies: a study of the hospital sector. European Accounting Association ongress (EAA), May 12-15, Tampere, Finland. anoun A. & ufour L. 2009. L image corporate face aux contraditions communicationnelles des organizations. ongrès de l Association Française de Marketing (AFM), May 14-15, London. Gurău. 2009. Strategies for increasing marketing flexibility: an application of the service dominant logic. International onferences on "European Integration - new challenges for the Romanian Economy", May 28-31, Oradea, Romania. Roscoe P., iscua A. & Howorth. 2009. Materialization of opportunities by families in business. 5th EIASM Workshop on Family Firms Management Research, June 7-9, russels, elgium. Meissonier R. & Houzé E. 2009. Avoiding management of resistances during IT implementation phase: a longitudinal research in a high tech corporation. 17th European onference on Information Systems, June 8-10, Verona, Italy. enkraiem R. 2009. oes the presence of independent directors influence accruals management. European Applied usiness Research onference (EAR), June 8-11, Prague, zech Republic. ana, L.-P. 2009. ulture, Transition and Entrepreneurship. Ninth International onference on iversity in Organisations, ommunities and Nations, June 15-18, Riga, Latvia. Gurău. & Ranchhod A. 2009. An exploratory study of online social marketing campaigns: content and functionnal dimensions. 8th International onference on Public Policy and Nonprofit Marketing, June 18-19, Valencia, Spain. Groh A. & von Liechtenstein H. 2009. International Allocation eterminants of Institutional Investments in Venture apital and Private Equity Limited Partnerships. 16th Annual onference of the Multinational Finance Society, July 1, Rethymno, Greece. Gurău. 2009. Teaching marketing cases through case studies. 16th International onference on 12

GSM-Montpellier usiness School Research report 2009 Learning, July 1-4, arcelona, Spain. rion S., hauvet V., hollet., Géraudel M. & Mothe. 2009. Network and performance of new product development: the strength of strong ties. European Group for Organizational Studies olloquium (EGOS), July 2-4, arcelona, Spain. Gurău. 2009. usinness strategies incorporating sustainable development. 11th annual International onference of the Global usiness & Technology Association, July 7-11, Prague, zech Republic. Georgescu I. 2009. onflit de rôle chez le practicien hospitalier : une étude exploratoire. 6th ongress of the International Society of ritical Health Psychology, July 8-11, Lausanne, Suisse. Gurău. 2009. Privacy protection strategies in mobile commerce: an exploratory study of French customers. mlife onference, September 2-4, arcelona, Spain. ourdil M. 2009. Motivation by bonus: knowing employees expectancies to motivate them. ritish Academy of Management (AM), September 15-17, righton, UK. uquesnois F., Gurău. & Le Roy F. 2009. ompetitive strategies in a crisis context: the case of the French wine industry. ritish Academy of Management (AM), September 15-17, righton, UK. Gurău. 2009. ompetitive strategies in a crisis context: the case of the French wine industry. ritish Academy of Management (AM), September 15-17, righton, UK. Groh A. & von Liechtenstein H. 2009. The First Step of the apital Flow from Institutions to Entrepreneurs: The riteria for Sorting Venture apital Funds. The 17th Finance Forum, November 4-5, Madrid, Spain. Groh A. & Wich M.A. 2009. omposite measure to determine a host country s attractiveness for foreign direct investment. EIASM conference ross order M&A: hallenges and Opportunities in Global usiness Environment, November 12-13, russels, elgium. uquesnois F., Gurău. & Le Roy F. 2009. Small firms competitive strategies in a crisis industry: the French wine producers in the Languedoc Roussillon Region. RENT XXIII, European ouncil for Small usiness (ES), November 18-20, udapest, Hungary. Gurău., Le Roy F. & Lasch F. 2009. Partnering strategies in the UK biopharmaceutical sector: is coopetition a valid option for SMEs? RENT XXIII, European ouncil for Small usiness (ES), November 18-20, udapest, Hungary. GSM onference papers in France (13) agneris J.-. & Topsacalian P. 2009, Obligations convertibles ou obligations à bons de souscription d'actions: une approche par le financement séquentiel. onférence International de l Association Française de Finance (AFFI), May 13-15, rest, France. ourdil M. 2009. Une nouvelle forme de travail grâce aux TI: les centres dappels à domicile (homeshoring). 2ème olloque International Nouveau Travail, Nouveaux Emplois, Nouvelles arrières, May 14-15, Rouen, France. Pascual-Espuny. & ourdil M. 2009. Etude et analyse des communications sur le progrès du Global ompact : évolution des pratiques et des discours RSE des entreprises françaises. 4ème ongrès Réseau International de Recherche sur les Organisations et le éveloppement urable (RIO), May 25-27, Lille. essieux-ollier., havent M., Kuentz V. & Walliser E. 2009. Les effets de l adoption obligatoire des normes IFRS sur les incorporels: le cas de la France. ongrès de l Association Francophone de omptabilité (AF), May 28-29, Strasbourg, France. rillon. & Kovalyova O. 2009. rise du milieu de vie chez des entrepreneurs et des managers russes: aspects personnel et organisationnel. ongrès "Hommes, femmes et après?" ERAM, IP&M, May 28-29, Sophia Antipolis, Nice, France. Aldebert., Meier O. & Missonier A. 2009. Processus d innovation culturelle dans le cas d un rapprochement inter-firmes. 18ème onférence de l Association Internationale de Management Stratégique (AIMS), June 3-5, Grenoble, France. rion S., hauvet V., hollet., Geraudel M. & Mothe. 2009. Team members network and the performance of new product development: the strength of strong ties. 18ème onférence de l Association Internationale de Management Stratégique (AIMS), June 3-5, Grenoble, France. uquesnois F., Le Roy F. & Gurău. 2009. Stratégies concurrentielles dans un contexte de crise: le cas de l industrie vitivinicole. 18ème onférence de l Association Internationale de Management Stratégique (AIMS), June 3-5, Grenoble, France. Lehmann-Ortega L. & Moingeon. 2009. Les conséquences de l'innovation stratégique dans les entreprises existantes : l'apport de la distinction entre modèles économiques exclusifs et coexistants. 18ème onférence de l Association Internationale de Management Stratégique (AIMS), June 3-5, Grenoble, France. Pascual-Espuny. 2009. La reconfiguration d un espace public autour de la question de la responsabilité sociale et environnementale des entreprises et de la publicité. olloque Organisation et 13

GSM-Montpellier usiness School Research report 2009 ommunication (ERFI), June 10-12, Rennes, France. ousquet F., Fomin VV. & rillon. 2009. Standardization: a major tool for competitive intelligence. EURAS 2009, June 22-24, ergy-pontoise, France. Gurău., Lasch F. & Le Roy F. 2009. oopetition strategies in the UK iopharmaceutical sector. Research Workshop on oopetition, June 25-26, Montpellier, France. Fernandez A.S. & Le Roy F. 2009. Partager et créer des ressources et compétences avec ses concurrents: les équipes-projets coopétitives. Atélier de l Association Internationale de Management Stratégique (AIMS): Ressources, ompétences et capacités dynamiques, November 27, Aix- en-provence, France. Pursuing their alliance strategy, GSM and its partnership universities of the Montpellier area (cf. section 2.4) organize together scientific events, create synergies (co-direction of Ph, co-publication of research papers, etc.) and mutualize ressources. A specific feature of this cooperation is a contribution to help the members of the university research centers (ERFI, R2M, and REGOR) to finance conference participation to international events. Against this background, the following conference participations have been realized Table 13: List of conference papers linked to cooperative agreements 1 1 onference participation financed by GSM of Ph students or faculty members of the three university research centers. onference participation world wide A A A A A Hillion S. 2009. iscussed dynamism of Small usiness in India through Humanitarian micro credit: a case study. International ouncil of Small usiness World onference (IS), June 22-24, Seoul, South Korea. ourdon I. & Hollet Haudebert S. 2009. Towards an understanding of Knowledge Management Systems: UTAUT Revisited. 15th American onference on Information Systems (AMIS), August 6-9, San Francisco, USA. ourdon I. 2009. usiness Meta-models and the saga of usiness IT Strategic alignment. 15th American onference on Information Systems (AMIS), August 6-9, San Francisco, USA. appelletti L. & Noguera F. 2009. Performing an internal control function through management consulting intervention. Academy of Management onference (AOM), August 7-11, hicago, US. [Proceedings] appelletti L., aker R.. & Noguera F. 2009. evelopping human capital through management consulting: an action research project. Academy of Management onference (AOM), August 7-11, hicago, US. [Proceedings] onference participation in Europe Siadou-Martin., Poujol J. & Pellat G. 2009. The customer orientation of salespeople and the relationship quality. 38th European Marketing Association onference (EMA), May 26-29, Nantes, France. Poujoul J., Hollet Haudebert S. & Fournier. 2009. Sales contests in call-centers: a conjoint analysis to understand telemarketers'preferences. 38th European Marketing Association onference (EMA), May 26-29, Nantes, France. Leroy M. & Mione A. 2009. oexistence of two rival standards in Forest sustainable management: antecedents and consequences in a strategic perspective. EURAS 2009, June 22-24, ergy-pontoise, France. Lainé A. & Palpacuer F. 2009. The SOP model in France. 2nd International IRIE Research onference on the Social Economy, October, 1-2, Östersund, Jämtland, Sweden. 14

4. iplomas, nomination and awards 4.1 octoral theses & habilitations GSM-Montpellier usiness School Research report 2009 October 2009: r. Annabelle Jaouen defended her "Habilitation to supervise doctoral research" (Habilitation à iriger des Recherches, HR). Jury members: r. Jean-Pierre oissin (IAE Grenoble), r. Gilles Guieu (Univ. Aix-Marseille II), r. Thomas Loilier (Univ. aen-asse Normandie), r. Frédéric Le Roy (Univ. Montpellier I), r. Karim Messeghem (Univ. Montpellier I) et r. Gilles Paché (Univ. Aix-Marseille II). - Jaouen A. 2009. Entrepreneuriat et stratégies: pour une lecture à travers le prisme de la très petite entreprise. Habilitation à iriger des Recherches (HR), Université de Montpellier I, ISEM, France. 4.2 Nominations and awards - June 2009: r. Guillaume Andrieux obtained the FNEGE AFFI 2008 award for the 2nd best Ph dissertation in Finance (title: 'omportements stratégiques et diversité des acteurs dans l'industrie du capital-risque Strategic behaviors and diversity of actors within the venture capital industry'). Six dissertations entered the final round of the award process and two were selected for the annual best Ph dissertation award. - April 2009: High-scoring journal article. One of Professor Frank Lasch s co-authered articles together with Friederike Welter, titled Entrepreneurship Research in Europe: Taking Stock and Looking forward, published in Entrepreneurship Theory & Practice, ranked among the top 20 ET&P articles (measured in downloads) for 2008. Entrepreneurship Theory & Practice has been consistently recognized by the Financial Times as one of the top 35 most influential business journals. ET&P accepts fewer than 15 percent of submitted manuscripts and the most recent impact factor rating of 1.85 ranked it as number 13 of the 72 ranked business journals. 15

5. Other research activities GSM-Montpellier usiness School Research report 2009 Research at GSM continues to develop its main research themes and competencies by inviting prominent researchers and by organizing workshops or conferences of international scope. Against this background, both research fields organized several workshops and invited a number of visiting professors in 2009. A MIWENT workshop (Montpellier International Workshop on Entrepreneurship and Market ynamics) was organized in June. In September, the MIWIS (Montpellier International Workshop on Information Systems) gathered specialists in Information Systems. On June 25-26, GSM hosted together with the University of Montpellier I the first International Workshop on oopetition and Entrepreneurship gathering 14 internationnaly renowned scholars. 5.1 Entrepreneurship & Market ynamics: conferences and workshops 5.1.1 Montpellier International Workshop on Entrepreneurship & Market ynamics (MIWENT) ate June, 25-26. Montpellier International workshop on oopetition and Entrepreneurship GSM-Montpellier usiness School: International Workshop on oopetition and Entrepreneurship. 25 & 26 June, 2009 (GSM): International workshop on oopetition and Entrepreneurship. University of Montpellier I and GSM organized an International Workshop on the theme 'oopetition and Entrepreneurship'. The workshop gathered 14 internationnaly renowned scholars (Ivan Light, University of alifornia, Los Angeles; Howard Aldrich, University of hapel Hill; hristian Lechner, EM Toulouse; irthe Soppe, University of Regensburg; evi Gnyawali, Virgina Tech; Philip aumard et Hervé umez, Ecole Polytechnique; Said Yami, University of Montpellier & Euromed; Maria engtsson, Umeå usiness School & University of Umeå, Sweden; Richard Wright, University of alifornia, Los Angeles; ăling urău, Frédéric Le Roy, Frank Lasch & Léo-Paul ana, GSM-Montpellier usiness School). The best conference papers will be published in a special number of the International Small usiness Journal. - Organizers : r. Léo-Paul ana (University of anterbury &GSM-Montpellier usiness School), r. Frank Lasch (GSM-Montpellier usiness School), Professeur Frédéric Le Roy (Université Montpellier I, ERFI & GSM-Montpellier usiness School). - 50 participants. ate June, 22. MIWENT GSM-Montpellier usiness School: MIWENT on oopetition r. evi Gnyawali (Virginia Tech, US) animated a research workshop dedicated to the theme oopetition. After presentation of current research, he presented promising directions of future research on coopetition for doctoral students. - Organizers: r. ălin Gurău and r. Frank Lasch (GSM-Montpellier usiness School), Professor Frédéric Le Roy (University of Montpellier I, ERFI & GSM-Montpellier usiness School). - 15 participants. 5.1.2 Visiting professors - r. Alex Rialp (March 12): Professor at the epartment of usiness Economics of the Autonomous University of arcelona, he presented his current research recent and animated a seminar for Ph students. 16

GSM-Montpellier usiness School Research report 2009 5.2 Information Systems Management and Organization ynamics: conferences and workshops. 5.2.1 Workshops oordination of a track on Knowledge Management Systems at the annual Hawaii International onference on System Sciences (Waikoloa, ig Island, Hawaii, January 5-8), r. Nassim elbaly and r. Hind enbya - Minitrack 1: Knowledge Management Tools, Technologies, Mashups, and esign Approaches (Minitrack chairs: Stefan Smolnik, Nassim elbaly, Richard Orwig), - Minitrack 2: Knowledge Management for reativity and Innovation (Minitrack chairs: Lynne P. ooper, Hind enbya, R. Keith Sawyer). ate September, 11. Montpellier International Workshop on Information Systems GSM-Montpellier usiness School : 3 rd edition of the MIWIS r. Alan Hefner (University of South Florida, US) animated a research day around the topic Information Systems and ecision Making Process. After presentation of current research, he presented promising directions of future research on coopetition for doctoral students. - Organizers: r. Hind enbya and r. Nassim elbaly (GSM-Montpellier usiness School). - 15 participants. 5.2.2 Visiting professors - r. Mickael Gallivan (Mai 23-26): Mickael Gallivan is Professeur at the omputer Information Systems (IS) epartement of the J. Mack Robinson ollege of usiness, Georgia State University, US. His work aims to explore organizational adaptation in the context of technological innovation, organizational learning and information systems. - r. ill McKelvey (June 28 to July 6; September 5-11): ill McKelvey is Professeur at the Anderson School of usiness of the University of alifornia Los Angeles. His research focuses on Science Philosophy, Strategy and Information Systems. - r. Alan Hefner (September 5-13). Alan Hefner is Professeur at the Informations Systems and ecision Sciences epartment of the ollege of usiness, Univesity of Florida and the itigroup/hidden River haire of istributed Technology chairholder. His research interests are information systems development, software engineering, distributed database systems, healthcare information systems, and service-oriented computing. 17

6. Valorization of research GSM-Montpellier usiness School Research report 2009 In parallel to the particular effort to stimulate discipline-based intellectual contributions and research outcomes, GSM pursues since 2007 a policy to strengthen the link between research and practice. Since then, a serie of measures have been implemented to enhance the value and visibility of the impact of research for practice and teaching. First, both research fields organize annually research or research-related events adapted to this strategy (cf. section 5.1, workshop series MIWENT and MIWIS). In particular, the diffusion of research outcomes and discussion with economic actors (including students) make part of the content of each workshop. Second, practitioner-research conferences focus on bringing together practitioners (consultants, managers, entrepreneurs, public economic actors, etc.) and scholars. For the second time after 2008, a research-practitioner conference entitled Journée d Etudes sur le thème du Management des Technologies Organisationnelles (MTO) was held at GSM on October 15-16 with both peer reviewed discipline-based and practice paper presentations. Organized by GSM together with the hambre Professionnelle du onseil Languedoc-Roussillon (PLR) and the research center Lg2ip of the Ecole des Mines d'alès the main purpose of MTO is to valorize and diffuse research in the theme of organizational technologies for practice. 50 participants from academe, business, consulting, and economic policy attended this second edition of MTO. 18

Adjunct Professors r. Le Roy Frédéric (ERFI, U. Montpellier I) r. ana Léo-Paul (U. of anterbury, NZ) Associate professors r. Algesheimer René r. Gurau alin r. Jaouen Annabelle r. Lasch Frank r. Lehmann-Ortega Laurence r. Schoettl Jean-Marc r. abrol Mathieu r. Géraudel Mickaël Assistant professors r. Gundolf Katherine r. Missonier Audrey r. Pacual-Espuny éline r. Robert Frank r. Roscoe Philip r. Salvetat avid Adjunct professors r. Sentis Patrick (R2M, U. Montpellier II) r. Van Alstyne Marshall (oston U./MIT) Associate professors r. agneris Jean-harles r. arlette Yves r. elbaly Nassim r. enbya Hind r. essieux-ollier orinne r. rillon ominique r. Philippe Givry r. Groh Alexander r. Loubet Guylaine r. Meissonier Régis r. Miloudi Anthony Assistant professors r. Andrieu Guillaume r. ufour Lucas r. enkraiem Ramzi r. ourdil Maryline r. Elie-it-osaque hristophe GSM-Montpellier usiness School Research report 2009 Appendix 1, Research Faculty of GSM Weblink: http://www.cerom.org/enseignants_chercheurs/ EROM members in 2009 Entrepreneurship and Market ynamics iploma and field of expertise University full professor; strategy & entrepreneurship Ph; marketing & entrepreneurship r. Phil.; marketing iploma and field of expertise HR, Ph; marketing & entrepreneurship HR, octoral dissertation in Management Science; entrepreneurship HR (Management Science), r. Phil. & octoral dissertation in Economic Geography; entrepreneurship & Economic geography octoral dissertation in Management Science; strategy octoral dissertation in Management Science; strategy iploma and field of expertise octoral dissertation in Management Science; strategy and entrepreneurship octoral dissertation in Management Science; strategy octoral dissertation in Management Science; entrepreneurship & Economic geography octoral dissertation in Management Science; entrepreneurship & strategy octoral dissertation in Management Science; marketing & sustainable development octoral dissertation in Management Science; strategy Ph; management & sociology of organizations octoral dissertation in Management; economic geography & strategy Information Systems Management and Organizational ynamics University full professor; finance Ph; information systems iploma and field of expertise iploma and field of expertise octoral dissertation in Management Science; finance octoral dissertation in Management Science; information systems Ph; information systems Ph; information systems octoral dissertation in Management Science; accounting HR & octoral dissertation in Management Science; human ressources, entrepreneurship octoral dissertation in Management Science; finance r. Phil.; finance octoral dissertation in Management Science; accounting HR & octoral dissertation in Management Science; information systems octoral dissertation in Management Science; finance iploma and field of expertise octoral dissertation in Management Science ; finance octoral dissertation in Management Science ; Human resources octoral dissertation in Management Science; accounting octoral dissertation in Management Science; human ressources octoral dissertation in Management Science; information systems 19

GSM-Montpellier usiness School Research report 2009 Appendix 2 GSM-Montpellier usiness School Journal List (version 2009) A* Academy of Management Journal Academy of Management Review Accounting, Organizations and Society Accounting Review Administrative Science Quarterly ommunication of the AM Entrepreneurship Theory and Practice European Journal of Information Systems Harvard usiness Review Human Resource Management Information Systems Research Journal of Accounting and Economics Journal of Accounting Research Journal of usiness Venturing Journal of onsumer Research Journal of orporate Finance Journal of Environmental Economics and Management Journal of Finance Journal of Financial and Quantitative Analysis Journal of Financial Economics Journal of Human Resources Journal of Law and Economics Journal of Law, Economics, and Organization Journal of Management Journal of Management Studies Journal of Marketing Journal of Marketing Research Journal of MIS Journal of Money, redit and anking Journal of Retailing Journal of the Academy of Marketing Science Management Science Marketing Science MIS Quarterly Operations Research Organization Organization Science Organization Studies Review of Accounting Studies Review of Financial Studies Sloan Management Review Strategic Management Journal Academy of Management Executive* Accounting, Auditing and Accountability Journal* Accounting and usiness Research* Accounting Horizons* Accounting, Management and Information Technology* AM Transactions on Information Systems* Annals of onsumer Research* Auditing, A Journal of Practice and Theory* anque et Marchés ehavioral Research in Accounting* ritish Journal of Industrial Relations* ritish Journal of Management* alifornia Management Review* ommunication of the AIS* omptabilité ontrôle Audit ontemporary Accounting Research* ecision Sciences* ecision Support Systems* Entrepreneurship and Regional evelopment* European Accounting Review* European Journal of Marketing* European Management Review* Finance Finance ontrôle Stratégie Financial Management* Financial Review* Group and Organization Management* Human Relations* Human Resource Management Journal* Human Resource Management Review* Industrial and Labor Relations Review* Industrial Relations* Information and Organization* Information Systems Journa*l International Journal of Human Resources Management* International Journal of Industrial Organization* International Journal of Research in Marketing* International Journal of Operations and Production Management* International Small usiness Journal* International Studies of Management and Organization* Journal of Accounting and Public Policy* Journal of Accounting, Auditing and Finance* Journal of Advertising* Journal of Advertising Research* Journal of Association for Information Systems* Journal of anking and Finance* Journal of ehavioral ecision Making* Journal of usiness* Journal of usiness and Economic Statistics* Journal of usiness Ethics* Journal of usiness Finance and Accounting* Journal of usiness Research* Journal of onsumer Psychology* Journal of Economic ehavior and Organization* Journal of Financial Research* Journal of Information Technology* Journal of International usiness Studies* Journal of International Money and Finance* Journal of Management Accounting Research* Journal of Management Inquiry* Journal of Organizational ehavior* Journal of Portfolio Management* Journal of Risk and Uncertainty* Journal of Services Research* Journal of Small usiness and Entrepreneurship* Journal of Small usiness Management* Journal of Strategic Information Systems* Long Range Planning* Management Management Accounting Research* Marketing Letters* Organizational ehavior and Human ecision Processes* Organizational ynamics* Organizational Research Methods* Psychology and Marketing* Recherche et Application en Marketing Quarterly Journal of Finance and Accounting (Quarterly J. of usiness and Economics)* Research Policy* Revue Française de Sociologie Review of Finance* Système d Information et Management Small usiness Economics* Work Employment and Society* 20

GSM-Montpellier usiness School Research report 2009 Abacus* Academy of Entrepreneurship Journal* Academy of Management Learning and Education* Accountig and Finance* Advances in International Accounting* Advances in Quantitative Analysis of Finance and Accounting* ritish Accounting Review* usiness Ethics Quarterly* ommunication et Organisation orporate Governance : an international Review* ritical Perspectives in Accounting* atabase for Advances in Information Systems* écisions Marketing* Économie Appliquée Economies et Sociétés European Financial Management* European Journal of Finance* European Journal of Management* European Management Journal* Family usiness Review* Gender, Work and Organization* Gérer et omprendre Gestion: Revue Internationale de Gestion Human Resource evelopment Quarterly* Human Resource Planning* Industrial Journal of Advertising* Industrial Marketing Management* Information and Management* Information Processing and Management* Information System Management* Inf Technology and Peopl*e International Entrepreneurship and Management Journal* Intern. Journal of Accounting* International Journal of Accounting, Auditing and Performance Evaluatio*n International Journal of Auditing* International Journal of ank Marketing* International Journal of Electronic ommerce* International Journal of Entrepreneurial ehaviour and Research* International Journal of Entrepreneurship & Small usiness* International Journal of Entrepreneurship and Innovation* International Journal of Entrepreneurship and Innovation Management* International Journal of Finance* International Journal of Knowledge Management* International Journal of Logistics Management* International Journal of Market Research* International Journal of Manpower* International Journal of Physical istribution and Logistics Management* International Journal of Purchasing and Materials Management* International Journal of Service Industries Management* International Journal of the Economics of usiness* International Marketing Review* Journal of Accounting and usiness Research* Journal of Accounting Literature* Journal of Applied Accounting Research* Journal of Applied usiness Research* Journal of Applied orporate Finance* Journal of usiness and Industrial Marketing* Journal of usiness Strategy* Journal of ommunication Management* Journal of omputer Information Systems* Journal of onsumer Marketing* Journal of ontingencies and risis Management* Journal of ost Management* Journal of Empirical Finance* Journal of Enterprising ulture* Journal of European Industrial Relations* Journal of Financial Services Research* Journal of Global Information Management* Journal of Global Marketing* Journal of Information Systems* Journal of Information Technology Management* Journal of International Accounting Research* Journal of International Accounting, Taxation and Auditing* Journal of International Entrepreneurship* Journal of International Financial Management and Accounting* Journal of International Marketing* Journal of Labor Research* Journal of Management Education* Journal of Management Systems* Journal of Marketing Education* Journal of Marketing Management* Journal of Organizational ehavior Management* Journal of Organizational hange Management* Journal of Services Marketing* Journal of Small usiness & Enterprise evelopment* Journal of Strategy Research* Journal of World usiness* Knowledge Management Research & Practice* Management Auditing Journal* Management ecision* Management International/International Management Management Learning* Managing Service Quality* Marketing Management* Personnel Review* Politique et Management Public Psychologie du Travail et des Organisations Qualitative Market Research* Quality Management Journal* Quarterly Review of Economics and Finance (formerly Quarterly Review of Economics and usiness)* Relations Industrielles Review of Accounting and Finance* Review of Quantitative Finance and Accounting* Revue d Economie Industrielle Revue d Économie Régionale et Urbaine Revue de Gestion des Ressources Humaines Revue Française de Gestion Revue Française de GRH Revue Française de Marketing Revue Internationale PME Revue Sciences de Gestion Scandinavian Journal of Management* Services Industries Journal* Sociologie du Travail Technovation* Theory and ecision* Travail et Société *A,, or international journal Nota ene: Publication in other journals may be considered and primed as well upon decision of the Scientific ommittee (Acceptation and equivalence according to the prime grid detailed above). 21

GSM-Montpellier usiness School Research report 2009 Appendix 3 GSM- Montpellier usiness School onference List AOM AMS AFA AMA AMIS ANZMA ER SE-PME EIA FER FMA FRA HISS IEEE IAAER IIS IS IFSAM IFIP ISE ITA IRMA MFA PAIS SMS WFA A\ International top-ranked conferences (OutsideEurope) Academy of Management Academy of Marketing Science American Finance Association American Marketing Association American onference on Information Systems Australia and New Zealand Marketing Academy abson onference on Entrepreneurship Research? ongrès International de Gouvernance (haire de Gouvernance et Juricomptabilité HE Montréal) onseil anadien de la Petite et Moyenne Entreprise European International usiness Academy Family Firm Enterprise onference Financial Management Association Financial Research Association Hawaii International onference on System Science Institute of Electrical and Electronics Engineers, Inc. International Association for Accounting Education & Research International onference on Information Systems International ouncil for Small usiness International Federation of Scholarly Associations of Management International Information Security onference International Society for usiness Education Int. Symposium on the ompetence Perspective in Management Education, Practice & onsulting International Telework Academy International Workshop of Human Resource Management (Social apital Gateway) L Institut de Recherche Mathématique Avancée Midwest Finance Association Pacific Asia onference on Information Systems Strategic Management Society Western Finance Association World HR ongress AM M EFM-A EFM-IV EIS/EFM EIS EURAM EAA EARnet ES EFA EFMMA EFMA EGOS EMA G-FORUM IEER IFSAM EIASM EFR \ International conferences (Europe) ritish Academy of Management onference on Marketing ommunication ongrès de St. Gall EFM Annual onference EFM onferences Entrepreneurship, Innovation and Small usiness (EIS) onference European & Mediterranean onference on Information Systems European Academy of Management European Accounting Association (annual meeting) European Auditing Research network (annual symposium) European ouncil for Small usiness European Finance Association European Financial Management & Marketing Association European Financial Management Association European Group for Organizational Studies European Marketing Academy G-FORUM Entrepreneurship Research Interdisciplinary European onference on Entrepreneurship Research International Federation of Scholarly Associations of Management International Workshop on Teamworking Multinational Finance Association Research Forum to Understand usiness in Knowledge Society 22

GSM-Montpellier usiness School Research report 2009 AE AGRH AFM AF AIM AIMS AERSE IFEPME IAS IF OPPE AFFI REEMAP EROG \ onferences in France or Francophonie Académie de l Entrepreneuriat Association de Gestion des Ressources Humaines Association Française de Marketing Association Francophone de omptabilité Association Information et Management Association Internationale de Management Stratégique Ass. pour le év. de l Enseignement et de la Recherche sur la Responsabilité Sociale de l Entreprise ongrès International Francophone en Entrepreneuriat et PME Institut International de l Audit Social International Finance onference Journées d Histoire de la omptabilité et du Management Outils Pédagogiques en Entrepreneuriat Paris Finance onference Réseau de hercheurs en Management Public, Journées de Recherche Seminar in Marketing ommunications and onsumer ehavior 23

GSM-Montpellier usiness School Research report 2009 Appendix 4 Abstracts of articles accepted for publications in 2009 A-ranked journals A Groh A., Von Liechtenstein H. & Lieser K. 2010. The European venture capital and private equity country attractiveness indices. Journal of orporate Finance, 16(2): 205-224. We calculate composite indices to compare the attractiveness of 27 European countries for institutional investments into the Venture apital and Private Equity asset class. To achieve this we use 42 different parameters, and propose an aggregation structure that allows for benchmarking on more granulated levels. The United Kingdom leads our ranking, followed by Ireland, enmark, Sweden, and Norway. While Germany is slightly above the average European attractiveness level, the scores are rather disappointing for France, Italy, Spain, and Greece. Our analyses reveal that while the UK is similar to the other European countries with respect to many criteria, there are two major differences, which ultimately affect its attractiveness: its investor protection and corporate governance rules, and the size and liquidity of its capital market. The state of the capital market is likewise a proxy for the professionalism of the financial community, for deal flow and exit opportunities. We determine a reasonable correlation between our attractiveness index scores and actual Venture apital and Private Equity fundraising activities and prove the robustness of our calculations. Our findings across all the European countries suggest that, while investor protection and capital markets are in fact very important determinants for attractiveness, there are numerous other criteria to consider. JEL codes: G11, G23, G24, O16, P52 Keywords: Venture apital, Private Equity, Alternative Asset, International Asset Allocation -ranked journals hollet. & Géraudel M. Forthcoming. Réseau personnel, personnalité du dirigeant de PME et accès aux informations sur les marchés. Finance ontrôle Stratégie. Le réseau personnel du dirigeant est souvent présenté comme un levier essentiel pour acquérir des informations sur l environnement de l entreprise. Peu de travaux, en revanche, on visé à savoir précisément quelle forme devait avoir ce réseau pour maximiser ses retombées en informations. Pour combler ce manque, cet article analyse la composition du réseau des dirigeants de PME suivant quatre dimensions, dont l effet est testé sur un échantillon de 400 dirigeants : forces des liens, structure du réseau, distance géographique (contacts plus ou moins éloignés géographiquement), distance sectorielle (contacts plus ou moins situés dans d autres secteurs d activité). Nous montrons également que l accès aux informations ne dépend pas que du réseau du dirigeant mais aussi de ses traits de personnalité. Il en ressort une vision nuancée de l accès aux informations sur l environnement, comme le résultat combiné des spécificités d un individu (sa personnalité) et du contexte dans lequel il évolue (son réseau). Keywords: réseaux sociaux, réseau personnel, personnalité, PME. The personal network of a SME manager has been proved to be an important factor of access to information regarding the environment of the firm. Yet, the issue of which properties a network should have to maximize information returns has found little interest in the literature, at least in the specific context of SMEs. To bridge the gap, this paper investigates the composition of the personal network of 400 SME managers, focusing on four dimensions, some of which appear to have an effect on information access: strength of ties, network structure, geographical distance (having ties to physically distant others), sectorial distance (having ties to others in different industries). We also show an effect of personality traits on information access. As a result, this paper offers a renewed vision of firms access to information, as the combined outcome of individual characteristics (personality) and context (personal network). Keywords: social networks, personal network, personality traits, SME. holakia U.M., lazevic V., Wiertz. & Algesheimer R. 2009. ommunal service delivery: how customers benefit from participation in firm-hosted P3 communities. Journal of Service Research, 12: 208-226. Firm-hosted virtual peer-to-peer problem solving (P3) communities offer a low-cost, credible, and effective means of delivering education and ongoing assistance services to customers of complex, frequently evolving products. uilding upon the social constructivist view on learning and drawing from literature on the firm-customer relationship in services marketing, we distinguish between functional and social benefits received by P3 community participants and study the central role of learning in influencing these benefit perceptions. The proposed model is tested on data gathered from 2,299 active members of a P3 community hosted by a global online auction firm, and the framework s generalizability is demonstrated using a sample of 204 members of a global business-to-business (2) software firm s P3 community. ased on the results, specific recommendations are provided to marketers interested in implementing service support programs via customer communities, and future research opportunities are explored. Keywords: service support, customer community, customer service, brand community, co-production, troubleshooting 24

GSM-Montpellier usiness School Research report 2009 Gundolf K., Fink M. & Roessl. Forthcoming. oopération, confiance et réussite considerations théoriques et résultats empiriques. Journal of Small usiness and Entrepreneurship, 23(3). Les mécanismes traditionnels de coordination (marché/hiérarchie) peuvent s avérer insuffisants pour expliquer certains phénomènes. Surtout dans les transactions incertaines et complexes qui visent des bénéfices à long terme (les coopérations «hétérarchiques»), la durabilité de la coopération s oppose à l idée d une coordination par le marché, tandis que la coordination par hiérarchie semble impensable à cause du manque de prévisibilité lié à l incertitude de la transaction. e type de coopération semble donc reposer sur un paradoxe. Afin de résoudre l interrogation sur l existence de ce type de transaction, la notion de confiance pourrait être introduite. ans cette perspective, nous chercherons dans une première partie de cette contribution à modeler le fonctionnement et la réussite de la confiance comme mode de coordination dans des transactions hétérarchiques. Puis, nous confronterons notre modèle à des données empiriques. Les résultats ainsi dégagés soulignent le rôle de «l auto-engagement» de l acteur, notamment dans la mise en place et le maintien des coopérations. Keywords: oopération, confiance, réussite Traditional coordination mechanisms (market/hierarchy) cannot explain certain phenomena. Especially in complex, uncertain transactions that have an eye on long-term benefits (multilevel cooperation), the sustainability of the cooperation goes against the concept of market coordination. Furthermore, hierarchical coordination seems impossible because of the lack of predictability due to the uncertainty of the transaction. Therefore, this type of cooperation seems to be based on a paradox. In order to answer questions regarding the existence of such transactions, the notion of confidence could be introduced. From this perspective, the study attempted to model how confidence functions and succeeds in coordinating multilevel transactions. The model was then tested using empirical data. The results revealed the role played by the actor s self-engagement, specifically in establishing and maintaining collaborations. Keywords: cooperation, trust, success Jaouen A. Forthcoming. Typologie des dirigeants de TPE. Journal of Small usiness and Entrepreneurship, 23(1): 133-152. Si le tissu économique français est composé à plus de 90% d'entreprises de moins de 10 salariés, plusieurs auteurs soulignent le manque d'attention porté à la TPE en tant qu'objet de recherche. ette contribution, fondée sur une étude empirique, vise à améliorer la connaissance de la toute petite structure en s intéressant à son dirigeant et à ses spécificités. Elle a pour objet de mettre en évidence une typologie de dirigeants et d en analyser les caractéristiques : stratégies, ressources, souhait de croissance, tendance à s entourer de collaborateurs ou non. Les travaux sur le dirigeant de PME ont montré l influence que pouvaient avoir ses aspirations personnelles sur la prise de décision et l élaboration de la stratégie. e plus, il est généralement admis que les caractéristiques des PME s accentuent avec la diminution de la taille des entreprises : faible spécialisation des tâches, faible formalisation, rôle central du dirigeant, importance de la subjectivité et des représentations dans la prise de décision, etc. Partant de ce postulat, notre étude se fonde sur 68 entretiens semi-directifs avec les propriétaires-dirigeants de TPE, qui ont ensuite fait l objet d une analyse de discours thématique. Les résultats de cette recherche mettent en évidence la coexistence de plusieurs profils de dirigeants : carriériste, hédoniste, alimentaire et paternaliste, et apportent des éléments d analyse sur le lien entre le dirigeant de TPE et la croissance de l entreprise. Ils montrent que certains dirigeants ont tendance à rechercher la croissance tandis que d autres la refusent pour favoriser une taille plafond. et article discute enfin des critères de performance privilégiés par les dirigeants de TPE. Keywords: TPE, entrepreneur, dirigeant, caractéristiques, typologie, France -ranked journals elbaly N. 2009. Investigating the impact of knowledge management factors on new product development performance. International Journal of Knowledge Management, 5(3): 21-37 Knowledge is recognized as an important weapon for new product development (NP) performance, and many firms are beginning to manage the knowledge detained by their new product development processes. Researchers have investigated knowledge management factors such as enablers, creation processes, and performance. However, very few studies have explored the relationship between these factors in the context of new product development (NP). To fill this gap, this article develops a research model which applies the knowledge management factors to the NP context. The model includes five enablers: collaboration, trust, learning, team leadership characteristics, and t-shaped skills with an emphasis on the knowledge creation processes such as socialization, externalization, combination, and internalization. The results confirm the strong support of the research model and the impact of the independent variables (knowledge management enablers) on the dependent variables (knowledge creation and NP performance). In light of these findings, the implications for both theory and practice are discussed. Keywords: new product development, knowledge, knowledge management factors 25

GSM-Montpellier usiness School Research report 2009 enkraiem R. & Gurău. 2010. The financing policy of French SMEs. International Journal of Entrepreneurship and Small usiness [Special issue Accounting and Finance for SMEs ], 11(1): 74-84. This study verifies several predictions of trade-off and pecking order theories by investigating the influence of various firm characteristics on the financing policy of French SMEs. It also compares the empirical findings to those of similar studies in other countries. The evidence presented in this paper suggests that firm size, profitability, growth and tangibility of assets affect the financing policy of French SMEs in a significant way. This paper fills a gap in empirical literature by providing a level of analysis unmatched by the previous research on French SMEs. Thus, it should present useful insights for academics, professionals and policy makers. Keywords: financing policy, firm characteristics, French SMEs enkraiem R. 2009. ontrôle institutionnel et valorisation des résultats comptables. Revue Sciences de Gestion, 71: 97-110. Récemment, le contrôle que peuvent exercer les investisseurs institutionnels sur les sociétés a suscité l intérêt aussi bien des chercheurs que des professionnels de la scène financière. ette étude a pour objectif d examiner l influence du contrôle institutionnel sur la valorisation des résultats comptables par le marché boursier français. Les résultats de notre analyse montrent que, lorsque les investisseurs institutionnels détiennent une proportion significative du capital, ils exercent un contrôle actif et augmentent le pouvoir informatif des résultats comptables. Keywords: resultants comptables, contrôle institutionnel enkraiem R. & Miloudi A. 2009. Structure de financement des PME françaises du secteur TI. Revue Sciences de Gestion, 72: 41-64. Les PME jouent un rôle crucial dans le développement des innovations et la création d emploi. ès lors, leur financement constitue un enjeu majeur. est dans cette perspective que cet article vise à étudier la structure de financement des PME du secteur TI. L analyse porte sur un échantillon de 539 PME-années étudiées de 2003 à 2006. Les résultats montrent que ces PME parviennent à financer la croissance de leurs chiffres d affaires et leurs opportunités d investissement par des dettes, notamment à long terme. Néanmoins, elles paraissent rencontrer des difficultés à financer par ces mêmes ressources leurs éléments d actif. Keywords: PME, TI, financement enkraiem R. 2009. oes the presence of independent directors influence accruals management? Journal of Applied usiness Research, 25(6): 77-86. Recent debates about the functioning of boards of directors have focused on the disciplinary role of independent directors (I). Evaluating the effectiveness of this role is an interesting empirical question. This study seeks to examine the influence of these directors and two other corporate governance mechanisms, namely the audit quality and the ownership structure, on earnings management as measured by working capital discretionary accruals (WA). The analysis, conducted over a period of 4 years from 2001 to 2004, is based on a sample of 239 different French companies listed on the Paris stock exchange. The findings show that the presence of I can moderate the management of WA. This role appears to be more effective when these I make up at least one third of the members of boards of directors, as recommended by the Viénot 1999 report. The ig 4 auditors can also limit this discretionary adjustment. However, no statistically significant relationship was observed between dispersion vs. concentration of ownership structure and WA. This study adds to the limited research into the relationship between corporate governance and earnings management in France. It also gives empirical evidence on the effectiveness of the Viénot 1999 report s recommendations. Thus, it should be of interest to academics as well as regulators in preparing and amending corporate governance laws. Keywords: accruals management, independent directors, ownership structure, France ourdil M. 2008. es primes d objectifs motivantes : la justice et l équité comme conditions de réussite. Revue Sciences de Gestion, 67: 97-111. ette étude vise : (1) à analyser la perception de l équité et de la justice des primes d objectifs, (2) à mesurer l impact de l équité et de la justice des primes d objectifs sur la motivation. L échantillon de l étude exploratoire se compose de quinze téléconseillers, de cinq responsables d équipe et celui de l étude par questionnaire de cent dix-huit téléconseillers. Il ressort que (1) la perception de l équité et de la justice des primes d objectifs dépendrait du degré de performance, (2) l équité externe et la justice interpersonnelle de la prime d objectifs jouent un rôle primordial dans la motivation. Keywords: justice, équité, motivation, prime d objectifs. 26

GSM-Montpellier usiness School Research report 2009 This study aims: (1) to analyze the perception of bonus equity and the justice, (2) to measure the impact of bonus equity and justice on motivation. The sample of the exploratory study is composed of fifteen teleoperators, five managers, and the sample of the study by questionnaire of one hundred eighteen teleoperators. The results are (1) the perception of bonus equity and justice seems to depend on the degree of performance, (2) external equity and interpersonal justice of the bonus play an important role in motivation. Keywords: Justice, equity, motivation, bonus. ourdil M. Forthcoming. Evaluation de l effet des primes d objectifs sur la motivation du personnel de centres d appels. Revue de Gestion des Ressources Humaines. Il s agit d étudier l impact de la part de la prime d objectifs dans le salaire de base sur la motivation. ette étude présente plusieurs intérêts. Les centres d appels constituent un terrain original. ontrairement à ce qui se fait dans les autres entreprises, la fréquence du suivi des objectifs est nettement supérieure dans les centres d appels. Tant et si bien que les primes qui récompensent l atteinte des objectifs prennent une importance particulière pour les individus. La validité des résultats de notre étude devrait s en trouver renforcée. La deuxième originalité réside dans la prise en considération de la variable «part de la prime d objectifs dans le salaire de base». En effet, dans la plupart des études empiriques la prime d objectifs n est pas mise en perspective avec le salaire de base. Or, cette mise en relation nous paraît plus pertinente que la présence/absence de prime. L échantillon est composé de cent dix huit téléconseillers de sept centres d appels différents auxquels ont été administré un questionnaire. Il ressort de cette étude plusieurs résultats. La motivation est plus élevée lorsqu il n y a pas ou quasiment pas (inférieure à 10%) de prime d objectifs et lorsque celle-ci est supérieure à 31%. La relation entre la part de la prime d objectifs dans le salaire de base et la motivation est par conséquent en forme de U. Autre résultat à souligner : le niveau maximum de motivation est atteint lorsque la prime est supérieure à 71%. où l implication managériale suivante : pour que la motivation soit maximale, la part de la prime d objectifs dans le salaire de base doit être supérieure à 71%. Keywords: théorie de l autodétermination, théorie des attentes, motivation au travail, primes d objectifs, téléconseillers, centres d appels abrol M., Fabre-onté V. & Fayolle A. 2009. The influence of the entrepreneur's network on the internationalization of your French firms. The International Journal of Entrepreneurship and Innovation, 10(3): 213-221. Young and rapidly internationalizing firms, known as international new ventures (INVs) or born globals (Gs) have developed their ability to grow rapidly in international markets primarily because the entrepreneur and his or her team have established an international network. ased on six case studies of young technological firms located in the Rhône Alpes region of France and using a qualitative method, this study focuses on the founders capabilities in creating and developing an international business network. The results show that entrepreneurs build on their previous professional experience to mobilize international networks during the start-up phase in order to drive the firm s activities. Keywords: international new ventures, born global, internationalization, international entrepreneurship, networks uquesnois F., Gurău. & Le Roy F. Forthcoming. risis in the French wine industry and small firms' competitive strategies. The International Journal of Wine usiness Research [Special issue in Finance], 22(3): 251-268. Purpose: The objective of this paper is to investigate the competitive strategies adopted by French wine producing firms in a crisis context. esign/methodology/approach: In a first part, two case studies have been developed through interviews with wine producers. They show that many strategies, corresponding to different levels of performance, are possible in a crisis industry. In a second part, an empirical study has been conducted applying a questionnaire survey addressed in June 2008 to wine producing firms from the Languedoc-Roussillon region, south of France. In a third part, ordinal regression is operated in order to link financial performance and strategic choices of the investigated 160 respondent firms. Findings: The findings indicated some interesting trends concerning wine producers perception regarding the effect of the crisis and the strategies adopted by firms. The preferred strategic choice of the majority of investigated firms is the combination of niche + differentiation strategies. On the other hand, the strategic choice of firms is influenced by their experience; many less experienced firms prefer to adopt a differentiation strategy or a combination of the niche + differentiation strategies. Moreover, statistical analysis shows that no implementation of niche, differentiation or relational marketing lead toward decreasing turnover. Research limitations/implications: This research is focused only on wine producing firms from Languedoc-Roussillon region in France. A second limitation is the fact that firms performance was not systematically measured. The performance is evaluated mainly indirectly, considering that the investigated firms have survived the crisis. Originality/value: Ffw studies have been conducted on this particular topic. Keywords: ompetitive strategic choices, crisis wine industry, France 27

GSM-Montpellier usiness School Research report 2009 uquesnois F., Le Roy F. & Gurău. Forthcoming. Stratégies concurrentielles dans une industrie en crise: le cas de l industrie vitivinicole en Languedoc-Roussillon. Revue Française de Gestion, 36/203: 41-56. et article se propose d identifier les principales stratégies concurrentielles dans une industrie en crise. L étude empirique porte sur l industrie vitivinicole en Languedoc-Roussillon. Les données ont été collectées par un questionnaire administré auprès de cent soixante entreprises. Les résultats montrent notamment que, plutôt que des stratégies de coûts bas, les entreprises cherchent leur salut dans des stratégies de spécialisation et de différenciation. Keywords: stratégies concurrentielles, industrie vitivinicole, Languedoc-Roussillon, France Fernandez A.S. & Le Roy F. Forthcoming. réer et partager des ressources avec les concurrents: le cas de l industrie européennes des satellites. Revue Française de Gestion [Numéro spécial Ressources et ompétences ]. Les firmes adoptent de plus en plus des stratégies de coopétition qui sont des stratégies dans lesquelles elles combinent simultanément des relations de compétition et de coopération. Les facteurs expliquant la mise en œuvre de ces stratégies de coopétition restent encore mal connus. Afin de les identifier, une étude qualitative est menée dans l industrie spatiale européenne. Elle montre l existence de programmes spatiaux coopératifs menés par les deux leaders européens concurrents, localisés à Toulouse, Astrium (groupe EAS) et Thales Alenia Space (groupe Thales). es projets permettent de mettre en évidence deux facteurs explicatifs de la stratégie de coopération entre concurrents: la volonté de conquête d un marché et le caractère innovant du projet, quand l entreprise ne dispose pas seule des ressources pour atteindre ces objectifs. Keywords: coopétition, ressources et compétences, équipes projets, industrie spatiale Firms are increasinlgy adopting strategies of coopetition, i.e. strategies in which they combine the adavantages of both competition and cooperation. The drivers that can explain the implementation of these strategies of coopetition are still not well understood. In order to identify those drivers a qualitative study was undertaken within the European space industry. The study focuses on the existence of cooperative space programmes carried out by the two leading European competitors, located in Toulouse, Astrium (EAS Group) and Thales Alenia Space (Thales Group). The study of these projects makes it possible to highlight two explanatory factors for the adoption of coopetitive strategies: the will to conquer new markets and the innovative character of the project, where one firm alone does not have the resources to achieve its goals. Keywords: co-opetition, resources and competences, project teams, space industry Fernandez A.S., Marquès P., Le Roy F. & Robert F. Forthcoming. Mesurer la coopétition: mission impossible? Revue Sciences de Gestion. L émergence du concept de coopétition marque l ouverture d un vaste champ de recherche. Afin d évaluer l intensité d une pratique coopétitive ou son influence sur la performance, il est important d appréhender le phénomène de manière fiable. et article s interroge sur l observation et la mesure d un phénomène paradoxal issu de la combinaison de deux réalités contradictoires. Au travers d une revue de la littérature nous montrons que la coopération et de la compétition ne peuvent être agrégés par un indicateur commun au risque d une sursimplification. Nous proposons alors des méthodes d analyses statistiques multivariées afin d aboutir à une mesure pertinente du phénomène coopétitif. Keywords: Stratégie de coopétition, paradoxe, mesure quantitative The emergence of the concept of coopetition opens a vast research field. In order to evaluate the intensity of a coopetitive practice or its influence on firm s performance, it is primordial to conceptualize the phenomenon. This paper wonders about the observation and the measurement of a paradoxical strategy resulting from the combination of two contradictory realities. Through a review of the literature we show as the cooperation and of the competition cannot be aggregate by a common indicator without risk to limit the scope of the concept. Thus, we propose multivariate statistical methods of analysis in order to lead to a relevant measurement of a coopetitive phenomenon. Keywords: oopetition strategies, paradox, quantitative measurement Filion L.J., ana L.-P., Julien P.-A., Veciana J.M., Johannessen T.A. & Raith M. 2010. The future of entrepreneurship research: results of a research workshop with invited speakers and discussants at the International ouncil for Small usiness World onference in Halifax. International Journal of Entrepreneurship and Small usiness, 11(2): 105-120. This publication presents a summary of the presentations made in a workshop on June 23rd, 2008 at the IS World onference held in Halifax, anada. It also presents the highlights of the discussion that followed these presentations. The participants exchanged on the need to develop more theoretical approaches in entrepreneurship and suggested ways to work in that direction. Keywords: entrepreneurship, entrepreneurship research, future of entrepreneurship 28

GSM-Montpellier usiness School Research report 2009 Géraudel M. & hollet. 2009. Quand les PME bénéficient du bouche à oreille: l effet combiné de la personnalité du dirigeant et de son réseau personnel. Management International, 13(4): 47-64. Si la littérature traitant du rôle du réseau personnel du dirigeant de PME s est beaucoup développée, un aspect reste toutefois peu étudié : les relations personnelles permettent de faire connaître l entreprise et, par le jeu de recommandations, d obtenir des commandes. A l aide d un test empirique sur 405 dirigeants de PME, cet article identifie les configurations de réseau personnel qui conduisent aux plus gros effets de recommandation. Il montre que ces recommandations dépendent également de la personnalité du dirigeant, qui crée un signal plus ou moins favorable. Il existe, en outre, un effet d interaction entre réseau personnel et personnalité. Keywords: réseau personnel, traits de personnalité, PME, recommandations. espite recent developments in the literature dealing with the personal network of SME EOs, one aspect has been studied little: the personal relationships that promote the company and, through recommendations, lead to new orders. y means of an empirical test on a sample of 405 SME EOs, this article identifies the personal network configurations that give the biggest referrals effects. It shows that these effects depend on the personality of EOs, which creates a more or less favourable signal. Furthermore, there is an interaction effect between personal network and personality. Keywords: personal networks, personality traits, SME, referrals. Géraudel M. & Salvetat. 2009. Le rôle de la personnalité dans les situations de coopétition: le cas des futurs managers. Revue Sciences de Gestion, 71: 113-131. La coopétition est étudiée essentiellement sous le prisme des relations inter-organisationnelles. Or, celles-ci sont tissées sur la base de relations individuelles. ette contribution vise à combler le manque théorique relatif à la coopétition interindividuelle. S appuyant sur un échantillon de 165 futurs managers actuellement en apprentissage, cet article dresse une typologie des acteurs en fonction de cinq dimensions inhérentes à la coopétition. En découlent trois profils : les compétiteurs, les coopérateurs et les coopétiteurs. Il est montré que les traits de personnalité des acteurs expliquent les cinq dimensions de la coopétition mais que ces relations sont différentes en fonction des trois profils de manager. Keywords: oopétition, typologie, traits de personnalité. The coopetition is primarily studied by using the inter-organizational relationships framework. Yet, they are developed on the basis of individual relationships. This contribution aims at filling the theoretical lack relating to the interindividual coopetition. ased on a sample of 165 future managers currently in training, this article defines a typology of the actors according to five dimensions linked to the coopetition s concept. Three profiles were identified: competitors, co-operators and coopetitors. It is shown that the personality traits of the actors explain five dimensions of the coopetition but that these relations are different according to the three manager profiles. Keywords: oopetition, typology, personality traits Géraudel M., Jaouen A., Missonier A. & Salvetat. 2009. Qui sont les repreneurs potentiels d entreprises? Proposition de typologie en fonction de l état de santé de la firme. Revue Internationale PME, 22(3-4): 13-30. La question de recherche est la suivante : selon l état de santé de la firme, quelles sont les caractéristiques des repreneurs potentiels? et article vise à déterminer s il est possible de caractériser les repreneurs potentiels, et à comprendre qui sont les acteurs capables de reprendre certaines catégories d entreprises. Les réponses apportées ici peuvent s avérer particulièrement pertinentes pour les institutionnels en charge du développement économique de leurs territoires (I, incubateurs, pôles de compétitivité, etc.). ette recherche repose sur une enquête menée en 2008 auprès de 44 porteurs de projet de reprise du Languedoc-Roussillon. Les résultats de la recherche, issus d une analyse typologique, montrent que trois groupes de repreneurs potentiels apparaissent : les prudents, les indifférents et les aventuriers. un point de vue managérial, cette recherche contribue à une meilleure connaissance des repreneurs potentiels afin d améliorer leur accompagnement dans leur démarche de reprise. Keywords: reprise, repreneur, intention, typologie, santé de l entreprise Gundolf K., Meier O. & Missonier A. Forthcoming. Merger between size-unequal partners: strategic risks and hurdles. Journal of Small usiness and Enterprise evelopment. Purpose: This article explores how and why the creation of technological innovation during a merger can end up in failure. The objective is to propose new analytical elements for the improvement of the formulation and execution of an integration process between a SME (Small and Medium Enterprise) and a large enterprise. esign/methodology/approach: We develop a theoretical framework, by taking the main results from different domains such as the transfer of technological expertise, the diffusion of innovation and the management. The case study focussed on the study of a merger in real time in the IT sector. 29

GSM-Montpellier usiness School Research report 2009 Findings: This article reveals new reasons for the failure of co-created innovation between a SME and a large enterprise in the IT sector. This case study allowed us to test theoretical elements such as the choice of an integration method which could favour the creation of technological innovation during the integration period while enriching scientific knowledge by proposing a dynamic approach to the integration process. Implications: For managers to be able to envisage symbiosis they must first of all go through a period of exploration which can sometimes lead to costly mistakes. This exploration period is necessary for managers in order to complete their rational thinking and then become aware of the necessity to depart from their normal frame of reference. This exploration period is necessary for managers in order to complete their rational logic and then become aware of the need to leave their normal frame of reference. The possibility of doing an in-depth study with free access to a lot of information which is generally unavailable to scientific research greatly contributed to this research. Our theoretical framework is not exhaustive. However, we have tried to integrate the most significant research results. Keywords: Organizational change, merger, IT, integration process, innovation, strategy Gundolf K. 2008. éveloppements récents de la recherche germanophone en entrepreneuriat et PME: une analyse des articles parus de 1997 à 2006. Revue Internationale PME, 21(3-4): 25-42. La recherche germanophone (en entrepreneuriat et PME) est pratiquement inconnue des chercheurs francophones. eci est en partie dû au fait que la langue anglaise s est imposée dans les milieux scientifiques et des affaires. ette ignorance de la recherche germanophone est regrettable pour au moins deux raisons : 1) les chercheurs germanophones ont souvent été des pionniers dans le domaine des PME et de l'entrepreneuriat ; 2) les PME occupent une place prépondérante dans l'économie et la politique économique des trois pays germanophones. L objectif de cet article est de combler ce manque de connaissance, en proposant de faire un état de lieux sur la recherche germanophone en entrepreneuriat et PME au cours des dix dernières années, soit de 1997 à 2006. Pour cela, les auteurs, au travers d une étude descriptive, s intéressent aux articles parus dans les trois revues scientifiques germanophones principales en entrepreneuriat et PME : Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung ZfbF; Zeitschrift für etriebswirtschaft Zf; et Zeitschrift für Klein- und Mittelunternehmen ZfKE. L'article, composé de trois parties, donne un aperçu des origines de recherche et entrepreneuriat et PME, définit la méthode utilisée pour cette étude et détaille les résultats selon les auteurs, les types de publications, et les disciplines abordées. Keywords: recherche entrepreneuriat et PME, analyse d articles The german-speaking research in entrepreneurship and small business is unknown in France. This is due to the fact, that english has become the most used language for scientific works and in the international economic context. The ignorance of the germanspeaking research ist at last regrettable for two reasons: 1) german-speaking researchers have been pioneers in the fields of entrepreneuship and SMEs; 2) SMEs represent a large part of the economy in the three biggest german-speaking countries (Austria, Germany and Switzerland). The purpose of this, mainly descriptive, contribution is to make an inventory of research on SMEs and entrepreneurship in the last ten years (1997-2006). We will present, a record of the main german-speaking journals in the fields of SMEs and entrepreneurship (Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung ZfbF; Zeitschrift für etriebswirtschaft Zf; et Zeitschrift für Klein- und Mittelunternehmen ZfKE), and we will try to present the origins of these fields, the used methodologies, the types of publications and the topics. Keywords: entrepreneurship research, SME, literature analysis Gurău. 2009. onsumer privacy issues in mobile commerce: a comparative study of ritish, French and Romanian consumer. Journal of onsumer Marketing, 26(7): 496-507. Purpose: This paper aims on one hand to provide a comparison of mobile consumers' perceptions regarding privacy issues in three different national and cultural contexts (England, France and Romania), and on the other hand, to investigate the strategic approach taken by respondents for protecting their privacy. esign/methodology/approach oth secondary and primary data are collected and analysed. Secondary data collection focuses on the topic of consumer privacy issues in mobile commerce. Primary data collection was realised between March-June 2008, when 300 mobile device users answered to a face-to-face questionnaire, in each of the three investigated countries. Findings: oth the country of origin and the personal profile of users, are influencing their perception regarding privacy threats in the mobile commerce environment, as well as the privacy protection strategy they adopt. Research limitations/implications: This study has an exploratory approach, the results being mostly descriptive. The findings can provide a useful insight for marketers, legislators and consumers regarding the privacy related concerns and behaviours in the mobile commerce environment. 30

GSM-Montpellier usiness School Research report 2009 Originality/value: This study realises a multi-country comparative analysis regarding the perceptions of mobile device users, and investigates the influence of their profile on the personal privacy protection strategy adopted in the mobile commerce environment. Keywords: onsumers, Europe, mobile communication systems, privacy Gurău., Lasch F. & ana LP. Forthcoming. Human capital for sucessful entrepreneurial ventures: the profile of the Top Management Team (TMT) in UK iopharmaceutical SMEs. International Journal of Entrepreneurship and Small usiness. A biopharmaceutical company is a knowledge-based organisation. Rapid change, increased competition, faster life cycles, globalisation, new process models, breakthrough technologies - all contribute to the complexity of the organisational and business context of modern biopharmaceutical firms. In this context, an appropriate structure and use of the human capital available within the organisation can help the organisation to obtain positive business results An investigation of TMT's roles and capabilities can open the way for a better understanding of this critical issue. This study attempts to identify the TMT profile in UK biopharmaceutical SMEs and to investigate the link between the managerial human and social capital and the performance of the firm during the three main phases of the product development process. The results show that firm size influences the managerial areas of expertise, as well as their distribution between executive and non-executive directors. Some of these professional competencies are significantly correlated with the level of firm performance during the main phases of the firm development process. Keywords: human and social capital, top management team (TMT), UK biopharmaceutical SMEs Lacaze. & ufour L. 2010. L intégration dans l entreprise des jeunes à faible capital scolaire: un processus d ajustement mutuel. Revue de Gestion des Ressources Humaines, 75: 16-55. ette recherche porte sur l intégration en entreprise des «jeunes à faible capital scolaire» (JFS). ette population, réputée pour adopter des attitudes et des comportements distants vis-à-vis du monde du travail, est pourtant recherchée par les employeurs pour occuper des postes faiblement qualifiés. Une recherche qualitative comprenant 30 entretiens de JFS et 21 entretiens de managers analyse les mécanismes de l intégration au cours de la socialisation organisationnelle des jeunes. es derniers expriment quatre catégories de besoins : besoins financiers, besoins de soutien, besoins de reconnaissance et besoins de sens. Les attentes des responsables d entreprises vis-à-vis des jeunes sont centrées sur la conformité des comportements aux règles formelles et la compréhension et le respect des règles implicites de fonctionnement de l organisation. Notre modèle théorique a été construit par une démarche abductive. Il présente l intégration comme un processus d ajustement mutuel entre les besoins du nouvel entrant et les attentes de l organisation. Or, l échec de l intégration intervient lorsque les besoins non négociables du nouvel entrant et les attentes de l organisation n offrent pas de compatibilité. Le modèle fait donc émerger des pistes d amélioration du processus d intégration notamment par des négociations implicites sur les rôles des protagonistes et une tolérance au niveau des attentes et des besoins secondaires. Keywords: Jeunes, faible niveau de qualification, socialisation organisationnelle, intégration, ajustement Lehmann-Ortega L. & Roy P. 2009. États des lieux : Les stratégies de rupture synthèse et perspectives. Revue Française de Gestion, 35(197): 113-126. Les recherches sur les stratégies de rupture constituent l une des nouvelles pistes explorées dans le champ de la stratégie. S appuyant sur une métaphore ludique de la concurrence et sur une vision volontariste, ces travaux traitent de la capacité d une entreprise à redéfinir le mode de fonctionnement de son secteur. L article illustre le phénomène par des exemples célèbres et propose un état des lieux prospectif de ce courant de recherche en plein essor. Keywords: strategies de rupture, stratégie Schoettl J.-M. 2009. Mettre en œuvre la rupture : La révolution à petits pas pour une relecture du cas IKEA. Revue Française de Gestion, 35(197): 163-173. La littérature sur les stratégies de rupture porte principalement sur le résultat radical et nécessairement révolutionnaire de ce type de stratégie. ette caractéristique peut inquiéter les managers, notamment dans des entreprises existantes, au point de ne pas les envisager. Or, la compréhension du processus permettant de produire une telle stratégie reste floue : l objectif de cette recherche est de décrire ce processus et de révéler, à partir d une relecture du cas Ikea, le paradoxe de la stratégie de rupture, qui peut être tout à la fois radicale (par son impact sur le marché) et progressive (en interne). Keywords: stratégie de rupture, stratégie, IKEA 31

GSM-Montpellier usiness School Research report 2009 -ranked journals Alon I., ana L.-P. & Jenkins A. 2009. International usiness y SMEs: Empirical Findings From New Zealand. Journal of International usiness and Economy, 10(2): 59-78. Why do small firms from small countries internationalize? This study investigates the motives of small-scale entrepreneurs from New Zealand to internationalize via exporting, and particularly evaluate the role of government assistance. Our empirical findings of 139 SMEs situated in the anterbury region of New Zealand suggest that export is strongly related to government-induced programs. Also important are personal motivations, declining domestic sales, saturated domestic market and excess capacity. Keywords: SMEs, international entrepreneurship, exports, government, New Zealand, declining domestic sales, saturated domestic market ana L.-P. & Wright R. 2009. International entrepreneurship: research priorities for the future. International Journal of Globalisation and Small usiness, 3(1): 90-134. An interactive elphi process was employed to synthesise the opinions of a panel of experts on the research priorities for the emerging field of International Entrepreneurship (IE). The content analysis of the results identifies broad directions for future research in the field. Moreover, the compilation of the recommendations received from the panelists provides a wealth of ideas and guidelines for specific research projects. Keywords: entrepreneurship, international business, international entrepreneurship, IE, SME, research priorities. ana L.-P. 2010. Nunavik, Arctic Quebec: Where co-operatives supplement entrepreneurship. Global usiness and Economics Review, 12(1/2): 42-71. Prior to contact with Europeans, Ungava Inuit who inhabited the Quebec-Labrador Peninsula was self-sufficient, with a subsistence economy and inter-cultural trade. They lived in small bands, each consisting of a few families, and they fished, gathered, hunted, and migrated as required. Traditionally, food was shared. Europeans introduced foreign languages, religions, and values along with a capitalist economy. Today, Anglican is the dominant religion in Northern Quebec, formerly known as Ungava and now known as Nunavik; yet, the Inuit have retained their language, a strong sense of identity, and community values. In this context, cooperatives have dominated the business realm since their introduction in the late 1950s. Non-Inuit called Qallunaaq and meaning big high brows are a minority here. Keywords: cooperatives, collective entrepreneurship, Hunter Support Program, business, Arctic, Quebec, Nunavik, Inuit, Nunavimmiut, self-employment ana L.-P., Mueller J. & Pio E. 2008. ontours of entrepreneurship: The impact of government policy in hina and India. Journal of Asia Entrepreneurship and Sustainability [Special issue on ultures and ontexts], IV(2): 103-132. The government policies of countries and their trajectories may be variously impacted by and impact entrepreneurship as is evidenced in the contours of entrepreneurship in hina and India. Through a broad historical sweep and sensitivity to cultural values and mindsets, this paper articulates the complex fabric of entrepreneurship in India and hina and its positioning in the global economy. Keywords: entrepreneurship, government policy, hina, India. Groh A. & Henseleit. 2009. The valuation of tax shields induced by asset step-ups in corporate acquisitions. Tobin Review of usiness Journal, 30(1): 17-32. This paper discusses the relevant parameters and introduces an approach to derive discount rates for asset step-up induced depreciations and amortizations created in the context of corporate mergers and acquisitions. Academic research in corporate finance does not provide a consistent approach towards the valuation of step-up induced depreciation and amortization tax shields. Keywords: tax shields, corporate acquisitions, finance 32

GSM-Montpellier usiness School Research report 2009 Groh A., V. Liechtenstein H., anela M. 2010. Limited Partners Perceptions of the entral Eastern European Venture apital and Private Equity Market. The Journal of Alternative Investments, 12(3): 99-112. Growth expectations and institutional settings in central Eastern Europe are assumed favorable for the establishment of vibrant venture capital and private equity markets. However, there is only a little risk capital market activity in the region. This article examines the obstacles to institutional investments in central eastern Europe through a questionnaire addressed to limited partners worldwide. The respondents provide information about their perceptions of the region. The protection of property rights is the dominant concern, followed by social criteria, such as the belief in the entrepreneurial management quality of local people, and the lacking size, and liquidity of the central eastern European capital markets. However, limited partners appreciate the growth expectations and the deal opportunities and rank the region as attractive as India and hina. Keywords: entral Eastern Europe, venture capital, private equity market Gurău. & Lasch F. Forthcoming. Open innovation strategies in the UK biopharmaceutical sector. International Journal of Entrepreneurial Venturing [Special Issue: Technological Entrepreneurship: Opportunity for High Growth Firms]. This paper attempts to investigate the application and the suitability of the open innovation model in the biopharmaceutical industry. After discussing the specific characteristics of the biopharmaceutical sector, and the process of product research and development, the study focuses on the factors that might facilitate the development of open innovation systems. On the basis of these factors, a series of research hypothesis are developed, which are then verified through the analysis of primary data, collected from 23 managers working in the UK biopharmaceutical sector. The interpretation of research findings is synthesised in a model of open innovation systems in the UK biopharmaceutical industry. The paper concludes with a series of propositions that outline for pharma managers and professionals the practical requirements for the implementation and exploitation of an efficient open innovation system. Keywords: open innovation, UK SMEs, biopharmaceutical firms Gurău. 2009. Marketing flexibility in the context of the service-dominant logic. The Marketing Review, 9(3): 185-198. onsidering the competitive landscape of postmodern marketing this paper investigates the role of flexibility in the context of the new marketing paradigms. The modern developments of marketing theory and practice have brought the concept of flexibility at the forefront of marketing systems, which are built around procedures that favour customer participation. The flexibility of marketing systems can significantly enhance the value co-creation process through participation, interaction and implementation, in order to develop complex value-constellation systems that are capable to maximise the satisfaction and benefits of all involved parties. Using a theoretical approach, the paper analyses the evolution of customer profile and behaviour, and proposes a synthetic model of flexible marketing systems, which integrate the active contribution of various stakeholders to product design and development. Keywords: marketing flexibility, service-dominant logic, value co-creation Gurău. 2009. Rural Entrepreneurship in post-communist Romania. International Journal of usiness and Globalisation, 3(2): 158-172. The interest for rural entrepreneurship research was recently enhanced by the specific programs implemented by the European Union for the development of remote areas. The existing body of literature is mainly focused on rural entrepreneurship activities realised in developed economies. However, the recent accession to the European Union of several countries from entral and Eastern Europe has indicated the need for a deeper understanding of rural entrepreneurial processes in transition economies. Using both secondary and primary data, this study attempts to identify and analyse the favouring and the inhibiting factors for the development of rural entrepreneurship activities, as well as the marketing approach adopted by the rural entrepreneurs in Romania. The paper concludes with a discussion of the main findings and with practical propositions for enhancing the development of rural entrepreneurship at institutional and local level. Keywords: Romania, rural entrepreneurship Gurău. Forthcoming. Teaching marketing strategy through case studies: empirical observations. The International Journal of Learning. Experience-based learning requires specific tools that offer students the opportunity to apply theoretical concepts and models to real-life situations. Among these available tools the most widely used are case studies. espite the importance of case study methodology for experience-based learning, no paper has studied the specificities of using various types of cases in relation to their level of complexity and interactivity. This article attempts, on one hand, to identify the 33

GSM-Montpellier usiness School Research report 2009 pedagogical application of various types of cases studies at Montpellier usiness School, and, on the other hand, to comparatively analyze the perceptions expressed by undergraduate and graduate students regarding the effectiveness of using different types of case studies in a marketing strategy course. The results indicate a clear difference between the perceptions expressed by graduate and undergraduate students: if undergraduate students are mostly satisfied with the existing case study methodology, graduate students require a better connection with reality and with their personal objective of professional specialization. The paper ends with a series of practical propositions for improving case study methodology, based on the main findings. Keywords: case study, pedagogical method, comparative study Jalenques-Vigouroux. & Pascual-Espuny. 2009. es bulles pour le développement durable. Hermès, 54. La a investi depuis une vingtaine d années la communication des organisations en France. La d organisation devient un média aux multiples usages, de mieux en mieux décliné par les organisations, en particulier lorsqu il s agit de transmettre des messages complexes, comme l explication des changements stratégiques des organisations ou l accompagnement de changements de comportement. est particulièrement le cas concernant la communication qui se met en place sur le développement durable, et les exemples envisagés nous permettent de compléter un panorama de la d organisation riche et polymorphe. Keywords: ommunication des organisations,, éveloppement durable In France, comic strip has encircled the organizations communication from twenty years. The organizations comic strips has became a multiuses media, better and better used by organizations, above all when they have to transmit complex messages or when they have to go on comportamental changes. It is the case concerning the communication that take place about sustainable development, and the exemples analysed complete a rich and polymorphic panorama of organization s comic strip s. Keywords: alloons for sustainable development! Lasch F., ana L.-P. & Mueller J. 2009. iversity in entral Asia: ulture, Transition and Entrepreneurship. Journal of Asia Entrepreneurship and Sustainability, V(1): 44-56. With the demise of the USSR in 1991, five new countries became independent in entral Asia. This study resents an overview about transition, emergence and nature of entrepreneurship in a world s region that displays amongst the most important energy resources in gas and oil. Keywords: Transition, entral Asia, entrepreneurship Mitchell J.., Smith L.J. & ana L.-P. 2009. The international marketing of New Zealand merino wool: past, present and future. International Journal of usiness and Globalisation, 3(2): 111-122. This paper contributes to the limited literature on the international marketing of merino wool. Its purpose is to identify changes in the international marketing of New Zealand merino. The New Zealand merino industry has survived various hanges through transforming merino fabric from a graded commodity into an international brand. This success of the industry in recent years has been due to the progressive differentiation of merino fibre from wool. The apex of this differentiation strategy was the formation of The New Zealand Merino ompany, a body that facilitates symbiotic marketing. Keywords: international marketing, symbiotic marketing, New Zealand, merino wool, agrigoods, exports Mueller J., Warrick.., Rennie M. & ana L.-P. 2009. orporate boards: The new corporate leaders. Journal of Academy of usiness and Economics, 9(1): 105-113. The elected board of directors is a team which leads a corporation. The diversity of the team, along with its shared visions and goals, is essential to leading a successful corporation. As the evolution of the corporation is examined it becomes very "clear that every change the corporation form has undergone has been directed toward the corporation's own perpetuation and growth" (Monks & Minow, 2004). A corporation's probability of success is enhanced if it has the right moral leaders, satisfied stakeholders and communicates truthfully throughout all levels. Today, "several prevailing challenges facing directors remain unresolved; director accountability and personal liability, the separation of the chair and EO roles, director stock ownership, board diversity, director interlocks, director performance stock card, and rotation of audit committee members."(alpaslan, Green, Mitroff, 2009). Moreover, today's directors need to consider and balance the interests of numerous stakeholders. With so many unanswered questions it is no wonder "it takes a blend of leader, magician, and politician to find that special balance" (harney, 2006) needed to be a successful corporate leader. Keywords: corporate boards, management, performance 34

GSM-Montpellier usiness School Research report 2009 Pascual-Espuny. 2010. Entre débats et controverse: développement durable, RSE et communication. La Revue Internationale de Psychosociologie [Special issue Le potentiel régulatoire de la responsabilité sociale des entreprises. Enjeux, acteurs, potentiel, contradictions ]. La RSEE peut-elle être vue comme l expression de ce temps discursif et négocié du développement durable au sein d un espace public identifié? Nous nous concentrons sur cette notion de temps discursif et négocié, fondamental dans le débat d idée. Nous analysons au travers d un exemple, Reach, comment la RSEE s inscrit nécessairement dans ce flux inter discursif où la communication joue un rôle stratégique. Nous suivons ces changements par une analyse communicationnelle pour aboutir à la compréhension de la dynamique en œuvre. In fine, nous tentons de comprendre la praxis qui s établit, qui, au final, impacte la RSEE du secteur industriel. Keywords: temps discursif et négocié, communication, RSEE an corporate social responsability be considered as the product of a period of debate and negociation concerning sustainable development in an identified public space? We focus on the notion of a period of debate and negociation and try to define it. We consider by way of an example, REAH, how SR can be embedded in a discursive interaction where communication plays a strategic role. We follow these changes through an analysis of communications in order to achieve an understanding of the dynamic in action. At the end, we try to understand the practices it creates and how it influences the SR of the industrial sector. Keywords: period of debate and negociation, communication, SR Sentis P. 2009. Merging activity as rational explanation of long-run underperformance of IPOs. Multinational Finance Journal, Vol. 13(1/2): 75-102. The phenomena of IPO underpricing and underperformance are examined in the same rational model. In this model, underpricing is caused by the presence of uninformed investors. Low-type firms carry out an IPO under the same conditions as high-type firms. Instead of investing by themselves, the latter prefer to merge with a bidder, which entails their delisting from the market. The behavior of these firms provides a rational explanation for the underperformance phenomenon since only low-type firms remain on the market. Initial preliminary findings are consistent with the basic idea of the model. We show that when mergers occur, the monthly average return of the remaining firms is significantly negative, whereas the monthly average return is not significantly different from zero for the months without mergers. This result suggests that mergers induce a depreciation effect on the remaining firms and could be a source of underperformance. (JEL: G32, G34) Keywords: initial public offerings, underpricing, underperformance, delisted, takeover, merger. 35