Essec\Faculty\Model\Profile {#2233 ▼
#_id: "B00806954"
#_source: array:39 [
"bid" => "B00806954"
"academId" => "31455"
"slug" => "ramus-tommaso"
"fullName" => "Tommaso RAMUS"
"lastName" => "RAMUS"
"firstName" => "Tommaso"
"title" => array:2 [
"fr" => "Professeur associé"
"en" => "Associate Professor"
]
"email" => "tommaso.ramus@essec.edu"
"status" => "ACTIF"
"campus" => "Campus de Cergy"
"departments" => []
"phone" => "01 34 43 36 01"
"sites" => []
"facNumber" => "31455"
"externalCvUrl" => "https://faculty.essec.edu/cv/ramus-tommaso/pdf"
"googleScholarUrl" => "https://scholar.google.com/citations?hl=en&user=RMFLIwYAAAAJ&view_op=list_works&authuser=2&gmla=AJsN-F7jz8nost3rqPfB7iRn_Zq-al4vM1X3UadQHzjBVDVOUIwsPPAI2MGK5CqyVnB7sq-2gl7HI9A-MViQB9aHZFJh0Cfm_UYSD91br-g-IahneYJUqh0 
https://scholar.google.com/citations?hl=en&user=RMFLIwYAAAAJ&view_op=list_works&authuser=2&gmla=AJsN "
"facOrcId" => "https://orcid.org/"
"career" => array:5 [
0 => Essec\Faculty\Model\CareerItem {#2234
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2022-09-01"
"endDate" => null
"isInternalPosition" => true
"type" => array:2 [
"fr" => "Positions académiques principales"
"en" => "Full-time academic appointments"
]
"label" => array:2 [
"fr" => "Professeur associé"
"en" => "Associate Professor"
]
"institution" => array:2 [
"fr" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "fr"
+"parent": Essec\Faculty\Model\Profile {#2233}
}
1 => Essec\Faculty\Model\CareerItem {#2238
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2013-09-01"
"endDate" => "2019-10-01"
"isInternalPosition" => true
"type" => array:2 [
"fr" => "Positions académiques principales"
"en" => "Full-time academic appointments"
]
"label" => array:2 [
"fr" => "Professeur assistant"
"en" => "Assistant Professor"
]
"institution" => array:2 [
"fr" => "Catolica Lisbon School of Business & Economics"
"en" => "Catolica Lisbon School of Business & Economics"
]
"country" => array:2 [
"fr" => "Portugal"
"en" => "Portugal"
]
]
+lang: "fr"
+"parent": Essec\Faculty\Model\Profile {#2233}
}
2 => Essec\Faculty\Model\CareerItem {#2232
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2019-10-01"
"endDate" => "2022-08-31"
"isInternalPosition" => true
"type" => array:2 [
"fr" => "Positions académiques principales"
"en" => "Full-time academic appointments"
]
"label" => array:2 [
"fr" => "Professeur associé"
"en" => "Associate Professor"
]
"institution" => array:2 [
"fr" => "Catolica Lisbon School of Business & Economics"
"en" => "Catolica Lisbon School of Business & Economics"
]
"country" => array:2 [
"fr" => "Portugal"
"en" => "Portugal"
]
]
+lang: "fr"
+"parent": Essec\Faculty\Model\Profile {#2233}
}
3 => Essec\Faculty\Model\CareerItem {#2236
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2012-04-01"
"endDate" => "2013-08-31"
"isInternalPosition" => true
"type" => array:2 [
"fr" => "Positions académiques principales"
"en" => "Full-time academic appointments"
]
"label" => array:2 [
"fr" => "Post-Doctorant"
"en" => "Post-Doctorate"
]
"institution" => array:2 [
"fr" => "Iese Business School"
"en" => "Iese Business School"
]
"country" => array:2 [
"fr" => "Espagne"
"en" => "Spain"
]
]
+lang: "fr"
+"parent": Essec\Faculty\Model\Profile {#2233}
}
4 => Essec\Faculty\Model\CareerItem {#2239
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2024-09-01"
"endDate" => "2025-08-31"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Other Academic Appointments"
"fr" => "Autres positions académiques"
]
"label" => array:2 [
"fr" => "Directeur Académique du Msc in Sustainability Transformation"
"en" => "Academic director of the Msc in Sustainability Transformation"
]
"institution" => array:2 [
"fr" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "fr"
+"parent": Essec\Faculty\Model\Profile {#2233}
}
]
"diplomes" => array:1 [
0 => Essec\Faculty\Model\Diplome {#2235
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "2012"
"label" => array:2 [
"en" => "Doctor of Philosophy, Other, Marketing"
"fr" => "Doctor of Philosophy, Autre, Marketing"
]
"institution" => array:2 [
"fr" => "Università degli studi di Bergamo"
"en" => "Università degli studi di Bergamo"
]
"country" => array:2 [
"fr" => "Italie"
"en" => "Italy"
]
]
+lang: "fr"
+"parent": Essec\Faculty\Model\Profile {#2233}
}
]
"bio" => array:2 [
"fr" => null
"en" => null
]
"department" => array:2 [
"fr" => "Droit et environnement de l’entreprise"
"en" => "Public & Private Policy"
]
"industrrySectors" => array:2 [
"fr" => null
"en" => null
]
"researchFields" => array:2 [
"fr" => "Organisations hybrides - Entreprise sociale - Innovation sociale"
"en" => "Hybrid organisations - Social enterprise - Social innovation"
]
"teachingFields" => array:2 [
"fr" => "Développement durable - Développement durable et comptabilité sociale"
"en" => "Sustainable development - Sustainability & Social Accounting"
]
"distinctions" => []
"teaching" => []
"otherActivities" => array:1 [
0 => Essec\Faculty\Model\ExtraActivity {#2237
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2024-06-01"
"endDate" => null
"year" => null
"uuid" => "103"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Membre d'un comité de lecture"
"en" => "Editorial Board Membership"
]
"label" => array:2 [
"fr" => "Membre du comité de lecture - Journal of Business Research"
"en" => "Editorial Board Membdership - Journal of Business Research"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "fr"
+"parent": Essec\Faculty\Model\Profile {#2233}
}
]
"theses" => []
"indexedAt" => "2025-04-21T04:21:23.000Z"
"contributions" => array:16 [
0 => Essec\Faculty\Model\Contribution {#2241
#_index: "academ_contributions"
#_id: "14682"
#_source: array:18 [
"id" => "14682"
"slug" => "14682-leveraging-ethical-claims-for-non-ethical-purposes"
"yearMonth" => "2023-08"
"year" => "2023"
"title" => "Leveraging ethical claims for non-ethical purposes"
"description" => "RAMUS, T., VELMER, S., VACCARO, A. et BRUSONI, S. (2023). Leveraging ethical claims for non-ethical purposes. Dans: 83rd Annual Meeting of the Academy of Management. Boston. RAMUS, T., VELMER, S., VACCARO, A. et BRUSONI, S. (2023). Leveraging ethical claims for non-ethical "
"authors" => array:4 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
]
1 => array:1 [
"name" => "VELMER Silvia"
]
2 => array:1 [
"name" => "VACCARO Antonino"
]
3 => array:1 [
"name" => "BRUSONI Stefano"
]
]
"ouvrage" => "83rd Annual Meeting of the Academy of Management"
"keywords" => []
"updatedAt" => "2024-01-31 01:00:38"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Communications dans une conférence"
"en" => "Presentations at an Academic or Professional conference"
]
"support_type" => array:2 [
"fr" => null
"en" => null
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => ""
"en" => ""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
1 => Essec\Faculty\Model\Contribution {#2243
#_index: "academ_contributions"
#_id: "13098"
#_source: array:18 [
"id" => "13098"
"slug" => "13098-time-matters-how-hybrid-organizations-use-time-to-respond-to-divergent-stakeholder-demands"
"yearMonth" => "2021-03"
"year" => "2021"
"title" => "Time Matters! How hybrid organizations use time to respond to divergent stakeholder demands"
"description" => "RAMUS, T., VACCARO, A. et BERRONE, P. (2021). Time Matters! How hybrid organizations use time to respond to divergent stakeholder demands. <i>Organization Studies</i>, 42(10), pp. 1529-1555. RAMUS, T., VACCARO, A. et BERRONE, P. (2021). Time Matters! How hybrid organizations use time to res "
"authors" => array:3 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
]
1 => array:1 [
"name" => "VACCARO Antonino"
]
2 => array:1 [
"name" => "BERRONE Pascual"
]
]
"ouvrage" => ""
"keywords" => array:5 [
0 => "Hybrid Organizations"
1 => "Stakeholders"
2 => "Substantive Actions"
3 => "Symbolic Actions"
4 => "Time"
]
"updatedAt" => "2023-01-27 01:00:43"
"publicationUrl" => "https://doi.org/10.1177%2F0170840619900341"
"publicationInfo" => array:3 [
"pages" => "1529-1555"
"volume" => "42"
"number" => "10"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Researchers have endeavoured to explore how hybrid organizations navigate conflicting institutional demands. Yet, the role of time has often been neglected. We address this oversight through a longitudinal comparative case study, where we investigate how time and stakeholder engagement shape hybrid organizations’ capacity to secure support from stakeholders adhering to different logics. Grounding our insights in the literatures on hybrid organizations and stakeholder management, we reveal how stakeholder demands that appear to be incompatible when analysed from a short-term perspective can be seen as paradoxical when addressed with a long-term perspective. We also find that the development of this paradoxical perspective is facilitated by stakeholder engagement. Finally, we show that a long-term perspective helps hybrid organizations manage symbolic and substantive actions with the appropriate sequence and timing. Together, this evidence contributes to research by providing a better understanding of temporality and how it influences the effectiveness of organizations in responding to divergent stakeholder demands. Researchers have endeavoured to explore how hybrid organizations navigate conflicting institutional "
"en" => "Researchers have endeavoured to explore how hybrid organizations navigate conflicting institutional demands. Yet, the role of time has often been neglected. We address this oversight through a longitudinal comparative case study, where we investigate how time and stakeholder engagement shape hybrid organizations’ capacity to secure support from stakeholders adhering to different logics. Grounding our insights in the literatures on hybrid organizations and stakeholder management, we reveal how stakeholder demands that appear to be incompatible when analysed from a short-term perspective can be seen as paradoxical when addressed with a long-term perspective. We also find that the development of this paradoxical perspective is facilitated by stakeholder engagement. Finally, we show that a long-term perspective helps hybrid organizations manage symbolic and substantive actions with the appropriate sequence and timing. Together, this evidence contributes to research by providing a better understanding of temporality and how it influences the effectiveness of organizations in responding to divergent stakeholder demands. Researchers have endeavoured to explore how hybrid organizations navigate conflicting institutional "
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
2 => Essec\Faculty\Model\Contribution {#2245
#_index: "academ_contributions"
#_id: "13099"
#_source: array:18 [
"id" => "13099"
"slug" => "13099-social-innovation-and-social-enterprises-toward-a-holistic-perspective"
"yearMonth" => "2022-06"
"year" => "2022"
"title" => "Social Innovation and Social Enterprises: Toward a Holistic Perspective"
"description" => "VACCARO, A. et RAMUS, T. [Eds] (2022). <i>Social Innovation and Social Enterprises: Toward a Holistic Perspective</i>. 1 ed. Cham: Springer. VACCARO, A. et RAMUS, T. [Eds] (2022). <i>Social Innovation and Social Enterprises: Toward a Holisti "
"authors" => array:2 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
]
1 => array:1 [
"name" => "VACCARO Antonino"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-08-22 14:19:07"
"publicationUrl" => "https://link.springer.com/book/10.1007/978-3-030-96596-9"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Direction d'ouvrage"
"en" => "Book editor"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
This book brings together contributions of the most established researchers in the field of social innovation and entrepreneurship. It addresses questions such as; What is social innovation? What is social enterprise? and many more!\n This book brings together contributions of the most established researchers in the field of social i
And provides a critical analysis of the challenges and opportunities associated with social enterprises and innovation. And provides a critical analysis of the challenges and opportunities associated with social enterpri
"""
"en" => """
This book brings together contributions of the most established researchers in the field of social innovation and entrepreneurship. It addresses questions such as; What is social innovation? What is social enterprise? and many more!\n This book brings together contributions of the most established researchers in the field of social i
And provides a critical analysis of the challenges and opportunities associated with social enterprises and innovation. And provides a critical analysis of the challenges and opportunities associated with social enterpri
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
3 => Essec\Faculty\Model\Contribution {#2242
#_index: "academ_contributions"
#_id: "13101"
#_source: array:18 [
"id" => "13101"
"slug" => "13101-the-bright-side-of-hybridity-exploring-how-social-enterprises-manage-and-leverage-their-hybrid-nature 13101-the-bright-side-of-hybridity-exploring-how-social-enterprises-manage-and-leverage-their-hybrid "
"yearMonth" => "2019-05"
"year" => "2019"
"title" => "The bright side of hybridity: Exploring how social enterprises manage and leverage their hybrid nature. The bright side of hybridity: Exploring how social enterprises manage and leverage their hybrid nat "
"description" => "MONGELLI, L., RULLANI, F., RAMUS, T. et RIMAC, T. (2019). The bright side of hybridity: Exploring how social enterprises manage and leverage their hybrid nature. <i>Journal of Business Ethics</i>, 159, pp. 301-305. MONGELLI, L., RULLANI, F., RAMUS, T. et RIMAC, T. (2019). The bright side of hybridity: Exploring ho "
"authors" => array:4 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
]
1 => array:1 [
"name" => "MONGELLI Luca"
]
2 => array:1 [
"name" => "RULLANI Francesco"
]
3 => array:1 [
"name" => "RIMAC Tomislav"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2022-09-05 12:02:20"
"publicationUrl" => "https://doi.org/10.1007/s10551-018-4050-8"
"publicationInfo" => array:3 [
"pages" => "301-305"
"volume" => "159"
"number" => ""
]
"type" => array:2 [
"fr" => "Préfaces / Introductions de revue"
"en" => "Prefaces of a journal"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The Journal of Business Ethics has been at the forefront of this debate with its 2012 special issue “Social Entrepreneurship in Theory and Practice” (Pless 2012), which proposed a very pragmatic perspective focusing on the most practical constituencies of social entrepreneurship. Building on this ground, in 2016 a second special issue—“Social Entrepreneurship and Business Ethics: Does Social Equal Ethical?” (Chell et al. 2016)—has opened a new, interesting research route focused more specifically on the ethical challenges faced by social enterprises (André and Pache 2016; Chell et al. 2016) and social entrepreneurs (Bacq et al. 2016; Dey and Steyaert 2014; Smith et al. 2016). The Journal of Business Ethics has been at the forefront of this debate with its 2012 special issue "
"en" => "The Journal of Business Ethics has been at the forefront of this debate with its 2012 special issue “Social Entrepreneurship in Theory and Practice” (Pless 2012), which proposed a very pragmatic perspective focusing on the most practical constituencies of social entrepreneurship. Building on this ground, in 2016 a second special issue—“Social Entrepreneurship and Business Ethics: Does Social Equal Ethical?” (Chell et al. 2016)—has opened a new, interesting research route focused more specifically on the ethical challenges faced by social enterprises (André and Pache 2016; Chell et al. 2016) and social entrepreneurs (Bacq et al. 2016; Dey and Steyaert 2014; Smith et al. 2016). The Journal of Business Ethics has been at the forefront of this debate with its 2012 special issue "
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
4 => Essec\Faculty\Model\Contribution {#2246
#_index: "academ_contributions"
#_id: "13100"
#_source: array:18 [
"id" => "13100"
"slug" => "13100-shift-in-hybridity-in-response-to-environmental-complexity-the-transformation-of-the-italian-guardia-di-finanza 13100-shift-in-hybridity-in-response-to-environmental-complexity-the-transformation-of-the-italian-g "
"yearMonth" => "2021-05"
"year" => "2021"
"title" => "Shift in hybridity in response to environmental complexity: The transformation of the Italian Guardia di Finanza Shift in hybridity in response to environmental complexity: The transformation of the Italian Guard "
"description" => "RAMUS, T., VERSARI, P., ANTONINO, V. et BRUSONI, S. (2021). Shift in hybridity in response to environmental complexity: The transformation of the Italian Guardia di Finanza. <i>Research in the Sociology of Organizations</i>, 69, pp. 211-236. RAMUS, T., VERSARI, P., ANTONINO, V. et BRUSONI, S. (2021). Shift in hybridity in response to enviro "
"authors" => array:4 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
]
1 => array:1 [
"name" => "VERSARI Pietro"
]
2 => array:1 [
"name" => "ANTONINO Vaccaro"
]
3 => array:1 [
"name" => "BRUSONI Stefano"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Environmental complexity"
1 => "integrated horizontal competence extension"
]
"updatedAt" => "2023-01-27 01:00:43"
"publicationUrl" => "https://www.emerald.com/insight/content/doi/10.1108/S0733-558X20200000069010/full/html"
"publicationInfo" => array:3 [
"pages" => "211-236"
"volume" => "69"
"number" => ""
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "A key challenge for hybrid organizations is managing to recombine the different institutional logics they incorporate while navigating complex, fast-changing environments. To examine how hybrids address this issue, the authors analyze the evolution of the Italian fiscal police – the Guardia di Finanza – from its foundation in 1862. Building on this unique case of a fiscal law enforcement agency that incorporates public fiscal and military logics, the authors propose that hybrid organizations can integrate the different logics they incorporate on the basis of four mechanisms. The mechanisms of upward and downward vertical integration trigger the integration of different logics throughout the entire organization. Integrated horizontal task extension and integrated horizontal competency extension enable an organization to manage a broader range of tasks while it develops the competencies that environmental complexity demands. These four mechanisms interact and, when properly managed, reinforce each other. With this chapter, the authors contribute to research on the processual nature of organizational hybridity and to broader research on the role of structures and competencies in dealing with environmental complexity. A key challenge for hybrid organizations is managing to recombine the different institutional logics "
"en" => "A key challenge for hybrid organizations is managing to recombine the different institutional logics they incorporate while navigating complex, fast-changing environments. To examine how hybrids address this issue, the authors analyze the evolution of the Italian fiscal police – the Guardia di Finanza – from its foundation in 1862. Building on this unique case of a fiscal law enforcement agency that incorporates public fiscal and military logics, the authors propose that hybrid organizations can integrate the different logics they incorporate on the basis of four mechanisms. The mechanisms of upward and downward vertical integration trigger the integration of different logics throughout the entire organization. Integrated horizontal task extension and integrated horizontal competency extension enable an organization to manage a broader range of tasks while it develops the competencies that environmental complexity demands. These four mechanisms interact and, when properly managed, reinforce each other. With this chapter, the authors contribute to research on the processual nature of organizational hybridity and to broader research on the role of structures and competencies in dealing with environmental complexity. A key challenge for hybrid organizations is managing to recombine the different institutional logics "
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
5 => Essec\Faculty\Model\Contribution {#2240
#_index: "academ_contributions"
#_id: "13102"
#_source: array:18 [
"id" => "13102"
"slug" => "13102-from-protest-to-product-strategic-frame-brokerage-in-a-commercial-social-movement-organization"
"yearMonth" => "2018-11"
"year" => "2018"
"title" => "From protest to product: Strategic frame Brokerage in a commercial social movement organization"
"description" => "LEE, M., RAMUS, T. et ANTONINO, V. (2018). From protest to product: Strategic frame Brokerage in a commercial social movement organization. <i>Academy of Management Journal</i>, 61(6), pp. 2130-2158. LEE, M., RAMUS, T. et ANTONINO, V. (2018). From protest to product: Strategic frame Brokerage in a c "
"authors" => array:3 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
]
1 => array:1 [
"name" => "LEE Matthew"
]
2 => array:1 [
"name" => "ANTONINO Vaccaro"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 01:00:43"
"publicationUrl" => "https://doi.org/10.5465/amj.2016.0223"
"publicationInfo" => array:3 [
"pages" => "2130-2158"
"volume" => "61"
"number" => "6"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Social movement organizations that engage directly in commercial activities face the particular challenge of mobilizing movement activists and commercial actors simultaneously. In a seven-year case study of a Sicilian anti-racket social movement organization that uses commercial activities to combat Mafia racketeering, we show how strategic framing enables such dual mobilization. Our findings show that original anti-racket social movement frames were modified through a process of strategic frame brokerage that incorporated, through interaction, the distributed interpretations of tourists, tourism service providers, and anti-racket activists. As a result of this process, original social movement frames were retained, transformed, or managed through selective referral. We discuss the implications of our findings for research on processes of frame development, social enterprise, and commercialization as a “mobilizing technology” for social movements. Social movement organizations that engage directly in commercial activities face the particular chal "
"en" => "Social movement organizations that engage directly in commercial activities face the particular challenge of mobilizing movement activists and commercial actors simultaneously. In a seven-year case study of a Sicilian anti-racket social movement organization that uses commercial activities to combat Mafia racketeering, we show how strategic framing enables such dual mobilization. Our findings show that original anti-racket social movement frames were modified through a process of strategic frame brokerage that incorporated, through interaction, the distributed interpretations of tourists, tourism service providers, and anti-racket activists. As a result of this process, original social movement frames were retained, transformed, or managed through selective referral. We discuss the implications of our findings for research on processes of frame development, social enterprise, and commercialization as a “mobilizing technology” for social movements. Social movement organizations that engage directly in commercial activities face the particular chal "
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
6 => Essec\Faculty\Model\Contribution {#2244
#_index: "academ_contributions"
#_id: "13103"
#_source: array:18 [
"id" => "13103"
"slug" => "13103-social-or-commercial-innovation-strategies-in-social-enterprises-at-times-of-turbulence"
"yearMonth" => "2018-05"
"year" => "2018"
"title" => "Social or commercial? Innovation strategies in social enterprises at times of turbulence"
"description" => "RAMUS, T., LA CARA, B., ANTONINO, V. et BRUSONI, S. (2018). Social or commercial? Innovation strategies in social enterprises at times of turbulence. <i>Business Ethics Quarterly</i>, 28, pp. 463-492. RAMUS, T., LA CARA, B., ANTONINO, V. et BRUSONI, S. (2018). Social or commercial? Innovation strateg "
"authors" => array:4 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
]
1 => array:1 [
"name" => "LA CARA Barbara"
]
2 => array:1 [
"name" => "ANTONINO Vaccaro"
]
3 => array:1 [
"name" => "BRUSONI Stefano"
]
]
"ouvrage" => ""
"keywords" => array:6 [
0 => "social enterprises"
1 => "innovation strategy"
2 => "social performance"
3 => "commercial"
4 => "performance"
5 => "mission drift"
]
"updatedAt" => "2023-01-27 01:00:43"
"publicationUrl" => "https://www.cambridge.org/core/journals/business-ethics-quarterly/article/social-or-commercial-innovation-strategies-in-social-enterprises-at-times-of-turbulence/ECD9D8F12BA1DC9B5620232AAEB3FDA5 https://www.cambridge.org/core/journals/business-ethics-quarterly/article/social-or-commercial-innov "
"publicationInfo" => array:3 [
"pages" => "463-492"
"volume" => "28"
"number" => ""
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "In this study, we investigate how different internal and external stakeholders influence the innovation strategy of a social enterprise to adopt product, process, and partnership innovations that impact either social or commercial performance. Relying on survey data from a sample of work integration social enterprises, we find that in situations of turbulence, administrative leaders do not significantly influence the innovation strategy of a social enterprise. Instead, board members and external stakeholders seem to play a role. Our study contributes to strategic and business ethics research on social enterprises and, more broadly, to the literature that explores how business organizations combine social value creation and wealth generation. In this study, we investigate how different internal and external stakeholders influence the innovat "
"en" => "In this study, we investigate how different internal and external stakeholders influence the innovation strategy of a social enterprise to adopt product, process, and partnership innovations that impact either social or commercial performance. Relying on survey data from a sample of work integration social enterprises, we find that in situations of turbulence, administrative leaders do not significantly influence the innovation strategy of a social enterprise. Instead, board members and external stakeholders seem to play a role. Our study contributes to strategic and business ethics research on social enterprises and, more broadly, to the literature that explores how business organizations combine social value creation and wealth generation. In this study, we investigate how different internal and external stakeholders influence the innovat "
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
7 => Essec\Faculty\Model\Contribution {#2247
#_index: "academ_contributions"
#_id: "13104"
#_source: array:18 [
"id" => "13104"
"slug" => "13104-institutional-complexity-in-turbulent-times-formalization-collaboration-and-the-emergence-of-blended-logics 13104-institutional-complexity-in-turbulent-times-formalization-collaboration-and-the-emergence-of-b "
"yearMonth" => "2017-01"
"year" => "2017"
"title" => "Institutional complexity in turbulent times: formalization, collaboration, and the emergence of blended logics. Institutional complexity in turbulent times: formalization, collaboration, and the emergence of ble "
"description" => "RAMUS, T., ANTONINO, V. et BRUSONI, S. (2017). Institutional complexity in turbulent times: formalization, collaboration, and the emergence of blended logics. <i>Academy of Management Journal</i>, 60(4), pp. 1253-1284. RAMUS, T., ANTONINO, V. et BRUSONI, S. (2017). Institutional complexity in turbulent times: formaliz "
"authors" => array:3 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
]
1 => array:1 [
"name" => "ANTONINO Vaccaro"
]
2 => array:1 [
"name" => "BRUSONI Stefano"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 01:00:43"
"publicationUrl" => "https://doi.org/10.5465/amj.2015.0394"
"publicationInfo" => array:3 [
"pages" => "1253-1284"
"volume" => "60"
"number" => "4"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This paper explores how organizations dealing with institutional complexity manage internal tensions triggered by environmental turbulence. Based on a longitudinal, comparative study, we extend previous research that has identified collaboration and formalization as possible mechanisms to reconcile organizational tensions in such situations. We show that neither of these mechanisms is sufficient in itself to resolve tensions. Rather, it is the structured interaction between collaboration and formalization that allows organizations to successfully blend logics and reconcile their conflicting demands. On the basis of our findings, we develop a process model that explains how organizations change in response to environmental turbulence. This paper explores how organizations dealing with institutional complexity manage internal tensions "
"en" => "This paper explores how organizations dealing with institutional complexity manage internal tensions triggered by environmental turbulence. Based on a longitudinal, comparative study, we extend previous research that has identified collaboration and formalization as possible mechanisms to reconcile organizational tensions in such situations. We show that neither of these mechanisms is sufficient in itself to resolve tensions. Rather, it is the structured interaction between collaboration and formalization that allows organizations to successfully blend logics and reconcile their conflicting demands. On the basis of our findings, we develop a process model that explains how organizations change in response to environmental turbulence. This paper explores how organizations dealing with institutional complexity manage internal tensions "
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
8 => Essec\Faculty\Model\Contribution {#2248
#_index: "academ_contributions"
#_id: "13105"
#_source: array:18 [
"id" => "13105"
"slug" => "13105-stakeholders-matter-how-partners-can-support-organizational-responses-to-mission-drift"
"yearMonth" => "2017-02"
"year" => "2017"
"title" => "Stakeholders matter: How partners can support organizational responses to mission drift"
"description" => "RAMUS, T. et ANTONINO, V. (2017). Stakeholders matter: How partners can support organizational responses to mission drift. <i>Journal of Business Ethics</i>, 143(2), pp. 307-322. RAMUS, T. et ANTONINO, V. (2017). Stakeholders matter: How partners can support organizational respo "
"authors" => array:2 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
]
1 => array:1 [
"name" => "ANTONINO Vaccaro"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "mission draft"
1 => "social accounting"
]
"updatedAt" => "2023-01-27 01:00:43"
"publicationUrl" => "https://www.jstor.org/stable/44253115"
"publicationInfo" => array:3 [
"pages" => "307-322"
"volume" => "143"
"number" => "2"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This study explores social enterprises' strategies for addressing mission drift. Relying on an inductive comparative case study of two Italian social enterprises, we show how stakeholder engagement combined with social accounting can successfully support a social venture to rebalance its positioning between wealth generation and social value creation. Indeed, stakeholder engagement helps the internal actors of a social enterprise to rationalize and embody pro-social values previously abandoned, while social accounting reinforces this embodiment process by showing the reintroduced social commitment of the social enterprise to external audiences. Conversely, strategies focused only on social accounting and without significant engagement of external stakeholders prove to be unsuccessful in counterbalancing mission drift because they fail to activate the necessary process of internal re-introduction and operationalization of pro-social values and objectives. This study explores social enterprises' strategies for addressing mission drift. Relying on an induc "
"en" => "This study explores social enterprises' strategies for addressing mission drift. Relying on an inductive comparative case study of two Italian social enterprises, we show how stakeholder engagement combined with social accounting can successfully support a social venture to rebalance its positioning between wealth generation and social value creation. Indeed, stakeholder engagement helps the internal actors of a social enterprise to rationalize and embody pro-social values previously abandoned, while social accounting reinforces this embodiment process by showing the reintroduced social commitment of the social enterprise to external audiences. Conversely, strategies focused only on social accounting and without significant engagement of external stakeholders prove to be unsuccessful in counterbalancing mission drift because they fail to activate the necessary process of internal re-introduction and operationalization of pro-social values and objectives. This study explores social enterprises' strategies for addressing mission drift. Relying on an induc "
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
9 => Essec\Faculty\Model\Contribution {#2249
#_index: "academ_contributions"
#_id: "13106"
#_source: array:18 [
"id" => "13106"
"slug" => "13106-the-italian-economia-aziendale-and-catholic-social-teaching-how-to-apply-the-common-good-principle-at-the-managerial-level 13106-the-italian-economia-aziendale-and-catholic-social-teaching-how-to-apply-the-common-good-princ "
"yearMonth" => "2012-02"
"year" => "2012"
"title" => "The Italian Economia Aziendale and Catholic Social Teaching: How to Apply the Common Good Principle at the managerial level The Italian Economia Aziendale and Catholic Social Teaching: How to Apply the Common Good Principle "
"description" => "COSTA, E. et RAMUS, T. (2012). The Italian Economia Aziendale and Catholic Social Teaching: How to Apply the Common Good Principle at the managerial level. <i>Journal of Business Ethics</i>, 106(1), pp. 103-116. COSTA, E. et RAMUS, T. (2012). The Italian Economia Aziendale and Catholic Social Teaching: How to A "
"authors" => array:2 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
]
1 => array:1 [
"name" => "COSTA Ericka"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 01:00:43"
"publicationUrl" => "https://doi.org/10.1007/s10551-011-1056-x"
"publicationInfo" => array:3 [
"pages" => "103-116"
"volume" => "106"
"number" => "1"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The ongoing global economic and financial crisis has exposed the risks of considering market and business organizations only as instruments for creating economic wealth while paying little heed to their role in ethics and values. Catholic Social Teaching (CST) could provide a useful contribution in rethinking the role of values in business organizations and markets because CST puts forward an anthropological view that involves thinking of the marketplace as a community of persons with the aim of participating in the Common Good (CG) of society. In the light of the CST tradition, and in particular Caritas in Veritate, this article investigates the thinking of some of the historical scholars of the Italian Economia Aziendale (EA), by focusing on the concept of azienda, in order to reinterpret in a more humanistic way the role of business organizations in society. By linking CST and EA, the dichotomy between for-profit and not-for-profit organizations and the stereotype of the so-called business amorality that has, for a long time, driven business managers can be transcended. The conclusions imply a forward-looking application of the ethical concepts embedded in the Italian science of EA. The ongoing global economic and financial crisis has exposed the risks of considering market and bus "
"en" => "The ongoing global economic and financial crisis has exposed the risks of considering market and business organizations only as instruments for creating economic wealth while paying little heed to their role in ethics and values. Catholic Social Teaching (CST) could provide a useful contribution in rethinking the role of values in business organizations and markets because CST puts forward an anthropological view that involves thinking of the marketplace as a community of persons with the aim of participating in the Common Good (CG) of society. In the light of the CST tradition, and in particular Caritas in Veritate, this article investigates the thinking of some of the historical scholars of the Italian Economia Aziendale (EA), by focusing on the concept of azienda, in order to reinterpret in a more humanistic way the role of business organizations in society. By linking CST and EA, the dichotomy between for-profit and not-for-profit organizations and the stereotype of the so-called business amorality that has, for a long time, driven business managers can be transcended. The conclusions imply a forward-looking application of the ethical concepts embedded in the Italian science of EA. The ongoing global economic and financial crisis has exposed the risks of considering market and bus "
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
10 => Essec\Faculty\Model\Contribution {#2250
#_index: "academ_contributions"
#_id: "13107"
#_source: array:18 [
"id" => "13107"
"slug" => "13107-accountability-as-a-managerial-tool-in-non-profit-organizations-evidence-from-italian-csvs"
"yearMonth" => "2011-05"
"year" => "2011"
"title" => "Accountability as a managerial tool in non-profit organizations: Evidence from Italian CSVs"
"description" => "RAMUS, T., COSTA, E. et ANDREAUS, M. (2011). Accountability as a managerial tool in non-profit organizations: Evidence from Italian CSVs. <i>Voluntas</i>, 22(3), pp. 470-493. RAMUS, T., COSTA, E. et ANDREAUS, M. (2011). Accountability as a managerial tool in non-profit organ "
"authors" => array:3 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
]
1 => array:1 [
"name" => "COSTA Ericka"
]
2 => array:1 [
"name" => "ANDREAUS Michele"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 01:00:43"
"publicationUrl" => "https://www.jstor.org/stable/41307819"
"publicationInfo" => array:3 [
"pages" => "470-493"
"volume" => "22"
"number" => "3"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The long-term performance of NPOs is based on their ability to link and maximize social value as defined in their mission. This involves legitimacy obtained from stakeholders influenced by and influencing NPO activities, and their operational capacity or economic efficiency. Thus, NPOs have to utilize multiple level accountability systems which should be compatible with their multiple objectives and stakeholders' claims. The accountability system of an NPO should focus on its operational capacity, because in order to maximize its efficiency, an NPO has to measure its resource use, cost structure, and financial structure. Legitimacy obtained from stakeholders is also integral. The long-term performance of NPOs is based on their ability to link and maximize social value as def "
"en" => "The long-term performance of NPOs is based on their ability to link and maximize social value as defined in their mission. This involves legitimacy obtained from stakeholders influenced by and influencing NPO activities, and their operational capacity or economic efficiency. Thus, NPOs have to utilize multiple level accountability systems which should be compatible with their multiple objectives and stakeholders' claims. The accountability system of an NPO should focus on its operational capacity, because in order to maximize its efficiency, an NPO has to measure its resource use, cost structure, and financial structure. Legitimacy obtained from stakeholders is also integral. The long-term performance of NPOs is based on their ability to link and maximize social value as def "
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
11 => Essec\Faculty\Model\Contribution {#2251
#_index: "academ_contributions"
#_id: "13155"
#_source: array:18 [
"id" => "13155"
"slug" => "13155-coordinated-enactment-how-organizational-departments-work-together-to-implement-csr"
"yearMonth" => "2023-04"
"year" => "2023"
"title" => "Coordinated Enactment: How Organizational Departments Work Together to Implement CSR"
"description" => "RISI, D., WICKERT, C. et RAMUS, T. (2023). Coordinated Enactment: How Organizational Departments Work Together to Implement CSR. <i>Business and Society</i>, 62(4), pp. 745-786. RISI, D., WICKERT, C. et RAMUS, T. (2023). Coordinated Enactment: How Organizational Departments Wor "
"authors" => array:3 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
]
1 => array:1 [
"name" => "RISI David"
]
2 => array:1 [
"name" => "WICKERT Christopher"
]
]
"ouvrage" => ""
"keywords" => array:5 [
0 => "corporate social responsibility (CSR)"
1 => "CSR departments"
2 => """
functional\n
departments
"""
3 => "implementation"
4 => "qualitative research"
]
"updatedAt" => "2024-09-27 16:23:12"
"publicationUrl" => "https://doi.org/10.1177/00076503221110213"
"publicationInfo" => array:3 [
"pages" => "745-786"
"volume" => "62"
"number" => "4"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
Research on the implementation of corporate social responsibility (CSR)\n
has revealed the critical role of CSR departments vis-à-vis functional\n
departments. While both CSR and functional departments influence\n
CSR implementation, the question of how they work together remains\n
underexamined. We address this question by mobilizing and merging\n
two complementary yet separate perspectives on CSR implementation:\n
“coordination” and “enactment.” Building on a comparative case study\n
involving seven large Swiss financial institutions that have established CSR\n
departments and implemented CSR to varying extents, we inductively derive\n
six courses of actions conducing to CSR implementation, involving both\n
coordination and enactment. We distinguish between four courses of actions\n
in the CSR departments (centralizing, coalescing, orchestrating, and consulting)\n
and two courses of actions in the functional departments (decentralizing\n
and tailoring). As our data suggest that coordination and enactment work\n
in tandem, we capture these insights in a model of CSR implementation\n
as coordinated enactment. Our research contributes to the literature by\n
explaining how CSR departments and functional departments enact and\n
simultaneously coordinate CSR at a particular implementation stage, thus\n
illuminating how and why the variance in CSR implementation occurs.
"""
"en" => """
Research on the implementation of corporate social responsibility (CSR)\n
has revealed the critical role of CSR departments vis-à-vis functional\n
departments. While both CSR and functional departments influence\n
CSR implementation, the question of how they work together remains\n
underexamined. We address this question by mobilizing and merging\n
two complementary yet separate perspectives on CSR implementation:\n
“coordination” and “enactment.” Building on a comparative case study\n
involving seven large Swiss financial institutions that have established CSR\n
departments and implemented CSR to varying extents, we inductively derive\n
six courses of actions conducing to CSR implementation, involving both\n
coordination and enactment. We distinguish between four courses of actions\n
in the CSR departments (centralizing, coalescing, orchestrating, and consulting)\n
and two courses of actions in the functional departments (decentralizing\n
and tailoring). As our data suggest that coordination and enactment work\n
in tandem, we capture these insights in a model of CSR implementation\n
as coordinated enactment. Our research contributes to the literature by\n
explaining how CSR departments and functional departments enact and\n
simultaneously coordinate CSR at a particular implementation stage, thus\n
illuminating how and why the variance in CSR implementation occurs.
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
12 => Essec\Faculty\Model\Contribution {#2252
#_index: "academ_contributions"
#_id: "13369"
#_source: array:18 [
"id" => "13369"
"slug" => "13369-what-a-mature-csr-team-looks-like"
"yearMonth" => "2022-11"
"year" => "2022"
"title" => "What a Mature CSR Team Looks Like"
"description" => "WICKERT, C., RISI, D. et RAMUS, T. (2022). What a Mature CSR Team Looks Like. <i>Harvard Business Review</i>, (November 2022). WICKERT, C., RISI, D. et RAMUS, T. (2022). What a Mature CSR Team Looks Like. <i>Harvard Business Re "
"authors" => array:3 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
]
1 => array:1 [
"name" => "WICKERT Christopher"
]
2 => array:1 [
"name" => "RISI David"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2024-10-31 13:51:19"
"publicationUrl" => "https://hbr.org/2022/11/what-a-mature-csr-team-looks-like"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => "November 2022"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "s climate change, social inequities, and other critical issues grow ever more urgent, many companies have built dedicated departments focused on corporate social responsibility (CSR). But while this is an important first step, the authors’ new research suggests that organizations with the most mature CSR programs are often actually those with the smallest CSR departments. Based on an in-depth analysis of several Swiss firms as well as a review of prior research on CSR implementation, they identify a three-phase process through which many companies progress as their CSR operations advance from high-level vision to on-the-ground impact: A nascent stage in which the CSR department centralizes and coalesces, an intermediate stage in which it decentralizes and orchestrates, and a final stage in which it retreats and consults. Through this process, resources shift from the central CSR team out into functional units, meaning that the size and budget of the CSR department is often a poor indicator of the maturity of its CSR execution. To paint an accurate picture of a company’s performance — and to identify opportunities for improvement — the authors ultimately suggest that it’s essential to recognize these nuances and calibrate expectations and evaluations accordingly. s climate change, social inequities, and other critical issues grow ever more urgent, many companies "
"en" => "s climate change, social inequities, and other critical issues grow ever more urgent, many companies have built dedicated departments focused on corporate social responsibility (CSR). But while this is an important first step, the authors’ new research suggests that organizations with the most mature CSR programs are often actually those with the smallest CSR departments. Based on an in-depth analysis of several Swiss firms as well as a review of prior research on CSR implementation, they identify a three-phase process through which many companies progress as their CSR operations advance from high-level vision to on-the-ground impact: A nascent stage in which the CSR department centralizes and coalesces, an intermediate stage in which it decentralizes and orchestrates, and a final stage in which it retreats and consults. Through this process, resources shift from the central CSR team out into functional units, meaning that the size and budget of the CSR department is often a poor indicator of the maturity of its CSR execution. To paint an accurate picture of a company’s performance — and to identify opportunities for improvement — the authors ultimately suggest that it’s essential to recognize these nuances and calibrate expectations and evaluations accordingly. s climate change, social inequities, and other critical issues grow ever more urgent, many companies "
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
13 => Essec\Faculty\Model\Contribution {#2253
#_index: "academ_contributions"
#_id: "14683"
#_source: array:18 [
"id" => "14683"
"slug" => "14683-union-with-divergent-goals-how-collaborations-unfolds-if-partners-are-driven-by-heterogeneous-logics 14683-union-with-divergent-goals-how-collaborations-unfolds-if-partners-are-driven-by-heterogeneous- "
"yearMonth" => "2023-08"
"year" => "2023"
"title" => "Union with divergent goals: How collaborations unfolds if partners are driven by heterogeneous logics Union with divergent goals: How collaborations unfolds if partners are driven by heterogeneous logic "
"description" => "RAMUS, T., VELMER, S., VACCARO, A. et BRUSONI, S. (2023). Union with divergent goals: How collaborations unfolds if partners are driven by heterogeneous logics. Dans: 83rd Annual Meeting of the Academy of Management. Boston. RAMUS, T., VELMER, S., VACCARO, A. et BRUSONI, S. (2023). Union with divergent goals: How collaborat "
"authors" => array:4 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
]
1 => array:1 [
"name" => "VELMER Silvia"
]
2 => array:1 [
"name" => "VACCARO Antonino"
]
3 => array:1 [
"name" => "BRUSONI Stefano"
]
]
"ouvrage" => "83rd Annual Meeting of the Academy of Management"
"keywords" => []
"updatedAt" => "2024-03-20 16:25:09"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Communications dans une conférence"
"en" => "Presentations at an Academic or Professional conference"
]
"support_type" => array:2 [
"fr" => null
"en" => null
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => ""
"en" => ""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
14 => Essec\Faculty\Model\Contribution {#2254
#_index: "academ_contributions"
#_id: "14995"
#_source: array:18 [
"id" => "14995"
"slug" => "14995-when-social-innovations-foster-integral-human-development-evidence-from-the-impact-of-theatrical-activities-on-prison-inmates-social-skills 14995-when-social-innovations-foster-integral-human-development-evidence-from-the-impact-of-theatric "
"yearMonth" => "2025-02"
"year" => "2025"
"title" => "When Social Innovations Foster Integral Human Development: Evidence from the Impact of Theatrical Activities on Prison Inmates’ Social Skills When Social Innovations Foster Integral Human Development: Evidence from the Impact of Theatrical Ac "
"description" => "RAMUS, T., CASTELLANETA, F., GIORDANO, F. et PERRINI, F. (2025). When Social Innovations Foster Integral Human Development: Evidence from the Impact of Theatrical Activities on Prison Inmates’ Social Skills. <i>Journal of Business Ethics</i>, 197, pp. 465-487. RAMUS, T., CASTELLANETA, F., GIORDANO, F. et PERRINI, F. (2025). When Social Innovations Foster Inte "
"authors" => array:4 [
0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
"slug" => "ramus-tommaso"
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1 => array:1 [
"name" => "Castellaneta Francesco"
]
2 => array:1 [
"name" => "Giordano Filippo"
]
3 => array:1 [
"name" => "Perrini Francesco"
]
]
"ouvrage" => ""
"keywords" => array:4 [
0 => "Virtue ethics"
1 => "Humanistic personalis"
2 => "Integral human development"
3 => "Social innovation"
]
"updatedAt" => "2025-03-24 16:26:07"
"publicationUrl" => "https://doi.org/10.1007/s10551-024-05766-0"
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"pages" => "465-487"
"volume" => "197"
"number" => ""
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
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"support_type" => array:2 [
"fr" => "Revue scientifique"
"en" => "Scientific journal"
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"fr" => null
"en" => null
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"abstract" => array:2 [
"fr" => "We build on scholarly work on social innovation and social psychology to contribute to research on integral human development. This research stream builds on the ethical principles of virtue ethics and humanistic personalism to claim that organizations have the role of helping individuals develop through meaningful interaction with others. It also implicitly assumes that any initiative aimed at achieving this purpose and developing the relational dimension of marginalized individuals will have a homogenous and positive impact. We test this assumption by investigating the impact of a social innovation introduced by Opera Prison for inmates, who are a particularly marginalized category. The social innovation we study takes the form of novel theatrical activities that aim at fostering inmates’ social skills—that is, the cognitive and interpersonal abilities that are required for engaging in positive interpersonal interactions. Because participation in theatrical activities is not exogenous in our setting, we adopt an instrumental variable technique to analyze 396 questionnaires from a random sample of 178 inmates. In contrast to the assumption of integral human development, we find that engagement in theatrical activities has a heterogeneous effect, depending on the specific social skills considered and the characteristics of the inmates involved. Based on this evidence, we contribute to problematizing research on integral human development, virtue ethics, and humanistic personalism and imparting it with greater empirical traction. We also advance research on social innovations by clarifying the blurry relationship between social innovations and social impact. We build on scholarly work on social innovation and social psychology to contribute to research on i "
"en" => "We build on scholarly work on social innovation and social psychology to contribute to research on integral human development. This research stream builds on the ethical principles of virtue ethics and humanistic personalism to claim that organizations have the role of helping individuals develop through meaningful interaction with others. It also implicitly assumes that any initiative aimed at achieving this purpose and developing the relational dimension of marginalized individuals will have a homogenous and positive impact. We test this assumption by investigating the impact of a social innovation introduced by Opera Prison for inmates, who are a particularly marginalized category. The social innovation we study takes the form of novel theatrical activities that aim at fostering inmates’ social skills—that is, the cognitive and interpersonal abilities that are required for engaging in positive interpersonal interactions. Because participation in theatrical activities is not exogenous in our setting, we adopt an instrumental variable technique to analyze 396 questionnaires from a random sample of 178 inmates. In contrast to the assumption of integral human development, we find that engagement in theatrical activities has a heterogeneous effect, depending on the specific social skills considered and the characteristics of the inmates involved. Based on this evidence, we contribute to problematizing research on integral human development, virtue ethics, and humanistic personalism and imparting it with greater empirical traction. We also advance research on social innovations by clarifying the blurry relationship between social innovations and social impact. We build on scholarly work on social innovation and social psychology to contribute to research on i "
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
15 => Essec\Faculty\Model\Contribution {#2255
#_index: "academ_contributions"
#_id: "15234"
#_source: array:18 [
"id" => "15234"
"slug" => "15234-opportunity-recognition-and-innovative-solutions-to-societal-challenges-the-case-of-community-cooperatives-in-italy 15234-opportunity-recognition-and-innovative-solutions-to-societal-challenges-the-case-of-community- "
"yearMonth" => "2024-07"
"year" => "2024"
"title" => "Opportunity Recognition and Innovative Solutions to Societal Challenges: The Case of Community Cooperatives in Italy Opportunity Recognition and Innovative Solutions to Societal Challenges: The Case of Community Coope "
"description" => "MAIOLINI, R. et RAMUS, T. (2024). Opportunity Recognition and Innovative Solutions to Societal Challenges: The Case of Community Cooperatives in Italy. Dans: Michael Ambühl, Stefano Brusoni, Anja Niedworok, Martin Gutmann eds. <i>Cooperatives in an Uncertain World - Perspectives from Switzerland and Its Neighbors</i>. 1st ed. Springer International Publishing, pp. 253-275. MAIOLINI, R. et RAMUS, T. (2024). Opportunity Recognition and Innovative Solutions to Societal Chall "
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0 => array:3 [
"name" => "RAMUS Tommaso"
"bid" => "B00806954"
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1 => array:1 [
"name" => "Maiolini Riccardo"
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0 => "Community cooperatives"
1 => "Community empowerment"
2 => "Entrepreneurial opportunity recognition"
3 => "Community-based enterprises"
4 => "Cooperatives in Italy"
]
"updatedAt" => "2025-03-19 13:41:56"
"publicationUrl" => "https://doi.org/10.1007/978-3-031-56200-6_13"
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"number" => ""
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"countries" => array:2 [
"fr" => null
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"fr" => "Community cooperatives are a novel form of community enterprises that have emerged mainly over the last decade, with the aim to tackle the diverse and interconnected societal challenges that are experienced by people living in marginalized and underdeveloped communities in dispersed rural areas or suburban regions of metropolitan cities (Hertel et al., 2019; Peredo & Chrisman, 2006). These challenges encompass reduced business opportunities, social isolation, deterioration of the local cultural and historical heritage, and lack of access to quality education, welfare, and healthcare, among others (Haugh, 2007; Hertel et al., 2021). Community cooperatives are a novel form of community enterprises that have emerged mainly over the l "
"en" => "Community cooperatives are a novel form of community enterprises that have emerged mainly over the last decade, with the aim to tackle the diverse and interconnected societal challenges that are experienced by people living in marginalized and underdeveloped communities in dispersed rural areas or suburban regions of metropolitan cities (Hertel et al., 2019; Peredo & Chrisman, 2006). These challenges encompass reduced business opportunities, social isolation, deterioration of the local cultural and historical heritage, and lack of access to quality education, welfare, and healthcare, among others (Haugh, 2007; Hertel et al., 2021). Community cooperatives are a novel form of community enterprises that have emerged mainly over the l "
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2025-04-21T04:21:40.000Z"
]
+lang: "fr"
+"_type": "_doc"
+"_score": 6.429711
+"parent": null
}
]
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