Educational programs

PSB Executive DBA program
Track "Innovation, Corporate Strategy and Strategic Management"

Description of research topics covered in the track

Academic dresses

  PSB Exec DBA on newPIC website    PSB Exec DBA on PSB website

Outline of topics covered in the track  List of projets supervised in our track

Contributions to Defense committees      Souvenirs    Graduation ceremonies

 

Description of research topics covered in the track

Strategic management and corporate strategy have to adapt to the new rationales incurred by globalized and turbulent environments. Global firms and SMEs have to redefine their ways and their roles in the management of technology, in innovation processes, and in resources orchestration. New managerial practices also have to adapt to the emergence of new generations of workers (the so-called “Millenials”) who eventually demonstrate new patterns of behaviors embedded in the internet age and in original aspirations.

Most traditional concerns that kept business leaders awake along the 19th and 20th centuries remain however just as pertinent and pressing today: productivity, labor problems, cost containment, and new product development.

The demand for research is also driven today by rapid and continuous change in the economy. Globalization, technological change, multi-level governance models, and the always increasing importance of open innovation models have opened the path towards new opportunities for research in management.

The suggested research fields listed below are most often together interconnected. They can range under 3 main fields: management of technology and of innovation; corporate strategy and management of resources; corporate governance and the governance of ecosystems.

Cross-cultural studies and comparative sectorial studies are obviously possible for each suggested item.

 

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  • Rationales for the management of open innovation:
    governance issues,
    managerial practices,
    management of the stage gate process;
    management of technology-pushed vs. marked pulled innovation;
     
  • Dynamics of communities (communities of practice, etc.);
     
  • Management of intellectual property rights;
     
  • Rationales for frugal innovation;
     
  • Management of creativity (methods, implementation, competences);
     
  • Management of ambidexterity
    (ie the interplay between exploration and exploitation in the innovation process):
    organizational ambidexterity in small vs. large companies;
    managerial practices for structural vs. temporal vs. contextual ambidexterity; etc.  
  • Elaboration of innovative business models;
    Roles of top vs. middle managers in business model elaboration;
    Business casing tools and methods;
     
  • Organizational aspects and resources orchestration in the transition from Industry 3.0
    (use of IT in production, ERP, robotics) to Industry 4.0 (use of the Internet of Things [IoT]
    for the global interconnection into interoperable cyber physical systems, and systems of systems);
     
  • Dynamics of coopetition;
    Interdependencies between resources in alliances and networks;
     
  • Dynamics of value creation:
    Value creation vs. value capture;
    Value chain analysis;
     
  • Managerial practices linked to new organizational designs;
     
  • Specificities of generations X (born between 1966 and 1976),
    Y (born during the 1980s and the early 1990s, the “why?-generation”)
    and Z (born after 2000, or “cyber generation”);
     
  • Rationales for the applicability of the “holacracy” or “liberated leadership” models;
     
  • Knowledge management inside firms and networks: knowledge creation;
    Diffusion and transfer of knowledge;
    Articulation of knowledge assets;
    Impact of digitalization on knowledge management;
    Processes and tools for knowledge codification;
    Contribution of knowledge management to agility,
    Dynamic capability development, or organizational resilience;
     
  • Organizational learning; Organizational identity;
    Relationships between organizational learning, continuity and change;
    Pathways to organizational UN-learning;
    Role of paradoxical experience;
     
  • Governance of territories:
    Rules and rationales for the interaction between firms, local public institutions (eg regions) and research (eg universities);
     
  • Location decisions in ecosystem-wide value chains;
     
  • PPPP dynamics (public private people partnerships);
    participation of actual people and citizens to corporate governance;
    Role of local stakeholders;
     
  • Board leadership;
    Impact of gender and cultural issues on board and
    executive committees dynamics and/or effectiveness;
    Board gender diversity;
     
  • Board oversight;
    Board accountability;
    Board interaction with shareholders;
    Compliance issues in corporate governance;
     
  • Corporate social responsibility (CSR);
    Sustainability, responsibility, ethics and accountability;
    Assessment of “fair” value accounting.