Essec\Faculty\Model\Profile {#2216
#_id: "B00001502"
#_source: array:40 [
"bid" => "B00001502"
"academId" => "1995"
"slug" => "som-ashok"
"fullName" => "Ashok SOM"
"lastName" => "SOM"
"firstName" => "Ashok"
"title" => array:2 [
"fr" => "Professeur"
"en" => "Professor"
]
"email" => "som@essec.edu"
"status" => "ACTIF"
"campus" => "Campus de Cergy"
"departments" => []
"phone" => "+33 (0)1 34 43 30 73"
"sites" => []
"facNumber" => "1995"
"externalCvUrl" => "https://faculty.essec.edu/en/cv/som-ashok/pdf"
"googleScholarUrl" => "https://scholar.google.com/citations?user=R19i6Z4AAAAJ"
"facOrcId" => "https://orcid.org/0000-0001-8339-2668"
"career" => array:19 [
0 => Essec\Faculty\Model\CareerItem {#2231
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2002-09-01"
"endDate" => "2005-08-31"
"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" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
1 => Essec\Faculty\Model\CareerItem {#2232
#_index: null
#_id: null
#_source: array:7 [
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"endDate" => "2010-08-31"
"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" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
2 => Essec\Faculty\Model\CareerItem {#2233
#_index: null
#_id: null
#_source: array:7 [
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"endDate" => null
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"type" => array:2 [
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"en" => "Professor"
]
"institution" => array:2 [
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"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
3 => Essec\Faculty\Model\CareerItem {#2234
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2005-04-01"
"endDate" => "2005-08-31"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Other Academic Appointments"
"fr" => "Autres positions académiques"
]
"label" => array:2 [
"fr" => "Professeur visitant"
"en" => "Visiting Professor"
]
"institution" => array:2 [
"fr" => "Graduate School of Business Administration, Keio University"
"en" => "Graduate School of Business Administration, Keio University"
]
"country" => array:2 [
"fr" => "Japon"
"en" => "Japan"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
4 => Essec\Faculty\Model\CareerItem {#2235
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2004-04-01"
"endDate" => "2004-04-30"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Other Academic Appointments"
"fr" => "Autres positions académiques"
]
"label" => array:2 [
"fr" => "Professeur visitant, Department of Management Sciences and Decision Making"
"en" => "Visiting Professor, Department of Management Sciences and Decision Making"
]
"institution" => array:2 [
"fr" => "Tamkang University"
"en" => "Tamkang University"
]
"country" => array:2 [
"fr" => "Chine"
"en" => "China"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
5 => Essec\Faculty\Model\CareerItem {#2236
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2003-03-01"
"endDate" => "2003-07-31"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Other Academic Appointments"
"fr" => "Autres positions académiques"
]
"label" => array:2 [
"fr" => "Professeur visitant"
"en" => "Visiting Professor"
]
"institution" => array:2 [
"fr" => "Graduate School of Business Administration, Keio University"
"en" => "Graduate School of Business Administration, Keio University"
]
"country" => array:2 [
"fr" => "Japon"
"en" => "Japan"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
6 => Essec\Faculty\Model\CareerItem {#2237
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2001-08-01"
"endDate" => "2002-08-31"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Other Academic Appointments"
"fr" => "Autres positions académiques"
]
"label" => array:2 [
"fr" => "Professeur visitant"
"en" => "Visiting Professor"
]
"institution" => array:2 [
"fr" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
7 => Essec\Faculty\Model\CareerItem {#2238
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2000-10-01"
"endDate" => "2001-01-31"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Professional appointments"
"fr" => "Positions professionnelles"
]
"label" => array:2 [
"fr" => "Stage, en France dans le département RH et Intégration, Division Ciment."
"en" => "Internship, in France with HR & Integration Department, Cement Division."
]
"institution" => array:2 [
"fr" => "Lafarge"
"en" => "Lafarge"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
8 => Essec\Faculty\Model\CareerItem {#2239
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "1998-04-01"
"endDate" => "1998-06-30"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Professional appointments"
"fr" => "Positions professionnelles"
]
"label" => array:2 [
"fr" => "Emploi estival, en charge du design du système Human Resource Information System (HRIS) pour les bureaux de Mumbai et Delhi."
"en" => "Summer Placement. I was responsible for designing a Human Resource Information System (HRIS) for their offices at Mumbai and Delhi, India"
]
"institution" => array:2 [
"fr" => "STAR TV India"
"en" => "STAR TV India"
]
"country" => array:2 [
"fr" => "Inde"
"en" => "India"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
9 => Essec\Faculty\Model\CareerItem {#2240
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "1995-01-01"
"endDate" => "1996-12-31"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Professional appointments"
"fr" => "Positions professionnelles"
]
"label" => array:2 [
"fr" => "Exécutif, Coordination du Programme & Administration à ZEE Education, une filiale de ZEE Telefilms Ltd."
"en" => "Executive, Program Co-ordination & Administration at ZEE Education, a subsidiary of ZEE Telefilms Ltd., Calcutta and Mumbai, India"
]
"institution" => array:2 [
"fr" => "ZEE Education"
"en" => "ZEE Education"
]
"country" => array:2 [
"fr" => "Inde"
"en" => "India"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
10 => Essec\Faculty\Model\CareerItem {#2241
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "1997-01-01"
"endDate" => "1997-06-01"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Professional appointments"
"fr" => "Positions professionnelles"
]
"label" => array:2 [
"fr" => "Cadre Supérieur, New Business Development"
"en" => "Sr. Executive, New Business Development"
]
"institution" => array:2 [
"fr" => "Globsyn Technologies Ltd."
"en" => "Globsyn Technologies Ltd."
]
"country" => array:2 [
"fr" => "Inde"
"en" => "India"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
11 => Essec\Faculty\Model\CareerItem {#2242
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2019-08-02"
"endDate" => "2020-08-01"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Other Academic Appointments"
"fr" => "Autres positions académiques"
]
"label" => array:2 [
"fr" => "Professeur visitant"
"en" => "Hindustan Unilever Visiting Faculty at IIM Calcutta 2019 - 2020"
]
"institution" => array:2 [
"fr" => "Indian Institute of Management Calcutta"
"en" => "Indian Institute of Management Calcutta"
]
"country" => array:2 [
"fr" => "Inde"
"en" => "India"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
12 => Essec\Faculty\Model\CareerItem {#2243
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2016-03-05"
"endDate" => "2020-04-16"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Other Academic Appointments"
"fr" => "Autres positions académiques"
]
"label" => array:2 [
"fr" => "Directeur académique / Responsable académique"
"en" => "Founding Director of ESSEC-Bocconi Executive Masters in Luxury Management"
]
"institution" => array:2 [
"fr" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
13 => Essec\Faculty\Model\CareerItem {#2244
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2020-09-01"
"endDate" => null
"isInternalPosition" => true
"type" => array:2 [
"en" => "Other Academic Appointments"
"fr" => "Autres positions académiques"
]
"label" => array:2 [
"fr" => "Directeur académique / Responsable académique EMiLUX program"
"en" => "Founding Director of ESSEC-Parsons Executive Masters in Luxury Management"
]
"institution" => array:2 [
"fr" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
14 => Essec\Faculty\Model\CareerItem {#2245
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2010-09-01"
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"isInternalPosition" => true
"type" => array:2 [
"en" => "Other Academic Appointments"
"fr" => "Autres positions académiques"
]
"label" => array:2 [
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"en" => "Visiting Professor"
]
"institution" => array:2 [
"fr" => "Indian Institute of Management Ahmedabad"
"en" => "Indian Institute of Management Ahmedabad"
]
"country" => array:2 [
"fr" => "Inde"
"en" => "India"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
15 => Essec\Faculty\Model\CareerItem {#2246
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2010-01-01"
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]
"label" => array:2 [
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"en" => "Visiting Professor"
]
"institution" => array:2 [
"fr" => "Mannheim Business School"
"en" => "Mannheim Business School"
]
"country" => array:2 [
"fr" => "Allemagne"
"en" => "Germany"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
16 => Essec\Faculty\Model\CareerItem {#2247
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2017-01-01"
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"isInternalPosition" => true
"type" => array:2 [
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"fr" => "Autres positions académiques"
]
"label" => array:2 [
"fr" => "Professeur visitant"
"en" => "Visiting Professor"
]
"institution" => array:2 [
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"en" => "Graduate School of Business Administration, Keio University"
]
"country" => array:2 [
"fr" => "Japon"
"en" => "Japan"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
17 => Essec\Faculty\Model\CareerItem {#2248
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2008-03-01"
"endDate" => "2010-02-28"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Other Academic Appointments"
"fr" => "Autres positions académiques"
]
"label" => array:2 [
"fr" => "Directeur académique / Responsable académique"
"en" => "Director of ESSEC-IIMA Global Management Program on Luxury & Retail Management"
]
"institution" => array:2 [
"fr" => "Indian Institute of Management Ahmedabad"
"en" => "Indian Institute of Management Ahmedabad"
]
"country" => array:2 [
"fr" => "Inde"
"en" => "India"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
18 => Essec\Faculty\Model\CareerItem {#2249
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2009-09-01"
"endDate" => "2013-09-30"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Other Academic Appointments"
"fr" => "Autres positions académiques"
]
"label" => array:2 [
"fr" => "Associate Dean and Director, Global MBA Program"
"en" => "Associate Dean and Director, Global MBA Program"
]
"institution" => array:2 [
"fr" => "ESSEC Business School"
"en" => "ESSEC Business School"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"diplomes" => array:5 [
0 => Essec\Faculty\Model\Diplome {#2218
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "2002"
"label" => array:2 [
"en" => "Ph.D. in Business Management"
"fr" => "Ph.D. en Gestion des Affaires"
]
"institution" => array:2 [
"fr" => "Indian Institute of Management Ahmedabad"
"en" => "Indian Institute of Management Ahmedabad"
]
"country" => array:2 [
"fr" => "Inde"
"en" => "India"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
1 => Essec\Faculty\Model\Diplome {#2220
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "2014"
"label" => array:2 [
"en" => "HDR"
"fr" => "HDR"
]
"institution" => array:2 [
"fr" => "Université Cergy-Pontoise"
"en" => "Université Cergy-Pontoise"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
2 => Essec\Faculty\Model\Diplome {#2217
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "1995"
"label" => array:2 [
"en" => "Master of Technology (M.Tech, Applied Geology)"
"fr" => "Master of Technology (M.Tech, Géologie Appliquée)"
]
"institution" => array:2 [
"fr" => "Indian Institute of Technology (IIT)"
"en" => "Indian Institute of Technology (IIT)"
]
"country" => array:2 [
"fr" => "Inde"
"en" => "India"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
3 => Essec\Faculty\Model\Diplome {#2221
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "1993"
"label" => array:2 [
"en" => "Master of Science (M.Sc, Applied Geology)"
"fr" => "Master of Science (M.Sc, Géologie Appliquée)"
]
"institution" => array:2 [
"fr" => "Indian Institute of Technology (IIT)"
"en" => "Indian Institute of Technology (IIT)"
]
"country" => array:2 [
"fr" => "Inde"
"en" => "India"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
4 => Essec\Faculty\Model\Diplome {#2215
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "1991"
"label" => array:2 [
"en" => "Bachelor of Science (B.Sc)"
"fr" => "Bachelor of Science (B.Sc)"
]
"institution" => array:2 [
"fr" => "Presidency College"
"en" => "Presidency College"
]
"country" => array:2 [
"fr" => "Inde"
"en" => "India"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"bio" => array:2 [
"fr" => null
"en" => """
<p>Ashok Som is full-Professor of the Management Department at ESSEC Business School. He is one of the pioneering thought leaders in designing organizations and an expert in global strategy. He is author of more than 110 cases, articles and books, such as The Road to Luxury: The New Frontiers in Luxury Brand Management (Wiley 2021, 2nd Edition; translated in Mandarin in 2023), T<i>he Road to Luxury: The Evolution, Markets and Strategies of Luxury Brand Management</i> (Wiley, 2015, translated in Mandarin in 2016), <i>International Management: Managing the Global Corporation</i> (McGraw Hill, 2009) and <i>Organization Re-design and Innovative HRM</i> (Oxford University Press, 2008). He holds a PhD in Business Administration from the Indian Institute of Management in Ahmedabad and Habilation from CY University, Paris.</p>\n
\n
<p>For updated details please refer to: <a href="http://www.linkedin.com/in/ashoksom">www.linkedin.com/in/<span style="color:var(--color-text)">ashoksom</span></a></p>\n
\n
<p> </p>\n
"""
]
"department" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"site" => array:2 [
"fr" => ""
"en" => "https://www.linkedin.com/in/ashoksom/"
]
"industrrySectors" => array:2 [
"fr" => "Textile, habillement et luxe - Produits de construction - Automobiles et composants automobiles - Compagnies aériennes"
"en" => "Textiles, Apparel and Luxury Goods - Building Products - Automobiles & Auto Components - Airlines"
]
"researchFields" => array:2 [
"fr" => "Entrepreneuriat - Ressources humaines - Affaires internationales - Gestion - Théorie organisationnelle - Stratégie"
"en" => "Entrepreneurship - Human Resources - International Business - Management - Organizational Theory - Strategy"
]
"teachingFields" => array:2 [
"fr" => "Affaires internationales - Management - Théorie organisationnelle - Stratégie"
"en" => "International Business - Management - Organizational Theory - Strategy"
]
"distinctions" => array:22 [
0 => Essec\Faculty\Model\Distinction {#2250
#_index: null
#_id: null
#_source: array:6 [
"date" => "1991-01-01"
"label" => array:2 [
"fr" => "Bourse d'études nationale, Gouvernement Indien, pour performances exceptionnelles à l'examen annuel B.Sc. III Year Examination."
"en" => "Bourse d'études nationale, Gouvernement Indien, pour performances exceptionnelles à l'examen annuel B.Sc. III Year Examination."
]
"type" => array:2 [
"fr" => "Bourses"
"en" => "Grants"
]
"tri" => " 2 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
1 => Essec\Faculty\Model\Distinction {#2251
#_index: null
#_id: null
#_source: array:6 [
"date" => "2010-02-13"
"label" => array:2 [
"fr" => "Pride of HR Profession Award au World HRD Congress 2010 (Taj Lands End, Mumbai, 11-13 février 2010), pour sa contribution à la discipline des Ressource Humaines (HR)."
"en" => "Pride of HR Profession Award at the World HRD Congress 2010 (Taj Lands End, Mumbai, 11th-13th February, 2010), for his leadership and contribution to the field of Human Resources."
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
2 => Essec\Faculty\Model\Distinction {#2252
#_index: null
#_id: null
#_source: array:6 [
"date" => "2004-10-01"
"label" => array:2 [
"fr" => "Le cas "Carrefour: Conquer of Latin America" a été élu Second Meilleur Cas (Second Best Case) écrit par un rédacteur en dehors des Etats-Unis à la North American Case Research Association Conference"
"en" => "The Case "Carrefour: Conquer of Latin America" was judged the Second Best Case written by a writer from outside the United States in the North American Case Research Association Conference"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => "États-Unis"
"en" => "United States of America"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
3 => Essec\Faculty\Model\Distinction {#2253
#_index: null
#_id: null
#_source: array:6 [
"date" => "1999-04-01"
"label" => array:2 [
"fr" => "A reçu le Best Research Proposal Award (INR 50,000), 1999 par Aditya Birla (India) Center à la London Business School, London, qui a eu lieu à l'Indian Institute of Management, Calcutta. La proposition de sujet de recherche était “Emerging Human Resource Strategies in Response to Organizational Restructuring”."
"en" => "Was given the Best Research Proposal Award (INR 50,000), 1999 by Aditya Birla (India) Center at the London Business School, London, held at Indian Institute of Management, Calcutta. The topic of the research proposal was “Emerging Human Resource Strategies in Response to Organizational Restructuring”."
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
4 => Essec\Faculty\Model\Distinction {#2254
#_index: null
#_id: null
#_source: array:6 [
"date" => "1990-01-01"
"label" => array:2 [
"fr" => "Late Swapan Saha Memorial Prize, pour avoir obtenu la première place à l'examen BSc. Ist Year Examination."
"en" => "Late Swapan Saha Memorial Prize, for securing first position in BSc. Ist Year Examination."
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
5 => Essec\Faculty\Model\Distinction {#2255
#_index: null
#_id: null
#_source: array:6 [
"date" => "1999-05-25"
"label" => array:2 [
"fr" => "Lauréat du 29th McKinsey Wings of Excellence Award à l'International Management Symposium on ‘New Markets, New Technologies, New Skills” à l'Université St. Gallen, Suisse, pour son essai “The Power of Imagination – An Indian Scenario”."
"en" => "Winner of 29th McKinsey Wings of Excellence Award at the International Management Symposium on ‘New Markets, New Technologies, New Skills” at University of St. Gallen, Switzerland for my essay on “The Power of Imagination – An Indian Scenario”.9 -10"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
6 => Essec\Faculty\Model\Distinction {#2256
#_index: null
#_id: null
#_source: array:6 [
"date" => "2014-06-23"
"label" => array:2 [
"fr" => "Prix de la meilleure étude de cas mondiale en Entrepreneuriat de The Case Center, pour son étude "Coach: To Be or not to be Luxury""
"en" => "Best Case Study Award for Entrepreneurship worldwide from The Case Center, for the study "Coach: To Be or not to be Luxury""
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
7 => Essec\Faculty\Model\Distinction {#2257
#_index: null
#_id: null
#_source: array:6 [
"date" => "2018-10-16"
"label" => array:2 [
"fr" => "https://www.thecasecentre.org/educators/casemethod/bestsellingauthors/2017/37-AshokSom"
"en" => "https://www.thecasecentre.org/educators/casemethod/bestsellingauthors/2017/37-AshokSom"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => "Royaume-Uni"
"en" => "United Kingdom"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
8 => Essec\Faculty\Model\Distinction {#2258
#_index: null
#_id: null
#_source: array:6 [
"date" => "2019-10-15"
"label" => array:2 [
"fr" => "https://www.thecasecentre.org/educators/casemethod/bestsellingauthors/2018/35-AshokSom"
"en" => "https://www.thecasecentre.org/educators/casemethod/bestsellingauthors/2018/35-AshokSom"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => "Royaume-Uni"
"en" => "United Kingdom"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
9 => Essec\Faculty\Model\Distinction {#2259
#_index: null
#_id: null
#_source: array:6 [
"date" => "2017-10-16"
"label" => array:2 [
"fr" => "https://www.thecasecentre.org/educators/casemethod/bestsellingauthors/2019/40-AshokSom"
"en" => "https://www.thecasecentre.org/educators/casemethod/bestsellingauthors/2019/40-AshokSom"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => "Royaume-Uni"
"en" => "United Kingdom"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
10 => Essec\Faculty\Model\Distinction {#2260
#_index: null
#_id: null
#_source: array:6 [
"date" => "2009-06-01"
"label" => array:2 [
"fr" => "Winner of EFMD 2008 Case Writing Competition for the Case"
"en" => "Winner of EFMD 2008 Case Writing Competition for the Case"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => "Belgique"
"en" => "Belgium"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
11 => Essec\Faculty\Model\Distinction {#2261
#_index: null
#_id: null
#_source: array:6 [
"date" => "2020-10-26"
"label" => array:2 [
"fr" => "https://www.thecasecentre.org/educators/casemethod/bestsellingauthors/2020/intro"
"en" => "https://www.thecasecentre.org/educators/casemethod/bestsellingauthors/2020/37-AshokSom"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => "Royaume-Uni"
"en" => "United Kingdom"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
12 => Essec\Faculty\Model\Distinction {#2262
#_index: null
#_id: null
#_source: array:6 [
"date" => "2021-10-18"
"label" => array:2 [
"fr" => "https://www.thecasecentre.org/BestsellingAuthors/2022/22-AshokSom"
"en" => "https://www.thecasecentre.org/BestsellingAuthors/2022/22-AshokSom"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => "The Case Center.org"
"en" => "The Case Center.org"
]
"country" => array:2 [
"fr" => "Royaume-Uni"
"en" => "United Kingdom"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
13 => Essec\Faculty\Model\Distinction {#2263
#_index: null
#_id: null
#_source: array:6 [
"date" => "2007-11-01"
"label" => array:2 [
"fr" => "Nominé pour faire partie des 2000 Outstanding Intellectuals of the 21st Century, International Bibliographical Centre, Royaume-Uni"
"en" => "Nominated to be in the 2000 Outstanding Intellectuals of the 21st Century, International Bibliographical Centre, UK"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
14 => Essec\Faculty\Model\Distinction {#2264
#_index: null
#_id: null
#_source: array:6 [
"date" => "2003-10-15"
"label" => array:2 [
"fr" => "“Runner up” du prix Hendrik Casimir Award pour son essai intitulé: “Increasing the Entrepreneurial Spirit of R&D”. Le prix Hendrik Casimir Award est attribué chaque année par The European Industrial Research Management Association (EIRMA). A été invite à assister à la Table Ronde sur le sujet : Strengthening the Entrepreneurial Spirit of R&D qui s’est tenue à Paris"
"en" => "“Runner up” for Hendrik Casimir Award for his essay titled: “Increasing the Entrepreneurial Spirit of R&D”.The Hendrik Casimir Award is given every year by The European Industrial Research Management Association (EIRMA). Was invited to attend the Round Table Meeting on the topic: Strengthening the Entrepreneurial Spirit of R&D held in Paris"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
15 => Essec\Faculty\Model\Distinction {#2265
#_index: null
#_id: null
#_source: array:6 [
"date" => "2009-03-30"
"label" => array:2 [
"fr" => "Shortlisted within the top 10 articles in Prix Académique Syntec Conseil en Management"
"en" => "Shortlisted within the top 10 articles in Prix Académique Syntec Conseil en Management"
]
"type" => array:2 [
"fr" => "Prix"
"en" => "Awards"
]
"tri" => " 1 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
16 => Essec\Faculty\Model\Distinction {#2266
#_index: null
#_id: null
#_source: array:6 [
"date" => "2000-09-01"
"label" => array:2 [
"fr" => "Sélectionné pour le prestigieux IIM Ahmedabad Doctoral Institutional Exchange Program (un étudiant de doctorat par an) avec l'ESSEC Business School, Paris pour une période de six mois sur une étude interculturelle de deux organisations des industrie automobile et du ciment en France"
"en" => "Selected for the prestigious IIM Ahmedabad Doctoral Institutional Exchange Program (one doctoral student per year) with ESSEC Business School, Paris for a period of six months on a cross-cultural study of two organizations in the automobile and cement industry in FranceSelected for the prestigious IIM Ahmedabad Doctoral Institutional Exchange Program (one doctoral student per year) with ESSEC Business School, Paris for a period of six months on a cross-cultural study of two organizations in the"
]
"type" => array:2 [
"fr" => "Bourses"
"en" => "Grants"
]
"tri" => " 2 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
17 => Essec\Faculty\Model\Distinction {#2267
#_index: null
#_id: null
#_source: array:6 [
"date" => "1993-09-01"
"label" => array:2 [
"fr" => "Bourse Nationale, Gouvernement Indien, pour les études supérieures (MTech) en Géologie Appliquée à IIT Kharagpur."
"en" => "National Scholarship, Government of India, for higher education (MTech) in Applied Geology at IIT Kharagpur."
]
"type" => array:2 [
"fr" => "Bourses"
"en" => "Grants"
]
"tri" => " 2 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
18 => Essec\Faculty\Model\Distinction {#2268
#_index: null
#_id: null
#_source: array:6 [
"date" => "2007-10-01"
"label" => array:2 [
"fr" => "Marquis Who's Who of the World, Vingt-quatrième édition, Etats-Unis"
"en" => "Marquis Who's Who of the World, Twenty-Fourth Edition, US"
]
"type" => array:2 [
"fr" => "Autre"
"en" => "Other"
]
"tri" => " 3 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
19 => Essec\Faculty\Model\Distinction {#2269
#_index: null
#_id: null
#_source: array:6 [
"date" => "2003-10-01"
"label" => array:2 [
"fr" => ""LAFARGE: Evolution of a French Cement Company to a Global Leader" a été sélectionné pour être présenté au Carnegie Bosch International Institute, à Pittsburgh, Etats-Unis, 2-4 Octobre. L'article a remporté une rétribution de $1000 ainsi que le remboursement des dépenses liées au voyage et hôtel."
"en" => ""LAFARGE: Evolution of a French Cement Company to a Global Leader" has been accepted for presentation at the Carnegie Bosch International Institute, to be held in Pittsburgh, USA, October 2-4. The article won an honorarium of $1000 and reimbursement for travel and hotel expenses."
]
"type" => array:2 [
"fr" => "Autre"
"en" => "Other"
]
"tri" => " 3 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
20 => Essec\Faculty\Model\Distinction {#2270
#_index: null
#_id: null
#_source: array:6 [
"date" => "1997-07-01"
"label" => array:2 [
"fr" => "A fait partie des 25 % les meilleurs de la promotion d'étudiants en MBA à l'Indian Institute of Management, Ahmedabad, Inde"
"en" => "Was within the top 25 % of the Batch of MBA students at Indian Institute of Management, Ahmedabad, India"
]
"type" => array:2 [
"fr" => "Autre"
"en" => "Other"
]
"tri" => " 3 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
21 => Essec\Faculty\Model\Distinction {#2271
#_index: null
#_id: null
#_source: array:6 [
"date" => "1991-01-01"
"label" => array:2 [
"fr" => "A obtenu la seconde place à tous les concours d'entrée indiens pour les Instituts Technologiques Indiens (IIT) destinés aux études Post-Graduate."
"en" => "Secured second position in the All India Entrance Examination for the Indian Institutes of Technology for Post - Graduate Studies"
]
"type" => array:2 [
"fr" => "Autre"
"en" => "Other"
]
"tri" => " 3 "
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"teaching" => []
"otherActivities" => array:10 [
0 => Essec\Faculty\Model\ExtraActivity {#2219
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2001-10-01"
"endDate" => "2005-08-01"
"year" => null
"uuid" => "202"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Fonction dans une association académique"
"en" => "Function in an academic association"
]
"label" => array:2 [
"fr" => "Représentant de la France, International Management Division"
"en" => "Country Representative of France, International Management Division"
]
"institution" => array:2 [
"fr" => "Academy of Management"
"en" => "Academy of Management"
]
"country" => array:2 [
"fr" => "États-Unis"
"en" => "United States of America"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
1 => Essec\Faculty\Model\ExtraActivity {#2222
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2002-08-01"
"endDate" => "2010-01-01"
"year" => null
"uuid" => "204"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Membre d'une association académique"
"en" => "Member of an academic association"
]
"label" => array:2 [
"fr" => "Membre de l'Asia Academy of Management"
"en" => "Member of Asia Academy of Management"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
2 => Essec\Faculty\Model\ExtraActivity {#2223
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2005-01-01"
"endDate" => "2013-01-01"
"year" => null
"uuid" => "204"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Membre d'une association académique"
"en" => "Member of an academic association"
]
"label" => array:2 [
"fr" => "Membre de l'Australia-New Zealand Academy of Management"
"en" => "Member of Australia-New Zealand Academy of Management"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => "Australie"
"en" => "Australia"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
3 => Essec\Faculty\Model\ExtraActivity {#2224
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2002-08-01"
"endDate" => "2012-01-01"
"year" => null
"uuid" => "204"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Membre d'une association académique"
"en" => "Member of an academic association"
]
"label" => array:2 [
"fr" => "Membre de l'Academy of HRD"
"en" => "Member of Academy of HRD"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
4 => Essec\Faculty\Model\ExtraActivity {#2225
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2005-08-01"
"endDate" => "2015-01-01"
"year" => null
"uuid" => "204"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Membre d'une association académique"
"en" => "Member of an academic association"
]
"label" => array:2 [
"fr" => "International HRM Network"
"en" => "International HRM Network"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
5 => Essec\Faculty\Model\ExtraActivity {#2226
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2017-01-01"
"endDate" => "2019-12-31"
"year" => "2017"
"uuid" => "102"
"type" => array:2 [
"fr" => "Activités de recherche"
"en" => "Research activities"
]
"subType" => array:2 [
"fr" => "Co-direction d'une revue - Co-rédacteur en chef"
"en" => "Senior or Associate Editor"
]
"label" => array:2 [
"fr" => "Co-Rédacteur en chef - Luxury Research Journal"
"en" => "Associate editor - Luxury Research Journal"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
6 => Essec\Faculty\Model\ExtraActivity {#2227
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2005-01-01"
"endDate" => "2008-12-31"
"year" => "2005"
"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 Asia Entrepreneurship and Sustainability"
"en" => "Editorial board membership - Journal of Asia Entrepreneurship and Sustainability"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
7 => Essec\Faculty\Model\ExtraActivity {#2228
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2010-01-01"
"endDate" => "2010-12-31"
"year" => "2010"
"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 Asia Entrepreneurship and Sustainability"
"en" => "Editorial board membership - Journal of Asia Entrepreneurship and Sustainability"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
8 => Essec\Faculty\Model\ExtraActivity {#2229
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2014-01-01"
"endDate" => "2020-12-31"
"year" => "2014"
"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 - Luxury Research Journal"
"en" => "Editorial board membership - Luxury Research Journal"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
9 => Essec\Faculty\Model\ExtraActivity {#2230
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "2005-01-03"
"endDate" => null
"year" => null
"uuid" => "502"
"type" => array:2 [
"fr" => "Activités professionnelles"
"en" => "Professional activities"
]
"subType" => array:2 [
"fr" => "Consulting"
"en" => "Consulting"
]
"label" => array:2 [
"fr" => "A travaillé avec de grandes entreprises comme Caisses d'Epargne, Canal +, L’Oreal, Lafarge, LVMH, Renault, Vodafone, Philips, Faurecia, France Telecom sur des sujets liés à la stratégie internationale, le design organisationnel, les fonctions RH internationales, l'intégration post-fusion, les problèmes liés au management interculturel, et les affaires dans les marchés émergents asiatiques"
"en" => "been involved with large corporations such as Caisses d'Epargne, Canal +, L’Oreal, Lafarge, LVMH, Renault, Vodafone, Philips, Faurecia, France Telecom on topics related to International Strategy, Organization Design, International HR, Post-Merger Integration, Cross-cultural management issues and doing business in emerging Asian markets"
]
"institution" => array:2 [
"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => null
"en" => null
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"theses" => []
"indexedAt" => "2024-11-21T20:21:22.000Z"
"contributions" => array:200 [
0 => Essec\Faculty\Model\Contribution {#2273
#_index: "academ_contributions"
#_id: "1233"
#_source: array:18 [
"id" => "1233"
"slug" => "flexibility-receptiveness-and-governance"
"yearMonth" => "2008-01"
"year" => "2008"
"title" => "Flexibility, Receptiveness, and Governance"
"description" => "SOM, A. (2008). Flexibility, Receptiveness, and Governance. <i>Business Digest</i>, pp. 5-6."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 17:55:06"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "5-6"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Entretien avec Ashok SOM"
"en" => "Interview with Ashok SOM"
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
1 => Essec\Faculty\Model\Contribution {#2275
#_index: "academ_contributions"
#_id: "1378"
#_source: array:18 [
"id" => "1378"
"slug" => "innovative-hrm-helps-achieve-superior-performance"
"yearMonth" => "2010-01"
"year" => "2010"
"title" => "Innovative HRM Helps Achieve Superior Performance"
"description" => "SOM, A. (2010). Innovative HRM Helps Achieve Superior Performance. <i>HR Future</i>, pp. 10-11."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-02-02 16:16:18"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "10-11"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
2 => Essec\Faculty\Model\Contribution {#2277
#_index: "academ_contributions"
#_id: "1402"
#_source: array:18 [
"id" => "1402"
"slug" => "internationalization-of-rd-in-china-and-india-conventional-wisdom-versus-reality"
"yearMonth" => "2008-01"
"year" => "2008"
"title" => "Internationalization of R&D in China and India: Conventional Wisdom versus Reality"
"description" => "ASAKAWA, K. et SOM, A. (2008). Internationalization of R&D in China and India: Conventional Wisdom versus Reality. <i>Asia Pacific Journal of Management</i>, 25(3), pp. 375-394."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "ASAKAWA Kazuhiro"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 17:55:06"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "375-394"
"volume" => "25"
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
3 => Essec\Faculty\Model\Contribution {#2274
#_index: "academ_contributions"
#_id: "1945"
#_source: array:18 [
"id" => "1945"
"slug" => "linde-championne-des-pratiques-rh"
"yearMonth" => "2006-10"
"year" => "2006"
"title" => "L'Inde championne des pratiques RH"
"description" => "SOM, A. (2006). L'Inde championne des pratiques RH. <i>Business Digest</i>, pp. 24-25."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:3 [
0 => "Inde"
1 => "Innovation"
2 => "RH"
]
"updatedAt" => "2020-12-17 17:55:06"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "24-25"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Il fault regarder du coté de l'Inde pour s'inspirer de pratiques RH innovantes."
"en" => "The article discusses how Indian companies are adopting innovative HR practices to brace themselves for competition."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
4 => Essec\Faculty\Model\Contribution {#2278
#_index: "academ_contributions"
#_id: "2018"
#_source: array:18 [
"id" => "2018"
"slug" => "managing-mutually-beneficial-growth-gerer-notre-croissance-mutuelle"
"yearMonth" => "2007-11"
"year" => "2007"
"title" => "Managing Mutually Beneficial Growth/Gérer notre croissance mutuelle"
"description" => "SOM, A. (2007). Managing Mutually Beneficial Growth/Gérer notre croissance mutuelle. <i>India-France Giant Strides...</i> pp. 10-16."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 17:55:06"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "10-16"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
5 => Essec\Faculty\Model\Contribution {#2272
#_index: "academ_contributions"
#_id: "730"
#_source: array:18 [
"id" => "730"
"slug" => "bracing-for-mnc-competition-through-innovative-hrm-practices-the-way-ahead-for-indian-firms"
"yearMonth" => "2006-03"
"year" => "2006"
"title" => "Bracing for MNC Competition through Innovative HRM Practices: The Way Ahead for Indian Firms"
"description" => "SOM, A. (2006). Bracing for MNC Competition through Innovative HRM Practices: The Way Ahead for Indian Firms. <i>Thunderbird International Business Review</i>, pp. 207-237."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:3 [
0 => "Inde"
1 => "Libéralisme"
2 => "Pratiques de RH innovantes"
]
"updatedAt" => "2020-12-17 17:55:06"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "207-237"
"volume" => null
"number" => null
]
"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" => "Afin de faire face à une concurrence en hausse issue du libéralisme, les entreprises indiennes sont à l'origine de la mise en place des méthodes de gestion innovantes des ressources humaines , ceci afin de construire et renforcer une main-d'oeuvre internationale et stimuler, de manière critique et constructive, la créativité et l'innovation parmi les salariés. Se basant sur onze études approfondies ainsi qu'un résultat d'ensemble, cet article s'efforce d'expliquer comment des méthodes de GRH innovantes sont adoptées par les sociétés indiennes afin de créer une main-d'oeuvre internationale dans un contexte post libéral."
"en" => "To face the challenge of increasing competition that has resulted from liberalization, Indian organizations have initiated adoption of innovative human resource management practices both critically and constructively to foster creativity and innovation amongst employees. With the help of eleven in-depth case studies this article tries to understand how innovative HRM practices are being adopted by Indian firms to brace competition in the post liberalization scenario."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
6 => Essec\Faculty\Model\Contribution {#2276
#_index: "academ_contributions"
#_id: "732"
#_source: array:18 [
"id" => "732"
"slug" => "brand-and-line-extensions-an-empirical-study-from-the-new-age-luxury-industry"
"yearMonth" => "2015-06"
"year" => "2015"
"title" => "Brand and Line Extensions: An Empirical Study from the New Age Luxury Industry"
"description" => "SOM, A. et PAPE, N. (2015). Brand and Line Extensions: An Empirical Study from the New Age Luxury Industry. <i>Luxury Research Journal</i>, 1(1), pp. 18-39."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "PAPE N."
]
]
"ouvrage" => ""
"keywords" => array:8 [
0 => "Brand and line extension"
1 => "Key success factors"
2 => "New age luxury"
3 => "Luxury brand growth"
4 => "The future of luxury"
5 => "Empirical study"
6 => "Qualitative research"
7 => "Institutional perspective."
]
"updatedAt" => "2021-07-13 14:30:02"
"publicationUrl" => "http://www.inderscience.com/storage/f692571431112810.pdf"
"publicationInfo" => array:3 [
"pages" => "18-39"
"volume" => "1"
"number" => "1"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Brand and line extensions represent an essential vehicle for growth and are currently one of the most applied marketing strategies within the luxury sector. Though it has its advantages, there are several risks associated with pursuing such a strategy. Consequently, this paper attempts to understand the key success factors behind brand and line extension in the new era of luxury expansion. An integrative model of key success factors is proposed by combining current research with empirical findings obtained through an explorative and qualitative research design based on primary data from eight semi-structured interviews with managers from luxury brands. We identify five key success factors: 1) add value through originality; 2) stay at the level of the brand regarding price, quality, style and image; 3) create relevance to core business and be aligned with DNA; 4) stick to the vision of the founder; 5) assure consistency in brand identity and image."
"en" => "Brand and line extensions represent an essential vehicle for growth and are currently one of the most applied marketing strategies within the luxury sector. Though it has its advantages, there are several risks associated with pursuing such a strategy. Consequently, this paper attempts to understand the key success factors behind brand and line extension in the new era of luxury expansion. An integrative model of key success factors is proposed by combining current research with empirical findings obtained through an explorative and qualitative research design based on primary data from eight semi-structured interviews with managers from luxury brands. We identify five key success factors: 1) add value through originality; 2) stay at the level of the brand regarding price, quality, style and image; 3) create relevance to core business and be aligned with DNA; 4) stick to the vision of the founder; 5) assure consistency in brand identity and image."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
7 => Essec\Faculty\Model\Contribution {#2279
#_index: "academ_contributions"
#_id: "742"
#_source: array:18 [
"id" => "742"
"slug" => "building-sustainable-organisations-through-restructuring-the-role-of-organisational-character-in-france-and-india"
"yearMonth" => "2003-01"
"year" => "2003"
"title" => "Building Sustainable Organisations through Restructuring: The Role of Organisational Character in France and India"
"description" => "SOM, A. (2003). Building Sustainable Organisations through Restructuring: The Role of Organisational Character in France and India. <i>International Journal of Human Resources Development and Management</i>, pp. 2-16."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-07-13 14:30:02"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "2-16"
"volume" => null
"number" => null
]
"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" => "Dans l'environnement actuel, hyper compétitif et mouvant, le challenge crucial auquel ont à faire face les entreprises est la construction d'organisations durables. Une modification de l'environnement rend nécessaire une modification des choix stratégiques. En effet, les modifications des orientations stratégiques, comme les fusions acquisitions, les stratégies de lancement de nouveaux produits et de conquête de nouveaux marchés, les alliances, la diversification et l'externalisationde certaines compétences requièrent une restructuration de l'organisation et la mise en place d'un mécanisme intégratif pour consolider ces changements. Peu de recherches théoriques ont été menées à ce jour sur le rôle du réorganisateur pendant une restructuration. Celui-ci, partie intégrante de la vision, de la mission, des objectifs, des valeurs et de la et la dynamique de direction, peut être expliqué au travers de l'histoire, de la culture, de la mémoire collective, de la connaissance, de la politique, des habitudes, des émotions et des lignes de conduite de l'entreprise. Une étude extensive et en profondeur de quatre grandes entreprises industrielles, dominant leurs marchés respectifs en France et en Inde, nous conforte dans notre conviction que le réorganisateur, défini comme le lien entre les politiques de gestion des ressources humaines, la trinité vision, mission, objectif et la dynamique de direction, est le facteur clef de succès d'une réorganisation. Basée à la fois sur des lignes de conduite spécifiques et les pratiques actuelles perçues par le top management (ceux qui définissent ces lignes de conduite) et le middle management (ceux chargés de l'implémentation de ces lignes de conduite), cet article présente un contingency framework qui permettra de comprendre le rôle du réorganisateur pendant une restructuration."
"en" => "In today's era of hyper competition and change, one of the crucial challenges facing organizations is to build sustainable competitive organizations. Changing environment necessitates a change in strategic initiatives. The change in strategic initiatives like mergers and acquisitions, new product and market strategy, joint ventures, strategic alliances, diversification, and outsourcing calls for organizational restructuring and emplace an integrative mechanism that cements this changes. Few empirical studies have been done to date regarding the role of organizational character during an organizational restructuring process. Organizational character which is embedded in the vision, mission, goals, values and leadership can be explained in terms of history, culture, collective memory, knowledge, politics, habits, emotions and policies of the organization. An extensive in-depth study of four large, complex manufacturing organizations and market leaders in France and India, support our belief that the role of organizational character defined by human resource policies and the linkage between the vision, mission, goals, values and leadership of the organization are the key success factors during an organizational restructuring process. Based on both specific policies and the actual practices as perceived by the top management (those who formulate those policies) and middle management (those that implement them), the article presents a contingency framework, which offers valuable insights of the role of organizational character during an restructuring process."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
8 => Essec\Faculty\Model\Contribution {#2280
#_index: "academ_contributions"
#_id: "2461"
#_source: array:18 [
"id" => "2461"
"slug" => "running-the-olympic-marathon"
"yearMonth" => "2007-01"
"year" => "2007"
"title" => "Running the Olympic Marathon"
"description" => "SOM, A. (2007). Running the Olympic Marathon. <i>European Business Forum</i>, pp. 46-49."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-07-13 14:30:53"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "46-49"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
9 => Essec\Faculty\Model\Contribution {#2281
#_index: "academ_contributions"
#_id: "849"
#_source: array:18 [
"id" => "849"
"slug" => "conducting-business-in-vietnam-a-brief-for-international-managers"
"yearMonth" => "2009-03"
"year" => "2009"
"title" => "Conducting Business in Vietnam : A brief for International Managers"
"description" => "MAI, A., BIBARD, L. et SOM, A. (2009). Conducting Business in Vietnam : A brief for International Managers. <i>Global Business and Organizational Excellence</i>, 28(3), pp. 55-78."
"authors" => array:3 [
0 => array:3 [
"name" => "BIBARD Laurent"
"bid" => "B00000041"
"slug" => "bibard-laurent"
]
1 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
2 => array:1 [
"name" => "MAI A."
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Pratiques managériales"
1 => "Vietnam"
]
"updatedAt" => "2021-07-13 14:30:06"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "55-78"
"volume" => "28"
"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" => "L'article examine le processus de réforme vietnamien et ses motivations récemment développées dans l'environnement d'affaires et d'investissement du pays. Il discute aussi les pratiques managériales qui peuvent aider à contribuer aux efforts (fructueux) d'affaires au Vietnam."
"en" => "The article examines the Vietnamese reform process and its recently developed incentives in the country's business and investment environment. It also discusses the business and managerial practices that can help contribute to successful business endeavors in Vietnam."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
10 => Essec\Faculty\Model\Contribution {#2282
#_index: "academ_contributions"
#_id: "3335"
#_source: array:18 [
"id" => "3335"
"slug" => "the-road-to-luxury-the-evolution-markets-and-strategies-of-luxury-brand-management"
"yearMonth" => "2015-03"
"year" => "2015"
"title" => "The Road to Luxury The Evolution, Markets and Strategies of Luxury Brand Management"
"description" => "SOM, A. et BLANCKAERT, C. (2015). <i>The Road to Luxury The Evolution, Markets and Strategies of Luxury Brand Management</i>. Wiley, 432 pages."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "BLANCKAERT Christian"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-09-06 14:06:32"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Livres"
"en" => "Books"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The Road to Luxury explores the fascinating history of luxury goods and explains the evolution of the burgeoning luxury marketplace, to offer a clear understanding of the dynamics of the luxury world. Citing current data and statistics on market trends, Ashok Som and Christian Blanckaert offer insight into the systems and operations, retail, distribution and e-commerce, emerging markets and emerging brands, as well as the different management styles throughout the luxury industry."
"en" => "The Road to Luxury explores the fascinating history of luxury goods and explains the evolution of the burgeoning luxury marketplace, to offer a clear understanding of the dynamics of the luxury world. Citing current data and statistics on market trends, Ashok Som and Christian Blanckaert offer insight into the systems and operations, retail, distribution and e-commerce, emerging markets and emerging brands, as well as the different management styles throughout the luxury industry."
]
"authors_fields" => array:2 [
"fr" => "Marketing"
"en" => "Marketing"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
11 => Essec\Faculty\Model\Contribution {#2283
#_index: "academ_contributions"
#_id: "3336"
#_source: array:18 [
"id" => "3336"
"slug" => "the-road-to-luxury-the-evolution-markets-and-strategies-of-luxury-brand-management-chinese-translation"
"yearMonth" => "2016-06"
"year" => "2016"
"title" => "The Road to Luxury: The Evolution, Markets and Strategies of Luxury Brand Management [Chinese translation]"
"description" => "SOM, A. et BLANCKAERT, C. (2016). <i>The Road to Luxury: The Evolution, Markets and Strategies of Luxury Brand Management [Chinese translation]</i>. Wiley, 409 pages."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "BLANCKAERT Christian"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-09-06 14:06:32"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Livres"
"en" => "Books"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The Road to Luxury explores the fascinating history of luxury goods and explains the evolution of the burgeoning luxury marketplace, to offer a clear understanding of the dynamics of the luxury world. Citing current data and statistics on market trends, Ashok Som and Christian Blanckaert offer insight into the systems and operations, retail, distribution and e-commerce, emerging markets and emerging brands, as well as the different management styles throughout the luxury industry."
"en" => "The Road to Luxury explores the fascinating history of luxury goods and explains the evolution of the burgeoning luxury marketplace, to offer a clear understanding of the dynamics of the luxury world. Citing current data and statistics on market trends, Ashok Som and Christian Blanckaert offer insight into the systems and operations, retail, distribution and e-commerce, emerging markets and emerging brands, as well as the different management styles throughout the luxury industry."
]
"authors_fields" => array:2 [
"fr" => "Marketing"
"en" => "Marketing"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
12 => Essec\Faculty\Model\Contribution {#2284
#_index: "academ_contributions"
#_id: "3441"
#_source: array:18 [
"id" => "3441"
"slug" => "carrefour-in-south-america"
"yearMonth" => "2006-01"
"year" => "2006"
"title" => "Carrefour in South America"
"description" => "SOM, A. (2006). Carrefour in South America. Dans: <i>Marketing Management: International Perspectives</i>. 1st ed. Vijay Nicole Imprints Private Limited, pp. 192-214."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Marketing Management: International Perspectives"
"keywords" => array:3 [
0 => "Culture"
1 => "Stratégie multiforme"
2 => "Vente"
]
"updatedAt" => "2021-09-06 16:57:03"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "192-214"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Carrefour, seconde plus importante chaîne de supermarchés du monde, eut un succès limité dans les marchés émergents mais a connu un succès fulgurant en Amérique du Sud. L'article présente et analyse sa stratégie de développement dans les marchés internationaux ainsi que sa capacité d'adaptation aux cultures locales et habitudes de consommation à travers une stratégie particulière multiforme."
"en" => "Carrefour, the second largest retailer in the world, has moderate success in penetrating the developed markets but had witnessed the highest gorwth in South America. The article discusses and highlights the entry strategy of carrefour in the Latin American market, Carrefour's growth strategy in international markets and its adapting itself to local cultures and consumer habits with its multi-format and private label strategy."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
13 => Essec\Faculty\Model\Contribution {#2285
#_index: "academ_contributions"
#_id: "3444"
#_source: array:18 [
"id" => "3444"
"slug" => "cas-lafarge-evolution-of-a-french-cement-company-to-a-global-leader"
"yearMonth" => "2004-01"
"year" => "2004"
"title" => "CAS. Lafarge: Evolution of a French Cement Company to a Global Leader"
"description" => "SOM, A. (2004). CAS. Lafarge: Evolution of a French Cement Company to a Global Leader. Dans: <i>Global Corporate Evolution: Looking Inward or Looking Outward?</i> 1st ed. Carnegie Bosch Institute, pp. 251-257."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Global Corporate Evolution: Looking Inward or Looking Outward?"
"keywords" => []
"updatedAt" => "2021-09-06 14:06:32"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "251-257"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Etant donné que "comme les sociétés changent en taille et s'étendent, elles font un choix fondamental entre supporter ce changement intérieurement ou extérieurement". Cette étude essaie de comprendre, au moyen d'une étude de cas longitudinale approfondie, les questions suivantes : Est-ce que les sociétés doivent s'étendre dans un nouveau pays en augmentant les opérations courantes ou devraient-elles acquérir une société existante dans un nouveau pays ? Quand est-ce que des fusions/acquisitions sont nécessaires ? Comment les sociétés intègrent-elles ces acquisitions et comment se répand la connaissance dans les sociétés qui se basent sur ces stratégies ?"
"en" => "Given that "as firms change in size and scope, a fundamental choice they make is whether to support this change internally or externally". This study tries to understand by means of an in-depth longitudinal case study the following questions: Should firms expand into a new country by expanding current operations or should they acquire an existing firm in a new country? When are mergers/acquisitions needed? How do firms integrate these acquisitions and how do knowledge flows in firms based on the evolution strategies?"
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
14 => Essec\Faculty\Model\Contribution {#2286
#_index: "academ_contributions"
#_id: "3445"
#_source: array:18 [
"id" => "3445"
"slug" => "cas-lvmh-managing-the-multi-brand-conglomerate"
"yearMonth" => "2006-01"
"year" => "2006"
"title" => "CAS. LVMH. Managing the Multi-brand Conglomerate"
"description" => "SOM, A. (2006). CAS. LVMH. Managing the Multi-brand Conglomerate. Dans: <i>Strategic Management and Competitive Advantage. Concepts and Cases</i>. 1st ed. Pearson Prentice Hall, pp. 57-71."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Strategic Management and Competitive Advantage. Concepts and Cases"
"keywords" => array:2 [
0 => "Produits de luxe"
1 => "Synergie"
]
"updatedAt" => "2021-09-06 14:06:32"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "57-71"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Vins, alcools, mode, cuir, parfums, cosmétiques, montres, bijoux et distribution sont les divers produits proposés par LVMH Moët Henessy Louis Vuitton. Avec le temps et ses 60 marques de prestige LVMH a acquis le plus important portefeuille de haut niveau. L'article consacré à ce cas analyse la stratégie des "marques phares" de LVMH qui allie synergie dans un conglomérat décentralisé, leadership et charisme de Bernard Arnault ainsi que la gestion du personnel de l'industrie du luxe."
"en" => "LVMH Moët Hennessy Louis Vuitton, based in France, is one of the world's leading luxury goods companies with business units in wines, spirits, fashion goods,leather goods, perfumes, cosmetics, watches, jewelry and retailing. It has built over time one of the strongest brand portfolios in the sector, counting 60 top brands. The case article discusses LVMH's strategy of "star brands", managing synergy within a decentralized conglomerate,leadership and charisma of Bernard Arnault and people issues in the luxury industry."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
15 => Essec\Faculty\Model\Contribution {#2287
#_index: "academ_contributions"
#_id: "3447"
#_source: array:18 [
"id" => "3447"
"slug" => "case-13-air-france-klm-changing-the-rules-of-the-game"
"yearMonth" => "2010-01"
"year" => "2010"
"title" => "Case 13. Air France-KLM: Changing the Rules of the Game"
"description" => "SOM, A. (2010). Case 13. Air France-KLM: Changing the Rules of the Game. Dans: <i>Strategy: Process, Content, Context. An International Perspective (4th edition)</i>. 1st ed. South-Western Cengage Learning, pp. 823-836."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Strategy: Process, Content, Context. An International Perspective (4th edition)"
"keywords" => array:3 [
0 => "Alliances"
1 => "Coopération"
2 => "Fusion"
]
"updatedAt" => "2021-09-06 16:57:03"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "823-836"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The merger of AF and KLM influenced not only the northern European market but the entire industry business model. This trend of mergers and alliances was in response to changes in the European Union regulations that limited operating margins and increased competition. The merged entity was not only a larger company with optimized occupancy rates and access to new skies, but it also generated synergies only accessible with mergers, such as improved bargaining power or economies of scale in maintenance and commercial teams. The chapter deals with the intricacies of mega-mergers."
"en" => "The merger of AF and KLM influenced not only the northern European market but the entire industry business model. This trend of mergers and alliances was in response to changes in the European Union regulations that limited operating margins and increased competition. The merged entity was not only a larger company with optimized occupancy rates and access to new skies, but it also generated synergies only accessible with mergers, such as improved bargaining power or economies of scale in maintenance and commercial teams. The chapter deals with the intricacies of mega-mergers."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
16 => Essec\Faculty\Model\Contribution {#2288
#_index: "academ_contributions"
#_id: "3448"
#_source: array:18 [
"id" => "3448"
"slug" => "case-13-corona-beer-from-a-local-mexican-player-to-a-global-brand"
"yearMonth" => "2009-01"
"year" => "2009"
"title" => "Case 13. Corona Beer: From a Local Mexican Player to a Global Brand"
"description" => "SOM, A. (2009). Case 13. Corona Beer: From a Local Mexican Player to a Global Brand. Dans: <i>Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases (17e édition)</i>. 1st ed. McGraw-Hill, pp. 248-258."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases (17e édition)"
"keywords" => array:2 [
0 => "Corona Extra"
1 => "Marketing"
]
"updatedAt" => "2021-09-06 16:57:03"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "248-258"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Originally targeting its domestic Mexican market, Grupo Modelo created one of the most popular beer brands in the United States with Corona Extra, one of the two top selling imported beers. Grupo Modelo's international success had come first from its reliance on an international vision based on competitive distribution channels and smart, local marketing campaigns. However, with its two biggest rivals readying themselves to play the same game, Modelo had to reevaluate its international strategy and look for new ways to keep its slogan as "the best selling Mexican beer in the world"."
"en" => "Originally targeting its domestic Mexican market, Grupo Modelo created one of the most popular beer brands in the United States with Corona Extra, one of the two top selling imported beers. Grupo Modelo's international success had come first from its reliance on an international vision based on competitive distribution channels and smart, local marketing campaigns. However, with its two biggest rivals readying themselves to play the same game, Modelo had to reevaluate its international strategy and look for new ways to keep its slogan as "the best selling Mexican beer in the world"."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
17 => Essec\Faculty\Model\Contribution {#2289
#_index: "academ_contributions"
#_id: "3449"
#_source: array:18 [
"id" => "3449"
"slug" => "case-3-11-vodafone-e-pluribus-enum"
"yearMonth" => "2008-01"
"year" => "2008"
"title" => "Case 3-11: Vodafone, E Pluribus Enum"
"description" => "SOM, A. (2008). Case 3-11: Vodafone, E Pluribus Enum. Dans: <i>Strategic Management and Competitive Advantage. Concepts and Cases (2nd edition)</i>. 1st ed. Pearson Prentice Hall, pp. 3-122-3-137."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Strategic Management and Competitive Advantage. Concepts and Cases (2nd edition)"
"keywords" => []
"updatedAt" => "2021-09-06 16:57:03"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "3-122-3-137"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case analyzes Vodafone's growth through acquisitions and the subsequent integration of acquired units with a key focus on how it manages to coordinate its businesses on a global scale."
"en" => "The case analyzes Vodafone's growth through acquisitions and the subsequent integration of acquired units with a key focus on how it manages to coordinate its businesses on a global scale."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
18 => Essec\Faculty\Model\Contribution {#2290
#_index: "academ_contributions"
#_id: "3450"
#_source: array:18 [
"id" => "3450"
"slug" => "case12-aditya-birla-group-the-indian-multinational"
"yearMonth" => "2010-01"
"year" => "2010"
"title" => "Case12. Aditya Birla Group: The Indian Multinational"
"description" => "SOM, A. (2010). Case12. Aditya Birla Group: The Indian Multinational. Dans: <i>Strategy: Process, Content, Context. An International Perspective (4th edition)</i>. 1st ed. South-Western Cengage Learning, pp. 796-822."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Strategy: Process, Content, Context. An International Perspective (4th edition)"
"keywords" => array:5 [
0 => "Business familial"
1 => "Conglomérat diversifié"
2 => "Culture"
3 => "Inde"
4 => "Transformation"
]
"updatedAt" => "2021-09-06 16:57:03"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "796-822"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Kumara Mangalam Birla, the Chairman of the Aditya Birla Group has been redesigning its operations since 1995 when he inherited the family business at the age of 28. The chapter describes the evolution of Aditya Birla Group, the Group?s growth strategy, its rationale for re-designing the conglomerate, internationalizing its businesses and managing the change process of a family owned organization to a professionalized business group that is currently charting its path to becoming a Fortune 500 company."
"en" => "Kumara Mangalam Birla, the Chairman of the Aditya Birla Group has been redesigning its operations since 1995 when he inherited the family business at the age of 28. The chapter describes the evolution of Aditya Birla Group, the Group?s growth strategy, its rationale for re-designing the conglomerate, internationalizing its businesses and managing the change process of a family owned organization to a professionalized business group that is currently charting its path to becoming a Fortune 500 company."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
19 => Essec\Faculty\Model\Contribution {#2291
#_index: "academ_contributions"
#_id: "9141"
#_source: array:18 [
"id" => "9141"
"slug" => "logic-behind-brics-love-for-luxury"
"yearMonth" => "2013-07"
"year" => "2013"
"title" => "Logic Behind BRIC's Love for Luxury"
"description" => "SOM, A. (2013). Logic Behind BRIC's Love for Luxury. <i>Business Times</i>, pp. 23."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 14:57:53"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "23"
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => ""
"en" => ""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
20 => Essec\Faculty\Model\Contribution {#2292
#_index: "academ_contributions"
#_id: "3498"
#_source: array:18 [
"id" => "3498"
"slug" => "corona-beer-challenges-of-international-expansion"
"yearMonth" => "2011-09"
"year" => "2011"
"title" => "Corona Beer: Challenges of International Expansion"
"description" => "SOM, A. (2011). Corona Beer: Challenges of International Expansion. Dans: <i>Crafting and Executing Strategy. Concepts and Cases (18th edition)</i>. 1st ed. McGraw-Hill, pp. 229-238."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Crafting and Executing Strategy. Concepts and Cases (18th edition)"
"keywords" => array:7 [
0 => "Chaines de distribution"
1 => "Contrôle des entreprises"
2 => "Corona Extra"
3 => "Heineken"
4 => "Marketing"
5 => "Stratégie internationale"
6 => "Unités d'affaires autonomes"
]
"updatedAt" => "2021-09-06 14:06:32"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "229-238"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Grupo Modelo, propriétaire de la bière Corona, a été un succès international. Une raison pour cela était dû à sa vision internationale basée sur les canaux de distribution concurrentiels et à puce, des campagnes de marketing local. Cependant, avec ses plus grands rivaux, Heineken, InBev et Anheuser, les géants américains et Miller qui se préparent à jouer le même jeu, Modelo a dû réévaluer sa stratégie internationale et chercher de nouvelles façons de garder son slogan comme « la meilleure bière du Mexique à la vente dans monde ». Peut-Corona rester le leader à domicile et sur le marché américain ou doit-il se concentrer davantage sur le marché domestique ? Sera-ce efficace comme avant ?"
"en" => "Grupo Modelo, owner of Corona Beer, has been internationally successful. One reason for that was due to its international vision based on competitive distribution channels and smart, local marketing campaigns. However, with its biggest rivals, Heineken, Inbev and the U.S. giants, Anheuser and Miller, readying themselves to play the same game, Modelo had to reevaluate its international strategy and look for new ways to keep its slogan as “the best selling Mexican beer in the world”. Can Corona remain the leader at home and in the US market or should it focus more on the domestic market? Will it be as successful as before?"
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
21 => Essec\Faculty\Model\Contribution {#2293
#_index: "academ_contributions"
#_id: "9186"
#_source: array:18 [
"id" => "9186"
"slug" => "on-the-prowl-bidding-for-indian-skies"
"yearMonth" => "2007-02"
"year" => "2007"
"title" => "On the Prowl: Bidding for Indian Skies"
"description" => "SOM, A. (2007). On the Prowl: Bidding for Indian Skies. <i>Times of India</i>, pp. 27."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:1 [
0 => "Moble"
]
"updatedAt" => "2020-12-17 18:37:46"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "27"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The article speaks about Vodafone's strategy and its impending entry into the Indian market with a $18.8bn acquisition."
"en" => "The article speaks about Vodafone's strategy and its impending entry into the Indian market with a $18.8bn acquisition."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
22 => Essec\Faculty\Model\Contribution {#2294
#_index: "academ_contributions"
#_id: "3598"
#_source: array:18 [
"id" => "3598"
"slug" => "enabling-execution-excellence-through-innovative-hr-practices-the-emergence-of-indian-firms-in-the-global-landscape"
"yearMonth" => "2006-01"
"year" => "2006"
"title" => "Enabling Execution Excellence through Innovative HR Practices: The Emergence of Indian Firms in the Global Landscape"
"description" => "SOM, A. (2006). Enabling Execution Excellence through Innovative HR Practices: The Emergence of Indian Firms in the Global Landscape. Dans: <i>Enabling Execution Excellence - A Global Agenda</i>. 1st ed. Himalaya Publishing House, pp. 3-23."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Enabling Execution Excellence - A Global Agenda"
"keywords" => array:3 [
0 => "Inde"
1 => "Main d'oeuvre internationale"
2 => "SHRM"
]
"updatedAt" => "2021-09-06 14:06:32"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "3-23"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Les entreprises indiennes sont à l'origine de la mise en place de méthodes de gestion innovantes des ressources humaines , ceci afin de construire et renforcer une main d'oeuvre internationale et stimuler de manière critique et constructive la créativité et l'innovation parmi les salariés. Se basant sur onze études approfondies ainsi qu'un résultat d'ensemble, cet article essaie d'expliquer comment des méthodes de GRH innovantes sont adoptées par les sociétés indiennes afin de créer une main d'oeuvre internationale dans un contexte post libéral."
"en" => "Indian organizations have initiated adoption of innovative human resource management practices to strengthen and build a global workforce that both critically and constructively foster creativity and innovation amongst employees. With help of eleven in-depth case studies and a survey result this article tries to understand how innovative HR practices are being adopted by Indian firms to build a global workforce in the post liberalization scenario."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
23 => Essec\Faculty\Model\Contribution {#2295
#_index: "academ_contributions"
#_id: "9416"
#_source: array:18 [
"id" => "9416"
"slug" => "hdr"
"yearMonth" => "2014-06"
"year" => "2014"
"title" => "HDR"
"description" => "SOM, A. (2014). HDR. France."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 18:37:46"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "HDR"
"en" => "HDR"
]
"support_type" => array:2 [
"fr" => null
"en" => null
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
24 => Essec\Faculty\Model\Contribution {#2296
#_index: "academ_contributions"
#_id: "3952"
#_source: array:18 [
"id" => "3952"
"slug" => "lessons-from-indian-success-stories"
"yearMonth" => "2011-01"
"year" => "2011"
"title" => "Lessons from Indian success stories"
"description" => "BHATNAGAR, J. et SOM, A. (2011). Lessons from Indian success stories. Dans: <i>Doing Business in India</i>. 1st ed. Routledge, pp. 224-237."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "BHATNAGAR J."
]
]
"ouvrage" => "Doing Business in India"
"keywords" => []
"updatedAt" => "2021-09-06 14:06:32"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "224-237"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The ground reality of complex political, legal and socio-cultural nuances in the Indian Diaspora has created the need for an efficient, effective and innovative HR system, an imperative for all managers struggling to understand the upcoming Indian business context through real life case studies of successes and failures."
"en" => "The ground reality of complex political, legal and socio-cultural nuances in the Indian Diaspora has created the need for an efficient, effective and innovative HR system, an imperative for all managers struggling to understand the upcoming Indian business context through real life case studies of successes and failures."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
25 => Essec\Faculty\Model\Contribution {#2297
#_index: "academ_contributions"
#_id: "3997"
#_source: array:18 [
"id" => "3997"
"slug" => "managing-overseas-rd-in-northeast-asia-conventional-wisdom-and-emerging-trends"
"yearMonth" => "2007-01"
"year" => "2007"
"title" => "Managing Overseas R&D in Northeast Asia : Conventional Wisdom and Emerging Trends"
"description" => "ASAKAWA, K. et SOM, A. (2007). Managing Overseas R&D in Northeast Asia : Conventional Wisdom and Emerging Trends. Dans: <i>R&D Interplay in Northeast Asia</i>. 1st ed. Samsung Economic Research Institute, pp. 45-71."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "ASAKAWA Kazuhiro"
]
]
"ouvrage" => "R&D Interplay in Northeast Asia"
"keywords" => array:1 [
0 => "R&D"
]
"updatedAt" => "2021-09-06 14:06:32"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "45-71"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "There has been an increasing trend of foreign firms launching their R&D operations in North East Asia. In spite of such growing trend of foreign R&D investment in Asia, academic research in this field has largely remained within the domain of Western (and Japanese) MNCs. It is only recently that the interest in R&D investment in North East Asia has grown. We investigate the degree to which opportunities and challenges are different in R&D investment in North East Asia from those of the Western counterparts. We focus on the uniqueness of North East Asia as the host countries of R&D localization."
"en" => "There has been an increasing trend of foreign firms launching their R&D operations in North East Asia. In spite of such growing trend of foreign R&D investment in Asia, academic research in this field has largely remained within the domain of Western (and Japanese) MNCs. It is only recently that the interest in R&D investment in North East Asia has grown. We investigate the degree to which opportunities and challenges are different in R&D investment in North East Asia from those of the Western counterparts. We focus on the uniqueness of North East Asia as the host countries of R&D localization."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
26 => Essec\Faculty\Model\Contribution {#2298
#_index: "academ_contributions"
#_id: "4055"
#_source: array:18 [
"id" => "4055"
"slug" => "organizational-redesign-at-bharat-petroleum-corporation-limited-the-challenge-of-privatization"
"yearMonth" => "2007-01"
"year" => "2007"
"title" => "Organizational Redesign at Bharat Petroleum Corporation Limited: The Challenge of Privatization"
"description" => "SOM, A. (2007). Organizational Redesign at Bharat Petroleum Corporation Limited: The Challenge of Privatization. Dans: <i>Strategic Human Resource Management</i>. 1st ed. Oxford University Press, pp. 111-120."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Strategic Human Resource Management"
"keywords" => array:4 [
0 => "Change"
1 => "Performance"
2 => "Redesign"
3 => "RH"
]
"updatedAt" => "2021-09-06 14:06:32"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "111-120"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Bharat Petroleum Corporation Limited (BPCL) is an Indian oil major that undertook an organizational redesign program to restructure its business portfolio in the face of liberalization and intense competition in the Indian business environment. The article discusses the change process vis-a-vis environment, strategy, structure, people and performance."
"en" => "Bharat Petroleum Corporation Limited (BPCL) is an Indian oil major that undertook an organizational redesign program to restructure its business portfolio in the face of liberalization and intense competition in the Indian business environment. The article discusses the change process vis-a-vis environment, strategy, structure, people and performance."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
27 => Essec\Faculty\Model\Contribution {#2299
#_index: "academ_contributions"
#_id: "4226"
#_source: array:18 [
"id" => "4226"
"slug" => "the-rise-of-indian-luxury-brands-maharajas-to-masses"
"yearMonth" => "2012-09"
"year" => "2012"
"title" => "The Rise of Indian Luxury Brands: Maharajas to Masses"
"description" => "SOM, A. et DAS, S. (2012). The Rise of Indian Luxury Brands: Maharajas to Masses. Dans: <i>The Luxury Market in India: Maharajas to Masses</i>. 1st ed. Palgrave Macmillan, pp. 188-202."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "DAS S."
]
]
"ouvrage" => "The Luxury Market in India: Maharajas to Masses"
"keywords" => []
"updatedAt" => "2021-09-06 14:06:32"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "188-202"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The Luxury Market in India: Maharajas to Masses is a window into the highly complex Indian luxury market. It provides strategies to guide brands entering this high-potential market and capture the luxury rupee. This volume is a collective guide based on intelligence from consumer research, expert interviews, face-to-face conversations, and most importantly, experience. It covers all aspects of the luxury journey in India, starting with its history of luxury, understanding consumption patterns and codes of consumption, analyzing strategies to enter the Indian market, communicating the philosophy of luxury brands, and finally understanding India's own luxury. It sets out to uncover strategies that will help avoid market failure and leverage opportunities to win in India."
"en" => "The Luxury Market in India: Maharajas to Masses is a window into the highly complex Indian luxury market. It provides strategies to guide brands entering this high-potential market and capture the luxury rupee. This volume is a collective guide based on intelligence from consumer research, expert interviews, face-to-face conversations, and most importantly, experience. It covers all aspects of the luxury journey in India, starting with its history of luxury, understanding consumption patterns and codes of consumption, analyzing strategies to enter the Indian market, communicating the philosophy of luxury brands, and finally understanding India's own luxury. It sets out to uncover strategies that will help avoid market failure and leverage opportunities to win in India."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
28 => Essec\Faculty\Model\Contribution {#2300
#_index: "academ_contributions"
#_id: "4320"
#_source: array:18 [
"id" => "4320"
"slug" => "a-failed-case-of-hr-response-during-organizational-restructuring"
"yearMonth" => "2005-06"
"year" => "2005"
"title" => "A Failed Case of HR Response During Organizational Restructuring"
"description" => "SOM, A. (2005). A Failed Case of HR Response During Organizational Restructuring. Dans: <i>Proceedings of the International Human Resource Management Conference: International Human Resource Management: Making a Difference in a World of Differences</i>. International Conference on International Human Resource Management."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of the International Human Resource Management Conference: International Human Resource Management: Making a Difference in a World of Differences"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "CD-Rom Une fois l'industrie du ciment en Inde déréglementée, une concurrence acharnée, doublée d'une guerre des prix, s'en est suivie. Face à cette situation, le groupe propriétaire des deux compagnies du ciment indien, dans le cadre d'un processus de restructuration, fit appel, début 1998, à un cabinet de conseil américain afin de créer une synergie entre les deux compagnies et retrouver l'équilibre rompu. Ce cas de recherche étudie les problèmes liés à la restructuration et les actions menées durant ce processus par la direction générale."
"en" => "The cement industry was deregulated in India, which resulted in fierce competition and price war. In the face of this fierce competition, as a part of major restructuring process, the group hired an American consulting firm, in early 1998, to find a "synergy" between the two companies and help them to turnaround. This research case discusses the issues of the restructuring and the interventions during the restructuring process that were undertaken by the top management."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
29 => Essec\Faculty\Model\Contribution {#2301
#_index: "academ_contributions"
#_id: "4339"
#_source: array:18 [
"id" => "4339"
"slug" => "a-study-of-innovative-human-resource-management-practices-in-india"
"yearMonth" => "2010-06"
"year" => "2010"
"title" => "A study of Innovative Human Resource Management Practices in India"
"description" => "SOM, A. (2010). A study of Innovative Human Resource Management Practices in India. Dans: <i>11th International HRM Conference</i>. Aston Centre for Human Resources (ACHR)."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "11th International HRM Conference"
"keywords" => array:3 [
0 => "Compétition"
1 => "Inde"
2 => "Libéralisation"
]
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Indian liberalization has caused the creation of hyper-competitive environments in national and regional markets. To face this challenge Indian organizations have initiated adoption of strategic human resource management practices both critically and constructively with increasing competition, Indian corporates have realised the need to make employees more creative, innovative and keep them motivated. With eleven in-depth case studies this article tries to understand how innovative HRM practices are being adopted by Indian firms to brace competition in the post liberalization scenario."
"en" => "Indian liberalization has caused the creation of hyper-competitive environments in national and regional markets. To face this challenge Indian organizations have initiated adoption of strategic human resource management practices both critically and constructively with increasing competition, Indian corporates have realised the need to make employees more creative, innovative and keep them motivated. With eleven in-depth case studies this article tries to understand how innovative HRM practices are being adopted by Indian firms to brace competition in the post liberalization scenario."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
30 => Essec\Faculty\Model\Contribution {#2302
#_index: "academ_contributions"
#_id: "4350"
#_source: array:18 [
"id" => "4350"
"slug" => "adoption-of-innovative-hrd-in-indian-companies"
"yearMonth" => "2003-12"
"year" => "2003"
"title" => "Adoption of Innovative HRD in Indian Companies"
"description" => "SOM, A. et BOUCHIKHI, H. (2003). Adoption of Innovative HRD in Indian Companies. Dans: <i>Human Resource Development in Asia: National Policy Perspectives</i>. AHRD, pp. 66-1-66-10."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:3 [
"name" => "BOUCHIKHI Hamid"
"bid" => "B00000059"
"slug" => "bouchikhi-hamid"
]
]
"ouvrage" => "Human Resource Development in Asia: National Policy Perspectives"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "66-1-66-10"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Le rôle crucial de l'innovation gestionnaire dans le développement des ressources humaines stratégique deviennent de plus en plus répandu en affaires et littérature académique. Cependant, très peu d'études ont été effectuées dans un pays tel que l'Inde. Cette étude identifie les meneurs ayant adopté la pratique de stratégies innovatrices en ressources humaines (SHRD) dans des organisations indiennes. Cette étude est d'importance critique dans le contexte de la libéralisation de l'économie indienne qui a commencé en 1991. Les ajustements structuraux dus à la libéralisation ont créé un environnement hyper-concurrentiel et turbulent. Tiré de l'innovation et de la littérature de SHRD, ce rapport discute de cinq propositions principales de l'adoption des pratiques en matière innovatrices de SHRD dans des organisations indiennes. La généralisation, l'applicabilité, l'acceptabilité et la diffusion des pratiques sont discutées."
"en" => "The crucial role of managerial innovation in strategic human resource development is becoming increasingly prevalent in both business and academic literature. However, practically no such study has been undertaken in an emerging country scenario as India. This study identifies the drivers of adoption of innovative strategic human resource practices (SHRD) in Indian organizations. This study is of critical importance against the backdrop of the liberalization of the Indian economy which started in 1991. The structural adjustments due to liberalization have created a hyper-competitive and turbulent environment. Drawing from both innovation and SHRD literature this research report discusses five main propositions of adoption of innovative SHRD practices in Indian organizations. The generalisability, applicability, acceptability, and the diffusion of practices are discussed."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
31 => Essec\Faculty\Model\Contribution {#2303
#_index: "academ_contributions"
#_id: "3446"
#_source: array:18 [
"id" => "3446"
"slug" => "cas-lvmh-managing-the-multi-brand-conglomerate"
"yearMonth" => "2005-01"
"year" => "2005"
"title" => "CAS. LVMH: Managing the Multi-brand Conglomerate"
"description" => "SOM, A. (2005). CAS. LVMH: Managing the Multi-brand Conglomerate. Dans: <i>Strategy. Analysis and Practice. Text and Cases</i>. 1st ed. McGraw-Hill, pp. 123-142."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Strategy. Analysis and Practice. Text and Cases"
"keywords" => []
"updatedAt" => "2021-09-06 14:06:32"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "123-142"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Chapitres"
"en" => "Book chapters"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Cas 8"
"en" => "Cas 8"
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
32 => Essec\Faculty\Model\Contribution {#2304
#_index: "academ_contributions"
#_id: "1085"
#_source: array:18 [
"id" => "1085"
"slug" => "emerging-human-resource-practices-at-aditya-birla-group"
"yearMonth" => "2010-05"
"year" => "2010"
"title" => "Emerging Human Resource Practices at Aditya Birla Group"
"description" => "SOM, A. (2010). Emerging Human Resource Practices at Aditya Birla Group. <i>Human Resource Management</i>, 49(3), pp. 549-566."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:4 [
0 => "Redesign"
1 => "Innovative HR practices"
2 => "India"
3 => "Aditya Birla Group"
]
"updatedAt" => "2021-02-02 16:16:18"
"publicationUrl" => "https://onlinelibrary.wiley.com/doi/abs/10.1002/hrm.20354"
"publicationInfo" => array:3 [
"pages" => "549-566"
"volume" => "49"
"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 article argues that in challenging liberalizing business environments like India, the nature of HR itself demand that organizations develop new capabilities and that role of HR is to re-evaluate their competencies and develop new competencies to help in the overall strategic redesign of organizations."
"en" => "The article argues that in challenging liberalizing business environments like India, the nature of HR itself demand that organizations develop new capabilities and that role of HR is to re-evaluate their competencies and develop new competencies to help in the overall strategic redesign of organizations."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
33 => Essec\Faculty\Model\Contribution {#2305
#_index: "academ_contributions"
#_id: "5262"
#_source: array:18 [
"id" => "5262"
"slug" => "ssense-pioneering-e-commerce-in-the-luxury-industry-and-vacheron-constantin"
"yearMonth" => "2019-07"
"year" => "2019"
"title" => "Ssense: Pioneering e-Commerce in the Luxury Industry and Vacheron Constantin"
"description" => "SOM, A. (2019). Ssense: Pioneering e-Commerce in the Luxury Industry and Vacheron Constantin. Dans: 36th World Association for Case Method Research & Application (WACRA) Summer Conference."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "36th World Association for Case Method Research & Application (WACRA) Summer Conference"
"keywords" => []
"updatedAt" => "2022-10-12 10:58:12"
"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" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
34 => Essec\Faculty\Model\Contribution {#2306
#_index: "academ_contributions"
#_id: "5378"
#_source: array:18 [
"id" => "5378"
"slug" => "agnes-b-from-fashion-to-lifestyle"
"yearMonth" => "2017-07"
"year" => "2017"
"title" => "Agnès b.: From Fashion to Lifestyle"
"description" => "SOM, A. (2017). Agnès b.: From Fashion to Lifestyle. Dans: 2017 Global Fashion Management Conference."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "2017 Global Fashion Management Conference"
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
35 => Essec\Faculty\Model\Contribution {#2307
#_index: "academ_contributions"
#_id: "5514"
#_source: array:18 [
"id" => "5514"
"slug" => "brand-and-line-extensions-an-empirical-study-from-the-new-age-industry"
"yearMonth" => "2015-06"
"year" => "2015"
"title" => "Brand and Line extensions: An Empirical Study from the New Age Industry"
"description" => "SOM, A. et PAPE, N. (2015). Brand and Line extensions: An Empirical Study from the New Age Industry. Dans: 2015 Global Fashion Managment Conference."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "PAPE N."
]
]
"ouvrage" => "2015 Global Fashion Managment Conference"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
36 => Essec\Faculty\Model\Contribution {#2308
#_index: "academ_contributions"
#_id: "1376"
#_source: array:18 [
"id" => "1376"
"slug" => "innovation-and-rd-in-the-global-environment-the-case-of-group-thales"
"yearMonth" => "2009-01"
"year" => "2009"
"title" => "Innovation and R&D in the Global Environment: The Case of Group Thales"
"description" => "SOM, A. (2009). Innovation and R&D in the Global Environment: The Case of Group Thales. <i>International Journal of Business Innovation and Research</i>, 3(3), pp. 268-280."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:3 [
0 => "Defence"
1 => "Dual-technologies"
2 => "Innovation"
]
"updatedAt" => "2021-07-13 14:30:21"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "268-280"
"volume" => "3"
"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" => "This article builds on a detailed case study dwelling on the theories of innovation to develop, discuss and argue the issues related to the professional electroncis and arms industry, a sector rarely discussed and not so well-knows. Its primary distinctions from earlier models of organisational innovation lie in: the incorporation of an important -yet realistic- role innovation and R&D in shaping the direction and outcomes of dual-technology, the meta-national nature of the organisation that has its own ethical dilemma due to its multi-domestic strategy and the role of the sate in a business that deals in electroncis and arms."
"en" => "This article builds on a detailed case study dwelling on the theories of innovation to develop, discuss and argue the issues related to the professional electroncis and arms industry, a sector rarely discussed and not so well-knows. Its primary distinctions from earlier models of organisational innovation lie in: the incorporation of an important -yet realistic- role innovation and R&D in shaping the direction and outcomes of dual-technology, the meta-national nature of the organisation that has its own ethical dilemma due to its multi-domestic strategy and the role of the sate in a business that deals in electroncis and arms."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
37 => Essec\Faculty\Model\Contribution {#2309
#_index: "academ_contributions"
#_id: "1379"
#_source: array:18 [
"id" => "1379"
"slug" => "innovative-human-resource-management-and-corporate-performance-in-the-context-of-economic-liberalization-in-india"
"yearMonth" => "2008-07"
"year" => "2008"
"title" => "Innovative Human Resource Management and Corporate Performance in the Context of Economic Liberalization in India"
"description" => "SOM, A. (2008). Innovative Human Resource Management and Corporate Performance in the Context of Economic Liberalization in India. <i>International Journal of Human Resource Management</i>, 19(7), pp. 1280-1299."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:4 [
0 => "HRM"
1 => "Innovant"
2 => "Libéralisation"
3 => "Performance"
]
"updatedAt" => "2020-12-17 17:55:06"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "1280-1299"
"volume" => "19"
"number" => "7"
]
"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" => "Ce article tente de comprendre le rôle stratégique des pratiques de GRH et en particulier comment les questions pratiques de GRH, comme le rôle du service des ressources humaines, recrutement, le recyclage et le redéploiement, d'évaluation et d'indemnisation améliorer le rendement de l'entreprise au cours du processus de changement."
"en" => "This paper tries to understand the role of strategic HRM practices and specifically questions how HRM practices, like the role of HR department, recruitment, retraining & redeployment, performance appraisal and compensation enhance corporate performance during the change process."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
38 => Essec\Faculty\Model\Contribution {#2310
#_index: "academ_contributions"
#_id: "5844"
#_source: array:18 [
"id" => "5844"
"slug" => "ellta-conference-2017"
"yearMonth" => "2017-07"
"year" => "2017"
"title" => "ELLTA Conference 2017"
"description" => "SOM, A. (2017). ELLTA Conference 2017. Dans: 4th International Academic Conference of ELLTA 2017."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "4th International Academic Conference of ELLTA 2017"
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
39 => Essec\Faculty\Model\Contribution {#2311
#_index: "academ_contributions"
#_id: "4424"
#_source: array:18 [
"id" => "4424"
"slug" => "bracing-competition-through-innovative-hrm-in-indian-firms-lessons-for-mnes"
"yearMonth" => "2003-10"
"year" => "2003"
"title" => "Bracing Competition through Innovative HRM in Indian Firms: Lessons for MNEs"
"description" => "SOM, A. (2003). Bracing Competition through Innovative HRM in Indian Firms: Lessons for MNEs. Dans: <i>Proceedings of the 20th Annual EAMSA Conference: Local Responsiveness Versus Global Integration</i>. Stockholm University, pp. 584-598."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of the 20th Annual EAMSA Conference: Local Responsiveness Versus Global Integration"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "584-598"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "HRM joue un rôle critique et constructif. Quelle est l'importance de la participation de HRM dans le développement et l'exécution stratégique de l'environnement hyper-concurrentiel ? HRM se produit à tous les niveaux des organisations, et de plus en plus, dans des organisations extérieures alors que les organisations gèrent les rapports avec les dépositaires externes. Cet article montre comment des pratiques innovatrices de HRM sont adoptées par des sociétés indiennes face à la concurrence dans un scénario de post-libéralisation. L'article discute le besoin de nouvelles compétences, de nouvelles politiques et de pratiques innovatrices de HRM."
"en" => "HRM plays a critical role and constructive role. How important is the involvement of HRM in strategy development and implementation under hyper-competitive environment. HRM occurs at all levels of organizations and increasingly, outside organizations as organizations manage relationships with external stakeholders. This article shows how innovative HRM practices are being adopted by Indian firms to brace competition in the post liberalization scenario. The article discusses the need for new skills, new policies and innovative HRM practices."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
40 => Essec\Faculty\Model\Contribution {#2312
#_index: "academ_contributions"
#_id: "4427"
#_source: array:18 [
"id" => "4427"
"slug" => "building-competitive-advantage-through-innovative-hrm-practices-the-case-of-india"
"yearMonth" => "2004-05"
"year" => "2004"
"title" => "Building Competitive Advantage Through Innovative HRM Practices: The Case of India"
"description" => "SOM, A. (2004). Building Competitive Advantage Through Innovative HRM Practices: The Case of India. Dans: <i>Proceedings of 2004 International Conference in Management Sciences and Decision Making</i>. College of Management, Tamkang University, China, pp. 325-359."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of 2004 International Conference in Management Sciences and Decision Making"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "325-359"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Avec la libéralisation, les corporations indiennes se sont rendu compte de la nécessité de rendre leurs employés plus créateurs, innovateurs et de les maintenir motivés. Avec l'aide de onze études approfondies de cas, cet article essaie de comprendre comment des pratiques innovatrices en matière de HRM sont adoptées par des sociétés indiennes pour contrer la concurrence dans un scénario de post-libéralisation. Basé sur la recherche occidentale et indienne antérieure, une description est faite d'un cadre théorique d'alignement des pratiques innovatrices efficaces de HRM pour les corporations efficaces qui doivent faire face à un environnement libéralisé de marché compétitif. L'article discute le besoin de nouvelles compétences, de nouvelles politiques innovatrices de HRM et d'un ordre du jour pour que les sociétés indiennes puissent faire face à la future concurrence."
"en" => "With liberalization, Indian coporates have realised the need to make employees more creative, innovative and keep them motivated. With the help of eleven in-depth case studies this article tries to understand how innovative HRM practices are being adopted by Indian firms to brace competition in the post liberalization scenario. Based on prior Western and Indian research, a theoretical framework of aligning effective innovative HRM practices for effective corporates coping with a liberalized competitive market environment is described. The articles discusses the need for new skills, new innovative HRM policies and an agenda for Indian firms to face future competition."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
41 => Essec\Faculty\Model\Contribution {#2313
#_index: "academ_contributions"
#_id: "4436"
#_source: array:18 [
"id" => "4436"
"slug" => "carrefour-conquer-of-latin-america"
"yearMonth" => "2004-10"
"year" => "2004"
"title" => "Carrefour : Conquer of Latin America"
"description" => "SOM, A. (2004). Carrefour : Conquer of Latin America. Dans: <i>Proceedings of the North American Case Research Association</i>. North American Case Research Association."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of the North American Case Research Association"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Carrefour, depuis sa fusion avec Promodès en 1999, est classé comme le challengeur français du monde et leader européen dans l'industrie du commerce de détail. Carrefour a suivi une stratégie agressive de croissance en devenant global au début des années 70. Le cas discute et souligne (a) la stratégie d'entrée de Carrefour et le marché latin (b) sa stratégie de croissance par les acquisitions (c) les liens entre sont intention stratégique de la rentabilité, de sa principale compétence, ses possibilités d'organisation et sa stratégie commerciale (d) marketing, politique des prix, marques, utilisation de la stratégie d'étiquette privée (e) sa stratégie globale de la conquête du marché par une adaptation rapide à des marchés locaux et sa réactivité auprès des entreprises locales concentrées sur l'Amérique Latine et le marché colombien."
"en" => "Carrefour, since its merger with Promodes in 1999, is ranked as the French world challenger and the European leader in the retail industry. Carrefour followed an aggressive growth strategy be becoming global from early 1970s. The case discusses and highlighs the (a) entry strategy of Carrefour and the Latin market (b) its growth strategy by acquisitions (c) the linkage of its strategic intent of profitability, core competence, organizational capability and its business strategy (d) marketing, pricing, branding, use of private label strategy (e) its overall strategy of conquering markets by fast local adaptation to individual markets and its responsiveness to local business focussing on Latin America and the Colombian market."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
42 => Essec\Faculty\Model\Contribution {#2314
#_index: "academ_contributions"
#_id: "4437"
#_source: array:18 [
"id" => "4437"
"slug" => "carrefour-korea-a-failed-case-of-corporate-strategy-in-new-asia"
"yearMonth" => "2008-02"
"year" => "2008"
"title" => "Carrefour Korea: A Failed Case of Corporate Strategy in New Asia"
"description" => "SOM, A. (2008). Carrefour Korea: A Failed Case of Corporate Strategy in New Asia. Dans: <i>Corporate Strategies in New Asia. Management in China, Japan and South Korea between Competition and Co-operation</i>. Hochschule Bremen."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Corporate Strategies in New Asia. Management in China, Japan and South Korea between Competition and Co-operation"
"keywords" => array:2 [
0 => "Specifications of Korean Retail Market"
1 => "Upscale Retail Industry"
]
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "CD-Rom"
"en" => "In the spring of 2006, Carrefour Korea stood at the crossroad of making a critical business decision, whether to withdraw or to continue, after its 10 year operation in the Korean retail market.... This case article analyzes Carrefour Korea's failure by observing market condition of Korean discount retail industry market economies of local competitors, process of CK's localization, and finally, business strategies of each competitor int his near-saturated market."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
43 => Essec\Faculty\Model\Contribution {#2315
#_index: "academ_contributions"
#_id: "4443"
#_source: array:18 [
"id" => "4443"
"slug" => "challenges-of-globalization-at-lafarge"
"yearMonth" => "2004-05"
"year" => "2004"
"title" => "Challenges of Globalization at Lafarge"
"description" => "SOM, A. (2004). Challenges of Globalization at Lafarge. Dans: <i>2004 Midwest Academy of Management Meeting</i>. Creighton."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "2004 Midwest Academy of Management Meeting"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Ce cas de recherche décrit la politique de la "globalisation de croissance et de la croissance profitable" de Lafarge par des acquisitions réussies et l'intégration post-fusion. Ce cas traite la restructuration interne de Lafarge pour alimenter sa stratégie de croissance externe et il trace le processus de l'internationalisation d'un producteur français de ciment. Il examine également la base pour la globalisation de ce que beaucoup penseraient à une "affaire très locale". Il offre l'occasion d'examiner la logique des mouvements concurrentiels globaux dans l'industrie du ciment."
"en" => "This research case describes Lafarge's globalization policy of "growth and profitable growth" by successful acquisitions and post-merger integration. The research case deals with both the issues of infernal restructuring of Lafarge to fuel its external strategy of growth and it traces the process of internationalization of a French cement producer. it also examines the basis for globalization of what many would think of as a very "local business". It presents an opportunity to examine the logic of global competitive moves in the cement industry."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
44 => Essec\Faculty\Model\Contribution {#2316
#_index: "academ_contributions"
#_id: "10856"
#_source: array:18 [
"id" => "10856"
"slug" => "growth-and-sustainability-in-global-markets-richemonts-foray-into-luxury-e-retail"
"yearMonth" => "2020-07"
"year" => "2020"
"title" => "Growth and Sustainability in Global Markets: Richemont’s Foray into Luxury E-Retail"
"description" => "SOM, A. (2020). Growth and Sustainability in Global Markets: Richemont’s Foray into Luxury E-Retail. Dans: 2020 Global Business and Technology Association (GBATA)."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "2020 Global Business and Technology Association (GBATA)"
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
45 => Essec\Faculty\Model\Contribution {#2317
#_index: "academ_contributions"
#_id: "4593"
#_source: array:18 [
"id" => "4593"
"slug" => "evolution-of-alstom-role-of-the-french-state"
"yearMonth" => "2004-06"
"year" => "2004"
"title" => "Evolution of Alstom: Role of the French State"
"description" => "SOM, A. (2004). Evolution of Alstom: Role of the French State. Dans: <i>Navigating Crisis and Opportunities in Global Markets</i>. Nedjet delener & Chiang-nan Chao, pp. 711-718."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Navigating Crisis and Opportunities in Global Markets"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "711-718"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Le cas trace l'évolution d'Alstom d'une entreprise familiale à une multinationale à industrie diversifiée qui a actuellement des ennuis financiers. Le cas essaye d'illustrer l'évolution d'un conglomérat français et son rapport avec l'Etat français depuis son commencement en 1898. Le cas essaye de comprendre les questions de l'avantage concurrentiel des nations et du rôle de l'Etat dans l'exemple d'Alstom."
"en" => "The case traces the evolution of Alstom from a family owned company to an industrial diversified multinational which is currently in financial troubles. The case tries to illustrate the evolution of a French conglomerate and its relationship with the French State since its inception in 1898. The case tries to understand the issues of competitive advantage of nations and the role of the state in the light of the Alstom example."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
46 => Essec\Faculty\Model\Contribution {#2318
#_index: "academ_contributions"
#_id: "11094"
#_source: array:18 [
"id" => "11094"
"slug" => "cyclicality-coronavirus-and-consumers-of-the-luxury-industry"
"yearMonth" => "2020-03"
"year" => "2020"
"title" => "Cyclicality, coronavirus and consumers of the Luxury Industry"
"description" => "SOM, A. (2020). Cyclicality, coronavirus and consumers of the Luxury Industry. <i>ESSEC Knowledge</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "http://knowledge.essec.edu/en/society/cyclicality-coronavirus-consumers-luxury-industry.html"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
47 => Essec\Faculty\Model\Contribution {#2319
#_index: "academ_contributions"
#_id: "11095"
#_source: array:18 [
"id" => "11095"
"slug" => "face-a-la-crise-les-strategies-divergentes-des-marques-de-luxe"
"yearMonth" => "2015-04"
"year" => "2015"
"title" => "Face à la crise, les stratégies divergentes des marques de luxe"
"description" => "SOM, A. et BLANCKAERT, C. (2015). Face à la crise, les stratégies divergentes des marques de luxe. <i>La Tribune</i>."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "BLANCKAERT Christian"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 14:57:10"
"publicationUrl" => "https://www.latribune.fr/opinions/tribunes/face-a-la-crise-les-strategies-divergentes-adoptees-par-les-marques-de-luxe-472528.html"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Les marques de luxe ont fini par être impactées par la crise. Leurs stratégies pour y faire face sont très divergentes."
"en" => ""
]
"authors_fields" => array:2 [
"fr" => "Marketing"
"en" => "Marketing"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
48 => Essec\Faculty\Model\Contribution {#2320
#_index: "academ_contributions"
#_id: "11096"
#_source: array:18 [
"id" => "11096"
"slug" => "the-luxury-guru"
"yearMonth" => "2013-09"
"year" => "2013"
"title" => "The Luxury Guru"
"description" => "SOM, A. (2013). The Luxury Guru. <i>The Black Book</i>, pp. 16-17."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 14:57:34"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "16-17"
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Growth of luxury education in India and the skill sets a brand should value."
"en" => "Growth of luxury education in India and the skill sets a brand should value."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
49 => Essec\Faculty\Model\Contribution {#2321
#_index: "academ_contributions"
#_id: "11103"
#_source: array:18 [
"id" => "11103"
"slug" => "what-luxury-brands-look-for-in-their-managers"
"yearMonth" => "2017-02"
"year" => "2017"
"title" => "What luxury brands look for in their managers"
"description" => "SOM, A. (2017). What luxury brands look for in their managers. <i>ESSEC Knowledge</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "http://knowledge.essec.edu/en/leadership/what-luxury-brands-are-looking-their-managers.html"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
50 => Essec\Faculty\Model\Contribution {#2322
#_index: "academ_contributions"
#_id: "11104"
#_source: array:18 [
"id" => "11104"
"slug" => "what-lessons-can-family-businesses-learn-from-the-luxury-industry-part-1"
"yearMonth" => "2017-05"
"year" => "2017"
"title" => "What lessons can family businesses learn from the luxury industry? Part 1"
"description" => "SOM, A. (2017). What lessons can family businesses learn from the luxury industry? Part 1. <i>ESSEC Knowledge</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "http://knowledge.essec.edu/en/strategy/what-lessons-can-family-businesses-learn-luxury-in.html"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
51 => Essec\Faculty\Model\Contribution {#2323
#_index: "academ_contributions"
#_id: "11105"
#_source: array:18 [
"id" => "11105"
"slug" => "luxury-and-the-power-of-enigma"
"yearMonth" => "2017-04"
"year" => "2017"
"title" => "Luxury and the power of enigma"
"description" => "SOM, A. (2017). Luxury and the power of enigma. <i>ESSEC Knowledge</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "http://knowledge.essec.edu/en/strategy/luxury-and-power-enigma.html"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
52 => Essec\Faculty\Model\Contribution {#2324
#_index: "academ_contributions"
#_id: "11106"
#_source: array:18 [
"id" => "11106"
"slug" => "how-emerging-luxury-brands-can-go-it-alone-internationally"
"yearMonth" => "2017-02"
"year" => "2017"
"title" => "How emerging luxury brands can go-it-alone internationally"
"description" => "SOM, A. (2017). How emerging luxury brands can go-it-alone internationally. <i>Luxury Daily</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "https://www.luxurydaily.com/how-emerging-luxury-brands-can-go-it-alone-internationally/"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
53 => Essec\Faculty\Model\Contribution {#2325
#_index: "academ_contributions"
#_id: "11107"
#_source: array:18 [
"id" => "11107"
"slug" => "can-emerging-luxury-brands-compete-with-the-old-guard"
"yearMonth" => "2017-01"
"year" => "2017"
"title" => "Can emerging luxury brands compete with the old guard?"
"description" => "SOM, A. (2017). Can emerging luxury brands compete with the old guard? <i>Luxury Daily</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "https://www.luxurydaily.com/can-emerging-luxury-brands-compete-with-the-old-guard/"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
54 => Essec\Faculty\Model\Contribution {#2326
#_index: "academ_contributions"
#_id: "11108"
#_source: array:18 [
"id" => "11108"
"slug" => "how-european-and-american-brands-navigate-the-transcontinental-luxury-divide"
"yearMonth" => "2017-08"
"year" => "2017"
"title" => "How European and American brands navigate the transcontinental luxury divide"
"description" => "SOM, A. (2017). How European and American brands navigate the transcontinental luxury divide. <i>Luxury Daily</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "https://www.luxurydaily.com/how-european-and-american-brands-navigate-the-transcontinental-luxury-divide//?email=1"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
55 => Essec\Faculty\Model\Contribution {#2327
#_index: "academ_contributions"
#_id: "11109"
#_source: array:18 [
"id" => "11109"
"slug" => "what-lessons-can-family-businesses-learn-from-the-luxury-industry-part-2"
"yearMonth" => "2017-05"
"year" => "2017"
"title" => "What lessons can family businesses learn from the luxury industry : Part 2"
"description" => "SOM, A. (2017). What lessons can family businesses learn from the luxury industry : Part 2. <i>ESSEC Knowledge</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "http://knowledge.essec.edu/en/strategy/part-2-can-family-businesses-learn-luxury-in.html"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
56 => Essec\Faculty\Model\Contribution {#2328
#_index: "academ_contributions"
#_id: "11110"
#_source: array:18 [
"id" => "11110"
"slug" => "when-a-vision-serves-a-purpose"
"yearMonth" => "2017-07"
"year" => "2017"
"title" => "When a vision serves a purpose."
"description" => "SOM, A. (2017). When a vision serves a purpose. <i>Linkedin</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "https://www.linkedin.com/pulse/when-vision-serves-purpose-ashok-som/"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
57 => Essec\Faculty\Model\Contribution {#2329
#_index: "academ_contributions"
#_id: "11111"
#_source: array:18 [
"id" => "11111"
"slug" => "why-luxury-marketing-does-not-need-to-be-data-driven"
"yearMonth" => "2017-09"
"year" => "2017"
"title" => "Why luxury marketing does not need to be data-driven"
"description" => "SOM, A. (2017). Why luxury marketing does not need to be data-driven. <i>ESSEC Knowledge</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "http://knowledge.essec.edu/en/strategy/why-luxury-marketing-doesnt-need-be-data-driven.html"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
58 => Essec\Faculty\Model\Contribution {#2330
#_index: "academ_contributions"
#_id: "11112"
#_source: array:18 [
"id" => "11112"
"slug" => "the-luxury-nomad"
"yearMonth" => "2017-12"
"year" => "2017"
"title" => "The luxury nomad"
"description" => "SOM, A. (2017). The luxury nomad. <i>ESSEC Knowledge</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "http://knowledge.essec.edu/en/strategy/luxury-nomad.html"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
59 => Essec\Faculty\Model\Contribution {#2331
#_index: "academ_contributions"
#_id: "11113"
#_source: array:18 [
"id" => "11113"
"slug" => "volkswagen-in-china-running-the-olympic-marathon"
"yearMonth" => "2007-09"
"year" => "2007"
"title" => "Volkswagen in China - Running the Olympic Marathon"
"description" => "SOM, A. (2007). Volkswagen in China - Running the Olympic Marathon. <i>European Business Forum (EBF)</i>, pp. 46-49."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 18:37:46"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "46-49"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
60 => Essec\Faculty\Model\Contribution {#2332
#_index: "academ_contributions"
#_id: "4627"
#_source: array:18 [
"id" => "4627"
"slug" => "france-vs-india-encounters-in-the-realm-of-restructuring"
"yearMonth" => "2002-05"
"year" => "2002"
"title" => "France vs. India: Encounters in the Realm of Restructuring"
"description" => "SOM, A. (2002). France vs. India: Encounters in the Realm of Restructuring. Dans: <i>Proceedings of the European Academy of Management Conference</i>. European Academy of Management (EURAM)."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of the European Academy of Management Conference"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Peu d'études empiriques ont été menées jusqu'ici concernant le rôle du management des ressources humaines durant les périodes de restructuration par rapport aux processus de restructuration de l'entreprise, et plus particulièrement quand cela implique des initiatives stratégiques concernant différentes cultures. Une large étude de fond portant sur quatre grandes et complexes sociétés, leaders sur leur marché en France et en Inde, dans la même industrie, soutient notre thèse voulant que le rôle proactif du management des ressources humaines est un des facteurs clés de succès dans l'intégration culturelle de la restructuration durant une politique de restructuration de l'entreprise. Cet article présente un contingency framework, qui propose des directives quant à la façon dont la restructuration d'une organisation peut être menée par la mise en place de pratiques de management des ressources humaines appropriées."
"en" => "Site Internet. Few empirical studies have been done to date regarding the role of human resource management during change process vis-a-vis an organizational restructuring process in general and specifically when it involves strategic intiatives across cultures. An extensive in-depth study of four large, complex companies and market leaders in France and India, in the same industry, supports our belief that the proactive role of HRM is one of the key success factors in cultural integration during an organizational restructuring process. This article presents a contingency framework, which offers guidelines as to how organizational restructuring can be achieved by implementation of suitable HRM practices."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
61 => Essec\Faculty\Model\Contribution {#2333
#_index: "academ_contributions"
#_id: "4657"
#_source: array:18 [
"id" => "4657"
"slug" => "how-dominant-logic-develops-changes-and-designs-organizations"
"yearMonth" => "2005-08"
"year" => "2005"
"title" => "How Dominant Logic Develops, Changes and Designs Organizations"
"description" => "SOM, A. (2005). How Dominant Logic Develops, Changes and Designs Organizations. Dans: <i>Proceedings of the 65th Annula Meeting of the Academy of Management</i>. Academy of Management."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of the 65th Annula Meeting of the Academy of Management"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Site Internet. Cet article décrit un modèle d'organisation qui s'inspire de la logique dominante d'une direction et de ses actions stratégiques. En analysant ce rapport entre une logique dominante directoriale et ses actions stratégiques, l'article permet finalement de comprendre ce qui mène une entreprise à se développer, se modifier et se remodeler."
"en" => "This article describes a model of designing an organization that fuels from the dominant logic of the top management and the resultant strategic actions. By exploring this relationship between the dominant logic of the top management and strategic actions, the article enables us to unerstand and describe how an organization developed, changed and designed as it did."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
62 => Essec\Faculty\Model\Contribution {#2334
#_index: "academ_contributions"
#_id: "4693"
#_source: array:18 [
"id" => "4693"
"slug" => "innovating-human-resource-strategies-for-redesigning-organisations-implications-for-corporate-performance-in-the-context-of-indias-economic-liberalisation"
"yearMonth" => "2002-02"
"year" => "2002"
"title" => "Innovating Human Resource Strategies for Redesigning Organisations: Implications for Corporate Performance in the Context of India's Economic Liberalisation"
"description" => "SOM, A. (2002). Innovating Human Resource Strategies for Redesigning Organisations: Implications for Corporate Performance in the Context of India's Economic Liberalisation. Dans: <i>Proceedings of the Third Asia Academy of Management in the 1st Century Conference</i>. Financial Management Association (FMA)."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of the Third Asia Academy of Management in the 1st Century Conference"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "CD-Rom. Cet article cherche à comprendre le rôle des stratégies innovantes dans le management des Ressources Humaines et plus particulièrement étudie comment les stratégies de management des ressources humaines (rôle et structure du Département Ressources Humaines, Recrutement, Formation Continue & Redéploiement, Optimisation des Performances, Rétribution et Ajustement) permettent de développer les performances du groupe. Une enquête couvrant 54 sociétés basées en Inde a été menée et a permis d'analyser les stratégies innovantes en RH, grâce à des techniques de statistiques "bivariées" et "multivariées", ce qui a fait ressortir différents types de politique RH (avec leurs modalités et mécanismes) dans des entreprises plus ou moins performantes qui traversent une restructuration. Il a été montré par une dichotomisation de l'échantillon selon les performance, que les entreprises performantes pratiquaient des politiques de management des RH innovantes très différentes des entreprises moins performantes."
"en" => "This paper tries to understand the role of innovative HRM strategies and specifically questions how the HRM strategies (Role and Structure of HR Department, Recruitment, Retraining & Redeployment, Performance Appraisal, Compensation, and Rightsizing) enhances corporate performance. A survey of 54 organizations from India were analyzed using various bivariate and multivariate statistical techniques to find a recipe of innovative HR strategies, learning modes and mechanisms which differentiates the high from the low performing organizations undergoing redesign. It was seen that when the sample was dichotomized in terms of performance, the "high" group exhibits innovative HRM strategies notably different than the "low" group."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
63 => Essec\Faculty\Model\Contribution {#2335
#_index: "academ_contributions"
#_id: "4694"
#_source: array:18 [
"id" => "4694"
"slug" => "innovation-and-rd-in-the-global-environment-the-case-of-group-thales"
"yearMonth" => "2008-01"
"year" => "2008"
"title" => "Innovation and R&D in the Global Environment: The Case of Group Thales"
"description" => "SOM, A. (2008). Innovation and R&D in the Global Environment: The Case of Group Thales. Dans: <i>GBID 2008: Innovation and Development for Economic Growth in the Global Environment</i>. COPPE-UFRJ, pp. 67-75."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "GBID 2008: Innovation and Development for Economic Growth in the Global Environment"
"keywords" => array:3 [
0 => "Defence"
1 => "Dual Technologies"
2 => "Electronics"
]
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "67-75"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Thales is a French company with business interests in integrated solutions for the electronics and efence sectors. It was founded as a multinational company over 100 years before. Thales, today , is consedered to be one of the most famous international arms manufacturers that generate more than 50% of its total sales. The objective of this case research article is to discuss and discover the issues related to the professional electronics and arms industry, a sector rarely discussed and not so well-known. The case throws light upon the innovation, Research & Dvt in the lectronics and the arms business, ethical dilemma, the company's internal organization and the role of the State."
"en" => "Thales is a French company with business interests in integrated solutions for the electronics and efence sectors. It was founded as a multinational company over 100 years before. Thales, today , is consedered to be one of the most famous international arms manufacturers that generate more than 50% of its total sales. The objective of this case research article is to discuss and discover the issues related to the professional electronics and arms industry, a sector rarely discussed and not so well-known. The case throws light upon the innovation, Research & Dvt in the lectronics and the arms business, ethical dilemma, the company's internal organization and the role of the State."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
64 => Essec\Faculty\Model\Contribution {#2336
#_index: "academ_contributions"
#_id: "4697"
#_source: array:18 [
"id" => "4697"
"slug" => "innovative-hrm-response-by-corporates-during-indias-liberalization-and-globalization"
"yearMonth" => "2004-12"
"year" => "2004"
"title" => "Innovative HRM Response by Corporates During India's Liberalization and Globalization"
"description" => "SOM, A. (2004). Innovative HRM Response by Corporates During India's Liberalization and Globalization. Dans: <i>2004 AAOM 4th International Conference Proceedings, Shangai</i>. Academy of Management."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "2004 AAOM 4th International Conference Proceedings, Shangai"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "CD-Rom Cet article examine l'environnement d'affaires indien pendant le scénario de post-libéralisation. L'article se concentre sur quatre propositions et illustre la proposition par la méthodologie de multiple conceptions de cas. Il décrit et illustre les changements de stratégies RH et les pratiques de DRH stratégiquement innovatrices par les corporates indiens pour faire face à l'hyper-concurrence créée pendant l'environnement de libéralisation et globalisation. Il conclut en recommandant quelques façons innovatrices d'avancer pour des sociétés indiennes."
"en" => "This article discusses the challenging Indian business environment during the post-liberalization scenario. The article focuses on four propositions and illustrates the proposition through multiple case-design methodology. It describes and illustrates the changes in HR strategies and the practices of innovative HRM strategies by Indian corporates to face the hyper-competition created during the liberalization and globalization environment. It concludes by recommending some innovative ways to move forward by Indian firms."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
65 => Essec\Faculty\Model\Contribution {#2337
#_index: "academ_contributions"
#_id: "4834"
#_source: array:18 [
"id" => "4834"
"slug" => "lvmh-managing-the-paradox-of-star-brands"
"yearMonth" => "2005-06"
"year" => "2005"
"title" => "LVMH: Managing the Paradox of Star Brands"
"description" => "SOM, A. (2005). LVMH: Managing the Paradox of Star Brands. Dans: <i>The 2005 International Conference in Management Sciences and Decision Making</i>. Tamkang University, pp. 39-54."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "The 2005 International Conference in Management Sciences and Decision Making"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "39-54"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Vins, alcools, mode, cuir, parfums, cosmétiques, montres, bijoux et distributions sont les divers produits proposés par LVMH Moët Hennessy Louis Vuitton. Les "produits phares" sont les fondements de la stratégie du groupe. Avec le temps, le groupe s'est constitué un important portefeuille des marques les plus importantes du secteur et compte parmi ses cinq divisions les 60 plus prestigieuses marques. La "star" de toutes, Louis Vuitton, rapport plus de 80 % de la totalité du secteur. Cet article étudie le paradoxe des "marques phares" et la difficulté de les gérer."
"en" => "LVMH Moët Hennessy Louis Vuitton, based in France, operates in wines, spirits, fashion goods, leather goods, perfumes, cosmetics, watches, jewelry and retailing. LVMH's "stard brands" is a key foundations of the group's strategy. It has built over time one of the strongest brand portfolio in the sector, counting 60 top brands amongst its five divisions. The "star of star brands", Louis Vuitton, generates over 80% of earnings in the segment. This case article discusses the paradox of star brands and issues of managing star brands."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
66 => Essec\Faculty\Model\Contribution {#2338
#_index: "academ_contributions"
#_id: "4836"
#_source: array:18 [
"id" => "4836"
"slug" => "mahut-group-woes-of-organizational-restructuring"
"yearMonth" => "2004-01"
"year" => "2004"
"title" => "Mahut Group: Woes of Organizational Restructuring"
"description" => "SOM, A. (2004). Mahut Group: Woes of Organizational Restructuring. Dans: <i>Navigating Crisis and Opportunities in Global Markets</i>. Nedjet delener & Chiang-nan Chao, pp. 719-726."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Navigating Crisis and Opportunities in Global Markets"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "719-726"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Le groupe de Mahut (nom déguisé) est un groupe d'affaires familiale qui dirige deux compagnies de ciment, Heera et Moti Cement (noms déguisés), dans l'état du Goudjerate en Inde occidentale. Heera est une unité en difficulté qui a été prit en charge par le Comité de la Reconstruction Industrielle et Financière (BIFR). Moti Cement est une compagnie déficitaire. L'industrie cimentière a été déréglée en Inde, qui a eu comme conséquence une concurrence féroce et la guerre des prix. Face à cette concurrence féroce, dans le cadre d'un important processus de restructuration, le groupe a engager un cabinet de conseil américain, début 1998, pour trouver une "synergie" entre les deux compagnies et pour les aider à se restructurer. Ce cas de recherche discute les questions de la restructuration et les interventions pendant le processus de restructuration qui ont été entrepris par les cadres supérieurs du groupe de Mahut."
"en" => "Mahut Group (name disguised) is a family owned business group that operates two cement companies, Heera and Moti Cement (name disguised), in the state of Gujarat in Western India. Heera is a sick unit and is under Board of Industrial & Financial Reconstruction (BIFR). Moti Cement is a loss making company. The cement industry was deregulated in India, which resulted in fierce competition and price war. In the face of this fierce competition, as a part of major restructuring process, the group hired an American consulting firm, in early 1998, to find a "synergy" between the two companies and help the two companies to turnaround. This research case discusses the issues of the restructuring and the interventions during the restructuring process that were undertaken by the top management of Mahut Group."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
67 => Essec\Faculty\Model\Contribution {#2339
#_index: "academ_contributions"
#_id: "4854"
#_source: array:18 [
"id" => "4854"
"slug" => "managing-overseas-rd-in-north-east-asia-conventional-wisdom-and-emerging-trends"
"yearMonth" => "2006-02"
"year" => "2006"
"title" => "Managing Overseas R&D in North East Asia: Conventional Wisdom and Emerging Trends"
"description" => "ASAKAWA, K., SOM, A. et A., K. (2006). Managing Overseas R&D in North East Asia: Conventional Wisdom and Emerging Trends. Dans: <i>R&D Interplay in Northeast Asia: Global Corporate Strategy and Host Countries' National Innovation System</i>. Samsung Economic Research Institute, pp. 2-25."
"authors" => array:3 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "ASAKAWA Kazuhiro"
]
2 => array:1 [
"name" => "A. K."
]
]
"ouvrage" => "R&D Interplay in Northeast Asia: Global Corporate Strategy and Host Countries' National Innovation System"
"keywords" => array:3 [
0 => "Asie du Nord Est"
1 => "Chine"
2 => "R&D International"
]
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "2-25"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Un nombre croissant d'entreprises étrangères ont lancé des opérations R&D en Asie du Nord Est. Cependant, et malgré cette forte augmentation d'investissement R&D en Asie, la recherche académique dans ce secteur reste du domaine des MNCs occidentaux (et japonais). Ce phénomène d'intérêt dans le R&D est récent. Dans cet article, nous analysons les différences entre les opportunités et les défis rencontrés dans cette région et ceux du monde occidental."
"en" => "Growing number of foreign firms have been launching their R&D operations in North East Asia. However, in spite of such growing trend of foreign R&D investment in Asia, academic research in this field has largely remained within the domain of Western (and Japanese) MNCs. It is only recently that the interest in R&D investment in North East Asia has grown. We investigate the degree to which opportunities and challenges are different in this region from those of the Western Counterparts."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
68 => Essec\Faculty\Model\Contribution {#2340
#_index: "academ_contributions"
#_id: "4856"
#_source: array:18 [
"id" => "4856"
"slug" => "managing-rd-in-asia-opportunities-and-dilemmas-for-foreign-firms"
"yearMonth" => "2006-08"
"year" => "2006"
"title" => "Managing R&D in Asia: Opportunities and Dilemmas for Foreign Firms"
"description" => "ASAKAWA, K. et SOM, A. (2006). Managing R&D in Asia: Opportunities and Dilemmas for Foreign Firms. Dans: <i>Proceedings of the 66th Annual Meeting of the Academy of Management AOM Meeting</i>. Academy of Management."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "ASAKAWA Kazuhiro"
]
]
"ouvrage" => "Proceedings of the 66th Annual Meeting of the Academy of Management AOM Meeting"
"keywords" => array:2 [
0 => "Innovation"
1 => "R&D"
]
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Site internet http://blackboard.gwu.edu Username: gl0632734, Password: aom"
"en" => "Growing number of foreign firms have been launching their R&D operations in China and India. The key research question that we address in this article is the opportunities and dilemmas facing MNCs in managing their R&D in China and India. In particular, we investigate the degree to which opportunities and challenges are different in these countries from those of the Western counterparts."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
69 => Essec\Faculty\Model\Contribution {#2341
#_index: "academ_contributions"
#_id: "4857"
#_source: array:18 [
"id" => "4857"
"slug" => "managing-rd-in-asia-opportunities-and-dilemnas-for-foreign-firms"
"yearMonth" => "2005-10"
"year" => "2005"
"title" => "Managing R&D in Asia: Opportunities and Dilemnas for Foreign Firms"
"description" => "SOM, A. (2005). Managing R&D in Asia: Opportunities and Dilemnas for Foreign Firms. Dans: <i>Innovation and the Growth of the International FIrm</i>. Carnegie Bosch Institute, pp. 9-13."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Innovation and the Growth of the International FIrm"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "9-13"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "L'impressionnante croissance des économies indienne et chinoise alliée à un FDI en progression a mené à l'augmentation des activités de recherche et de développement (R&D) étrangères dans cette région. La capacité des compagnies étrangères à gérer le R&D en Inde et en Chine face à une multitude de choix et d'opportunités a été discutée. En conclusion, les compagnies étrangères doivent repenser, ré-évaluer et redéfinir leur stratégie de R&D pour ces deux pays."
"en" => "The phenomenal growth of the Indian and Chineese economy in Asia accompanied by the increasing FDIs in these two countries had led to an increase in foregin research and development (R&D) activities in this region. The challenge of foreign firms to manage R&D in India and China in the face of opportunities and dilemmas is discussed. It concluded that foreign companies have to rethink, re-evaluate and re-assess their R&D strategies for both these countries."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
70 => Essec\Faculty\Model\Contribution {#2342
#_index: "academ_contributions"
#_id: "4858"
#_source: array:18 [
"id" => "4858"
"slug" => "managing-rd-innovation-in-india-and-china"
"yearMonth" => "2006-06"
"year" => "2006"
"title" => "Managing R&D Innovation in India and China"
"description" => "ASAKAWA, K. et SOM, A. (2006). Managing R&D Innovation in India and China. Dans: <i>ICMIT 2006. 2006 IEEE International Conference on Management of Innovation and Technology</i>. Institute of Electrical and Electronics Engineers (IEEE), pp. 285-289."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "ASAKAWA Kazuhiro"
]
]
"ouvrage" => "ICMIT 2006. 2006 IEEE International Conference on Management of Innovation and Technology"
"keywords" => array:3 [
0 => "Innovation"
1 => "La Chine et l'Inde"
2 => "R&D"
]
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "285-289"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Un nombre croissant d'entreprises étrangères ont lancé des opérations R&D en Chine et en Inde. La question majeure que nous traitons dans cet article est comment les MNCS gèrent les opportunités et dilemmes rencontrés dans leur R&D en Chine et en Inde. Dans cet article, nous analysons en particulier les différences entre les opportunités et les défis rencontrés dans cette région et ceux du monde occidental."
"en" => "Growing number of foreign firms have been launching their R&D operations in China and India. The key research question that we address in this article is the opportunities and dilemmas facing MNCs in managing their R&D in China and India. In particular, we investigate the degree to which opportunities and challenges are different in these countries from those of the Western counterparts."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
71 => Essec\Faculty\Model\Contribution {#2343
#_index: "academ_contributions"
#_id: "4937"
#_source: array:18 [
"id" => "4937"
"slug" => "organisational-redesign-at-bpcl-the-challenge-of-privatization"
"yearMonth" => "2004-07"
"year" => "2004"
"title" => "Organisational Redesign at BPCL: The Challenge of Privatization"
"description" => "SOM, A. (2004). Organisational Redesign at BPCL: The Challenge of Privatization. Dans: <i>2004 ABAS 12th International Conference Proceedings-Tallinn</i>. Financial Management Association (FMA)."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "2004 ABAS 12th International Conference Proceedings-Tallinn"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Site Internel. Cet article illustre, au moyen d'une étude longitudinale de cas, la restructuration organisationnelle de Bharat Petroleum Corporation Limited (BPCL), une des trois sociétés principales du secteur pétrolier en Inde. L'article présente une structure d'éventualité qui offre des directives pour réaliser une restructuration organisationnelle en alignant les réponses systémiques (la structure, les systèmes, les processus, les fonctions, les réponses culturelles) ainsi que les stratégies (la vision, la mission, les buts, les valeurs, la stratégie d'affaires, etc.) pour une haute efficacité organisationnelle dans une économie émergente."
"en" => "This article illustrates, by means of an extensive in-depth longitudinal case study, the organization redesign of Bharat Petroleum Corporation Limited (BPCL), one of the three major petroleum sector companies in India. The article presents a contingency framework, which offers guidelines as to how organizational redesign can be achieved by aligning both the systemic (structure, systems, processes, functions, cultural responses) and strategic (vision, mission, goals, values, business strategy, etc.) responses for superior organizational effectiveness in an emerging economy."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
72 => Essec\Faculty\Model\Contribution {#2344
#_index: "academ_contributions"
#_id: "4943"
#_source: array:18 [
"id" => "4943"
"slug" => "organizational-re-design-and-performance-evidence-from-india"
"yearMonth" => "2008-01"
"year" => "2008"
"title" => "Organizational Re-design and Performance: Evidence from India"
"description" => "SOM, A. (2008). Organizational Re-design and Performance: Evidence from India. Dans: <i>AOM Meeting Proceedings, Annheim, California</i>. Academy of Management."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "AOM Meeting Proceedings, Annheim, California"
"keywords" => array:2 [
0 => "Organizational Re-design"
1 => "Performance"
]
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Site internet"
"en" => "In the backdrop of the ongoing economic liberalization in India, a multiple-respondent survey of 69 Indian organizations was undertaken to study the impact of changes in re-design mechanisms on firm performance. The results shows that increased changes in mechanisms of uncertainty reduction, differentiation, and integration tend to enhance corporate performance in turbulent environments, while their absence or low usage depresses it."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
73 => Essec\Faculty\Model\Contribution {#2345
#_index: "academ_contributions"
#_id: "4944"
#_source: array:18 [
"id" => "4944"
"slug" => "organizational-redesign-in-france-and-india-role-of-hrm-in-action"
"yearMonth" => "2004-08"
"year" => "2004"
"title" => "Organizational Redesign in France and India: Role of HRM in Action"
"description" => "SOM, A. (2004). Organizational Redesign in France and India: Role of HRM in Action. Dans: <i>Proceedings of 2003 Annual Meeting of the Academy of Management Democracy in a Knowledge Economy</i>. Academy of Management."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of 2003 Annual Meeting of the Academy of Management Democracy in a Knowledge Economy"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Site Internet. Une étude approfondie, étendue sur quatre grands et complexes compagnies et leaders du marché dans leurs propres industries en France et en Inde, soutient notre croyance que le rôle proactif de la gestion des ressources humaines est l'un des facteurs principaux de succès dans le processus d'une restructuration d'organisation. Cet article décrit les initiatives principales de gestion de ressources humaines entreprises par deux organismes en France et deux organismes en Inde pendant le processus de restructuration de leurs organisations pendant qu'ils essaient de fonctionner dans un environnement hyper-concurrentiel."
"en" => "An extensive in-depth study of four large, complex companies and market leaders in their own industries in France and India supports our belief that the proactiver role of human resource management is one of the key success factors in during and organizational redesign process. This article describes the key human resource management initiatives undertaken by two organizations in France and two organizations in India during the process of redesiging their organizations as they try to operate in a hyper competitive environment."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
74 => Essec\Faculty\Model\Contribution {#2346
#_index: "academ_contributions"
#_id: "4945"
#_source: array:18 [
"id" => "4945"
"slug" => "organizational-response-through-innovative-hrm-and-re-design-a-comparative-study-from-france-and-india"
"yearMonth" => "2010-06"
"year" => "2010"
"title" => "Organizational Response through Innovative HRM and Re-design: A Comparative Study from France and India"
"description" => "SOM, A. (2010). Organizational Response through Innovative HRM and Re-design: A Comparative Study from France and India. Dans: <i>11th International HRM Conference</i>. Aston Centre for Human Resources (ACHR)."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "11th International HRM Conference"
"keywords" => array:2 [
0 => "Innovation"
1 => "Organisation"
]
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "In today's era of globalization and liberalization, a crucial challenge facing organizations and putting in place integrative mechanisms that cement these changes. Amid the backdrop of environmental turbulence that changes the socio-economic, societal and institutional context, this article analyzes, builds on and conceptualizes the organizational response through innovative HRM initiatives and mechanisms of re-design of two organizations in France and India which attempted to operate in a competitive business environment. The research setting of two countries helps to dig deeper into the broader institutional arrangements that shape innovative HR policies and practices and the article proposes and contributes to the contingency theory."
"en" => "In today's era of globalization and liberalization, a crucial challenge facing organizations and putting in place integrative mechanisms that cement these changes. Amid the backdrop of environmental turbulence that changes the socio-economic, societal and institutional context, this article analyzes, builds on and conceptualizes the organizational response through innovative HRM initiatives and mechanisms of re-design of two organizations in France and India which attempted to operate in a competitive business environment. The research setting of two countries helps to dig deeper into the broader institutional arrangements that shape innovative HR policies and practices and the article proposes and contributes to the contingency theory."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
75 => Essec\Faculty\Model\Contribution {#2347
#_index: "academ_contributions"
#_id: "4991"
#_source: array:18 [
"id" => "4991"
"slug" => "professionalised-hrd-and-sustainable-performance-in-the-context-of-economic-liberalization-in-india"
"yearMonth" => "2002-10"
"year" => "2002"
"title" => "Professionalised HRD and Sustainable Performance in the Context of Economic Liberalization in India"
"description" => "SOM, A. (2002). Professionalised HRD and Sustainable Performance in the Context of Economic Liberalization in India. Dans: <i>Human Resource Development in India: Trends and Challenges</i>. IBH Publishing Co. pp. 373-378."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Human Resource Development in India: Trends and Challenges"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "373-378"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Les fonctions du DRH sont importantes dans la mise en application stratégique des initiatives, mais très peu a été rapporté sur les liens du DRH avec la reconception de l'organisation dans le contexte de la libéralisation économique en Inde. Ce papier essaie de comprendre comment le rôle professionnel de HRD intéragit dans le processus de reconception en réponse aux changements des inititatives stratégiques. Une expertise de 54 organisations provenant d'Inde a été analysée afin de tester les hypothèses."
"en" => "HRD functions are important in implementing strategic initiatives but little has been reported on the linkages of HRD with organization redesign in the context of economic liberalization in India. This paper tries to understand how the professionalized role of HRD interact with the redesign process in response to changes in strategic initiatives. A survey of 54 organizations from India were analyzed to test the hypothesis."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
76 => Essec\Faculty\Model\Contribution {#2348
#_index: "academ_contributions"
#_id: "4992"
#_source: array:18 [
"id" => "4992"
"slug" => "professionalized-shrm-and-corporate-performance-in-india"
"yearMonth" => "2006-01"
"year" => "2006"
"title" => "Professionalized SHRM and Corporate Performance in India"
"description" => "SOM, A. (2006). Professionalized SHRM and Corporate Performance in India. Dans: <i>Proceedings of the 20th Annual Conference ANZAM 2006: Management: Pragmatism, Philosophy, Priorities</i>. Australian and New Zealand Academy of Management (ANZAM)."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of the 20th Annual Conference ANZAM 2006: Management: Pragmatism, Philosophy, Priorities"
"keywords" => array:2 [
0 => "Performance"
1 => "SHRM Practices"
]
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "CD-Rom"
"en" => "CD-RomThis paper tries to understand the role of strategic HRM practices like the role of HR department, recruitment, retraining & redeployment, performance appraisal and compensation in enhancing corporate performance during the change process. A multiple-respondent survey of 69 Indian organizations found that the professionalized recruitment and compensation practices have a positive and significant relationship with firm performance. Professionalized recruitment, role of the HR department and compensation practices seem to be significantly changing within the Indian firms in the context of India’s economic liberalization."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
77 => Essec\Faculty\Model\Contribution {#2349
#_index: "academ_contributions"
#_id: "5023"
#_source: array:18 [
"id" => "5023"
"slug" => "re-designing-for-performance-findings-from-four-case-studies"
"yearMonth" => "2006-01"
"year" => "2006"
"title" => "Re-designing for Performance: Findings From Four Case Studies"
"description" => "SOM, A. (2006). Re-designing for Performance: Findings From Four Case Studies. Dans: <i>Proceedings of the 5th Asia Academy of Management</i>. Academy of Management."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of the 5th Asia Academy of Management"
"keywords" => array:2 [
0 => "Innovative HR"
1 => "Redesign"
]
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "CD-Rom This article describes the innovative HRM initiatives undertaken by two organisations in France and two organisations in India during the process of redesigning their organisations as they try to operate in a hyper competitive environment."
"en" => "CD-Rom This article describes the innovative HRM initiatives undertaken by two organisations in France and two organisations in India during the process of redesigning their organisations as they try to operate in a hyper competitive environment."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
78 => Essec\Faculty\Model\Contribution {#2350
#_index: "academ_contributions"
#_id: "5034"
#_source: array:18 [
"id" => "5034"
"slug" => "renault-the-challenge-of-restructuring"
"yearMonth" => "2004-05"
"year" => "2004"
"title" => "Renault: The Challenge of Restructuring"
"description" => "SOM, A. (2004). Renault: The Challenge of Restructuring. Dans: <i>2004 Midwest Academy of Management Meeting</i>. Creighton."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "2004 Midwest Academy of Management Meeting"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Le cas de recherche discute de la restructuration de Renault sous l'intendance de Carlos Ghosn. En 2000, Renault a atteint son objectif de devenir le fabricant de voiture européen le plus profitable et le plus concurrentiel en termes de qualité, coût et temps. En 2003, le retournement de Renault SA et son succès dans l'alliance Renault-Nissan ont été considéré comme une "transformation radicale" tout en sachant que le remodelage des nouvelles politiques de Renault s'est répercutée sur son organigramme, avec la création d'un conseil d'alliance et qui permet à une compagnie française de devenir une compagnie bilingue réputée mondialement."
"en" => "The research case discusses the restructuring of Renault under the stewardship of Carlos Ghosn. By 2000, Renault met its objective of becoming the most profitable and competitive European car manufacturer in terms of quality, cost and time. In 2003, the turnaround of Renault SA and its success in the Renault-Nissan alliance was termed as "radical transformation" as the redesining of Renault reflected on its organizational chart, on new policies, creation of an alliance baord and transforming the once Fench company to a bi-lingual internationally reputed company."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
79 => Essec\Faculty\Model\Contribution {#2351
#_index: "academ_contributions"
#_id: "5045"
#_source: array:18 [
"id" => "5045"
"slug" => "restructuring-the-human-resources-function-a-cemet-industry-case-study"
"yearMonth" => "2004-08"
"year" => "2004"
"title" => "Restructuring the Human Resources Function. A Cemet Industry Case Study"
"description" => "SOM, A. (2004). Restructuring the Human Resources Function. A Cemet Industry Case Study. Dans: <i>Proceedings if the Academy of Management Meeting 2004, New Orleans</i>. Academy of Management."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings if the Academy of Management Meeting 2004, New Orleans"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Site internet. Cet article décrit le processus détaillé du réalignement de la fonction des ressources humaines (RH) de la plus grande compagnie de matériaux de construction - Lafarge. Tandis que la plupart des chercheurs conviennent que la stratégie des RH devrait être liée à la stratégie commerciale globale, peu d'organismes l'ont faite comme une stratégie nette, et bien compris. Dans ce contexte, l'expérience du plus grand fabricant de ciment qui a développé, intégré et mise en application leur stratégie des RH en conformité avec leur stratégie commerciale globale, est décrite."
"en" => "This article describes the detailed process of realigning the human resources (HR) function of the largest building construction materials company - Lafarge. While most researchers agree that HR strategy should be related to the overall business strategy, few organizations have done it as a clear, and well-understood strategy. In that context, the experience of the largest cement manufacturer that developed, integrated and implemented their HR strategy in line with their overall business strategy is described."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
80 => Essec\Faculty\Model\Contribution {#2352
#_index: "academ_contributions"
#_id: "5053"
#_source: array:18 [
"id" => "5053"
"slug" => "role-of-the-hrm-during-organizational-change-a-comparative-study-of-organizations-in-india-and-france"
"yearMonth" => "2003-07"
"year" => "2003"
"title" => "Role of the HRM During Organizational Change: A Comparative Study of Organizations in India and France"
"description" => "SOM, A. (2003). Role of the HRM During Organizational Change: A Comparative Study of Organizations in India and France. Dans: <i>Proceedings of the 19th EGOS Colloquium</i>. Copenhagen Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of the 19th EGOS Colloquium"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "A ce jour, peu d'études empiriques ont été effectués sur le rôle du HRM lorsqu'il implique des initiatives stratégiques pendant une restructuration organisationnelle. Une étude approfondie étendue de quatre grandes et complexes compagnies, dans leurs propres industries en France et en Inde soutient notre croyance que le rôle proactive de la gestion de ressource humaine est un des facteurs principaux pendant le processus d'une restructuration organisationnelle. D'un cadre d'institutionaliste l'étude essaye d'explorer les liens dans l'environnement tel qu'économique, social, politique et technologique avec les structures, les règles, les normes et les pratiques institutionnelles créées par les organismes nationaux. Basé sur des politiques spécifiques et les pratiques réelles, l'article présente un cadre d'éventualité, qui offre des directives quant à la façon dont d'organisation restructurée, et l'intégration culturelle peut être réalisée par l'exécution des pratiques en matière appropriées de HRM."
"en" => "Few empirical studies have been done to date regarding the role of human resource management during an organizational redesign when it involves strategic initiatives. An extensive in-depth study of four large, complex companies and market leaders in their own industries in France and India supports our belief that the proactive role of human resource management is one of the key success factors in during an organizational redesign process. From an institutionalist framework the study tries to explore the linkage of the environment such as economic, social, political and technological with the institutional structures, rules, norms and practices created by the national organizations. Based on both specific policies and the actual practices the article presents a contingency framework, which offers guidelines as to how organizational redesign, and cultural integration can be achieved by implementation of suitable HRM practices."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
81 => Essec\Faculty\Model\Contribution {#2353
#_index: "academ_contributions"
#_id: "5069"
#_source: array:18 [
"id" => "5069"
"slug" => "shrm-and-firm-performance-during-economic-liberalisation-in-india"
"yearMonth" => "2006-05"
"year" => "2006"
"title" => "SHRM and Firm Performance During Economic Liberalisation in India"
"description" => "SOM, A. (2006). SHRM and Firm Performance During Economic Liberalisation in India. Dans: <i>Proceedings of the XIV Academy of Business & Administrative Sciences (ABAS) International Conference</i>. Academy of Business & Administrative Sciences (ABAS)."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of the XIV Academy of Business & Administrative Sciences (ABAS) International Conference"
"keywords" => array:1 [
0 => "SHRM"
]
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Site internet : http://student.sba.muohio.edu/rajkumtm/abas/listtitles.aspx"
"en" => "This paper tries to understand the role of innovative HRM strategies and specifically questions how the HRM strategies (Role and Structure of HR Department, Recruitment, Retraining & Redeployment, Performance Appraisal, Compensation, and Rightsizing) enhances corporate performance. A survey of 54 organizations from India were analyzed using various bivariate and multivariate statistical techniques to find a recipe of innovative HR strategies, learning modes and mechanisms which differentiates the high from the low performing organizations undergoing redesign. It was seen that when the sample was dichotomized in terms of performance, the "high" group exhibits innovative HRM strategies notably different than the "low" group."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
82 => Essec\Faculty\Model\Contribution {#2354
#_index: "academ_contributions"
#_id: "5088"
#_source: array:18 [
"id" => "5088"
"slug" => "strategic-human-resource-management-practices-an-exploratory-survey-of-french-organizations"
"yearMonth" => "2003-07"
"year" => "2003"
"title" => "Strategic Human Resource Management Practices: An Exploratory Survey of French Organizations"
"description" => "CERDIN, J.L. et SOM, A. (2003). Strategic Human Resource Management Practices: An Exploratory Survey of French Organizations. Dans: <i>Proceedings of the 7th Conference on International Human Resource Management: Exploring the Mosaic Developing the Discipline</i>. Interesource Group Publishing."
"authors" => array:2 [
0 => array:3 [
"name" => "CERDIN Jean-Luc"
"bid" => "B00000092"
"slug" => "cerdin-jean-luc"
]
1 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of the 7th Conference on International Human Resource Management: Exploring the Mosaic Developing the Discipline"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "CD-Rom Cet article tente de comprendre les changements dans les pratiques stratégiques RH en France dans les 5 dernières années. Il examine, avec une étude empirique exploratoire sur 28 entreprises françaises, le lien entre les principales pratiques de Gestion des Ressources Humaines, le rôle du département RH et la performance des entreprises."
"en" => "This article attempts to understand the changes in strategic HR practices in France over the last 5 years. It examines, through an exploratory empirical study of 28 French organizations, the link between the main HRM practices, the role of the HR department and the organizational performance."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
83 => Essec\Faculty\Model\Contribution {#2355
#_index: "academ_contributions"
#_id: "5089"
#_source: array:18 [
"id" => "5089"
"slug" => "strategic-organizational-response-of-an-indo-japanese-joint-venture-to-indias-economic-liberalization"
"yearMonth" => "2004-07"
"year" => "2004"
"title" => "Strategic Organizational Response of an Indo-Japanese Joint Venture to India's Economic Liberalization"
"description" => "SOM, A. (2004). Strategic Organizational Response of an Indo-Japanese Joint Venture to India's Economic Liberalization. Dans: <i>Proceedings of the AIB 46th Annual Meeting</i>. Academy of International Business."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of the AIB 46th Annual Meeting"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "CD-Rom et Site L'économie indienne a commencé sa procédure de libéralisation en 1991 dans le cadre du programme d'adaptation structural du FMI et de la World Bank. Le programme d'adaptation structural a exigé de l'Inde de dérégler d'une façon échelonnée, d'éliminer le régime de permis et d'ouvrir son économie au capital étranger. Avec l'ouverture de l'économie, le marché indien est devenu intensément concurrentiel et turbulent avec l'entrée d'une plus grande participation étrangère. Cet article essaye d'établir un modèle conceptuel de réponse stratégique par des politiques et des pratiques en matière de gestion efficace des ressources humaines dans un tel environnement du marché. L'article essaye de comprendre ce phénomène par une étude de cas détaillée d'un joint-venture Indo-Japonais. Plusieurs sujets concernant la nouvelle conception d'organisation, les réponses efficaces des corporations comme la nouvelle conception d'organisation, les modes de gestion professionnelles et orientées vers l'employé et d'un modèle hybride des interventions Indo-Japonais de HRM sont discutés."
"en" => "The Indian economy began its liberalization process in 1991 under the structural adjustment program of the IMF and the World Bank. The structural adjustment program required India to deregulate in phased manner, eliminate the license regime and to open its economy to foreign capital. With the opening of the economy, the Indian market became intensely competitive and turbulent with the entry of greater foreign participation. This paper tries to build a conceptual model of strategic response through effective human resource management policies and practices within such a market environment. The article tries to understand this phenomenon from a contingency perspective through a single detailed case-study of an Indo-Japanese Joint Venture. Several issues relating to organizational redesign, effective corporate responses like organizational redesign, professional and employee oriented modes of management and a hybrid model of Indo-Japanese HRM interventions are discussed."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
84 => Essec\Faculty\Model\Contribution {#2356
#_index: "academ_contributions"
#_id: "5092"
#_source: array:18 [
"id" => "5092"
"slug" => "strategy-evolution-at-lafarge"
"yearMonth" => "2003-12"
"year" => "2003"
"title" => "Strategy Evolution at Lafarge"
"description" => "SOM, A. (2003). Strategy Evolution at Lafarge. Dans: <i>Surfing the Waves: Management Challenges, Management Solutions</i>. Financial Management Association (FMA), pp. 1-10."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Surfing the Waves: Management Challenges, Management Solutions"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "1-10"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Lafarge est une société française devenue la plus grande entreprise de construction et de matériau de construction au monde. Le cas décrit la politique de "croissance et de croissance profitable" de Lafarge grâce à des acquisitions et une intégration post-fusion réussies. Le cas traite les questions de la restructuration interne de Lafarge pour stimuler sa stratégie externe de croissance ainsi que la logique et le processus de l'internationalisation dans un commerce de matières premières, et du choix des marchés à pénétrer. Le cas étudie également la base pour la mondialisation de ce que beaucoup considéreraient comme un marché très restreint. Il présente une occasion d'examiner la logique des mouvements concurrentiels mondiaux."
"en" => "Lafarge is a French company that has become the largest building and construction material company in the world. The case describes Lafarge's policy of "growth and profitable growth" by successful acquisitions and post-merger integration. The case deals with both the issues of internal restructuring of Lafarge to fuel its external strategy of growth and the logic and process of internationalization in a commodity business and the selection of markets to enter. The case also examines the basis for globalization of what many would think of as a very local business. It presents an opportunity to examine the logic of global competitive moves."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
85 => Essec\Faculty\Model\Contribution {#2357
#_index: "academ_contributions"
#_id: "5161"
#_source: array:18 [
"id" => "5161"
"slug" => "the-role-of-human-resource-management-in-organizational-redesign-lessons-from-4-organizations-in-france-and-india"
"yearMonth" => "2002-07"
"year" => "2002"
"title" => "The Role of Human Resource Management in Organizational Redesign: Lessons from 4 Organizations in France and India"
"description" => "SOM, A. (2002). The Role of Human Resource Management in Organizational Redesign: Lessons from 4 Organizations in France and India. Dans: <i>AFZAM/INSAM VIth International Congress</i>. Financial Management Association (FMA)."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "AFZAM/INSAM VIth International Congress"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "CD-Rom. La comparaison est faite entre quatre industries, deux en France et deux en Inde ayant subi une nouvelle conception de leur organisation. Il est remarqué que le rôle professionnel du DRH est un facteur clé de réussite pour obtenir une amélioration des résultats dans le processus de renouvellement de la conception d'une organisation."
"en" => "Lessons from four organizations in two industries in France and India are compared which has gone through organizational redesign. It is observed that the professional role of HRM is a key success factor for enhanced performance during an organizational redesign process."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
86 => Essec\Faculty\Model\Contribution {#2358
#_index: "academ_contributions"
#_id: "2385"
#_source: array:18 [
"id" => "2385"
"slug" => "redisigning-the-human-resources-function-at-lafarge"
"yearMonth" => "2003-01"
"year" => "2003"
"title" => "Redisigning the Human Resources Function at Lafarge"
"description" => "SOM, A. (2003). Redisigning the Human Resources Function at Lafarge. <i>Human Resource Management</i>, pp. 271-288."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 17:55:06"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "271-288"
"volume" => null
"number" => null
]
"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" => "Cet article décrit le processus détaillé du remodelage et de la mise en œuvre des ressources humaines (RH) chez Lafarge. L'article argumente sur le fait qu'une approche bien articulée et intégrée (1) de recrutement, de sélection et de formation, (2) de recyclage et le redéploiement, (3) de système d'évaluation des performances, (4) de mécanisme de prime et de récompense, et (5) de dégraissage, est exigé pour être aligné avec la stratégie commerciale globale de l'organisation. Il renforce également l'idée que la base d'une fonction RH à valeur ajoutée est une stratégie commerciale qui se fonde sur des personnes en tant que source d'avantage concurrentiel. Les futurs défis clé de Lafarge incluent (1) maintenir l'élan de changement, (2) l'intégration rapide et efficace des compagnies acquises et le transfert des "meilleures pratiques", et (3) attirer et retenir une main d'œuvre diverse par leur internationalisation."
"en" => "This article describes the detailed process of redesigning and implementing the human resources (HR) function at Lafarge. The article argues that a well articulated and integrated approach of (1) recruitment, selection, and induction, (2) retraining and redeployment, (3) performance appraisal system, (4) compensation and reward mechanism, and (5) rightsizing is required to be aligned with the overall business strategy of the organization. It also reinforces that the foundation of a value-added HR function is a business strategy that relies on people as a source of competitive advantage. Key challenges for Lafarge in the future include (1) maintaining the change momentum, (2) fast and effective integration of acquired companies and transfer of "best practices", and (3) attracting and retaining a diverse workforce through their internationalization"
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
87 => Essec\Faculty\Model\Contribution {#2359
#_index: "academ_contributions"
#_id: "2434"
#_source: array:18 [
"id" => "2434"
"slug" => "restructuring-canal-plus-for-a-digital-future"
"yearMonth" => "2006-01"
"year" => "2006"
"title" => "Restructuring Canal Plus for a Digital Future"
"description" => "SOM, A. (2006). Restructuring Canal Plus for a Digital Future. <i>European Business Forum</i>, pp. 59-61."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:3 [
0 => "Coordination"
1 => "Restructuring"
2 => "Turnaround"
]
"updatedAt" => "2021-07-13 14:30:53"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "59-61"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The article describes the successful financial and organizational restructuring of Canal Plus in a record 18 months and raises key issues about the (a) alignment of strategy, HR and control in organizational restructuring process (b) challenges of the TV industry (c) managing business in a highly volatile technology driven industry."
"en" => "The article describes the successful financial and organizational restructuring of Canal Plus in a record 18 months and raises key issues about the (a) alignment of strategy, HR and control in organizational restructuring process (b) challenges of the TV industry (c) managing business in a highly volatile technology driven industry."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
88 => Essec\Faculty\Model\Contribution {#2360
#_index: "academ_contributions"
#_id: "2450"
#_source: array:18 [
"id" => "2450"
"slug" => "ringing-the-changes"
"yearMonth" => "2006-01"
"year" => "2006"
"title" => "Ringing the Changes"
"description" => "SOM, A. (2006). Ringing the Changes. <i>European Business Forum</i>, pp. 59-61."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:6 [
0 => "Acquisition"
1 => "ARPU"
2 => "Croissance"
3 => "Industrie de la télécommunication"
4 => "Integration"
5 => "Intégration"
]
"updatedAt" => "2021-07-13 14:30:53"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "59-61"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Cet article retrace l'évolution de Vodafone et sa capacité à se transformer et s'adapter à la dynamique du secteur de la télécommunication qui est en perpétuel changement. Il analyse sa stratégie de croissance à travers des acquisitions et l'intégration de nouvelles unités, avec une attention particulière pour la gestion de ses affaires à l'échelle mondiale."
"en" => "This article traces the history of Vodafone's growth and its capability to transform and adapt itself to the dramatically changing market environment in the dynamic telecommunication sector. It analyzes Vodafone's growth strategy through acquisitions and the subsequent integration of acquired units with a key focus on how it manages to coordinate its businesses on a global scale."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
89 => Essec\Faculty\Model\Contribution {#2361
#_index: "academ_contributions"
#_id: "2462"
#_source: array:18 [
"id" => "2462"
"slug" => "saint-gobain-the-expansion-options"
"yearMonth" => "2005-01"
"year" => "2005"
"title" => "Saint-Gobain: The Expansion Options"
"description" => "SOM, A. (2005). Saint-Gobain: The Expansion Options. <i>International Journal of Case Method Research and Application</i>, pp. 477-487."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-07-13 14:30:53"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "477-487"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Saint-Gobain is a French company and is amongst the leaders in the float glass industry. The company has the strategy of steady, strong and profitable growth. To fuel this growth, the company is considering investments in two of the fatest growing economies in Asia, namely China and India. The company needs to analyze the investment and growth opportunities in these two countries and evaluate whether such an investment would be in line with its overall strategy."
"en" => "Saint-Gobain is a French company and is amongst the leaders in the float glass industry. The company has the strategy of steady, strong and profitable growth. To fuel this growth, the company is considering investments in two of the fatest growing economies in Asia, namely China and India. The company needs to analyze the investment and growth opportunities in these two countries and evaluate whether such an investment would be in line with its overall strategy."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
90 => Essec\Faculty\Model\Contribution {#2362
#_index: "academ_contributions"
#_id: "2503"
#_source: array:18 [
"id" => "2503"
"slug" => "souplesse-ecoute-et-gouvernance-au-coeur-de-lexcellence-rh"
"yearMonth" => "2008-04"
"year" => "2008"
"title" => "Souplesse, écoute et gouvernance au coeur de l'excellence RH"
"description" => "SOM, A. (2008). Souplesse, écoute et gouvernance au coeur de l'excellence RH. <i>Business Digest</i>, pp. 19-20."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:3 [
0 => "Innovation"
1 => "Performance"
2 => "RH"
]
"updatedAt" => "2020-12-17 17:55:06"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "19-20"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Le lien entre excellence RH et performance de l'entreprise n'est plus à démontrer. Mais qu'entend-on par excellence RH ? Quels critères retenir ? Par ailleurs, quelles compétences la fonction RH doit-elle déployer pour atteindre cette excellence ? A Som répond en apportant un éclairage double, entre les pratiques européennes et celles de l'Inde, son pays d'origine."
"en" => "The link between HR excellence and business performance is further proof. But what is meant by HR excellence? What criteria are retained? Furthermore, what powers the HR function should it deploy to achieve this excellence? A Som responds by providing a lighting double between European practices and those of India, his country of origin."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
91 => Essec\Faculty\Model\Contribution {#2363
#_index: "academ_contributions"
#_id: "2523"
#_source: array:18 [
"id" => "2523"
"slug" => "strategic-organizational-response-of-an-indo-japanese-joint-venture-to-indias-economic-liberalization-lead-article"
"yearMonth" => "2005-01"
"year" => "2005"
"title" => "Strategic Organizational Response of an Indo-Japanese Joint Venture to India's Economic Liberalization (Lead Article)"
"description" => "SOM, A. (2005). Strategic Organizational Response of an Indo-Japanese Joint Venture to India's Economic Liberalization (Lead Article). <i>Keio Business Forum</i>, pp. 1-14."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-07-13 14:30:55"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "1-14"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Cet article analyse l'aspect "contingence" de ce phénomène à travers l'étude détaillée du cas d'une joint venture indo-japonaise. Plusieurs questions sont abordées telles que la restructuration de l'entreprise, les changements notables liés à cette réorganisation, la réorientation de la politique de gestion et salariale de l'entreprise ainsi que l'analyse du modèle indo-japonais de gestion mixte des ressources humaines."
"en" => "The article tries to understand this phenomenon from a contingency perspective through a single detailed case-study of an Indo-Japanese Joint Venture. Several issues relating to organizational redesign, effective corporate responses like organizational redesign, professional and employee oriented modes of management and a hybrid model of Indo-Japanese HRM interventions are discussed."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
92 => Essec\Faculty\Model\Contribution {#2364
#_index: "academ_contributions"
#_id: "7100"
#_source: array:18 [
"id" => "7100"
"slug" => "sabmiller-expansion-in-latin-america"
"yearMonth" => "2016-07"
"year" => "2016"
"title" => "SABMiller: Expansion in Latin America"
"description" => "SOM, A. (2016). SABMiller: Expansion in Latin America. Dans: 33rd International Conference the World Association for Case Method Research & Application (WACRA)."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "33rd International Conference the World Association for Case Method Research & Application (WACRA)"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
93 => Essec\Faculty\Model\Contribution {#2365
#_index: "academ_contributions"
#_id: "2552"
#_source: array:18 [
"id" => "2552"
"slug" => "success-stoiries-learning-from-successful-companies"
"yearMonth" => "2010-09"
"year" => "2010"
"title" => "Success Stoiries - Learning from successful companies"
"description" => "BHATNAGAR, J. et SOM, A. (2010). Success Stoiries - Learning from successful companies. <i>Gray Matters Quarterly</i>, 3(1), pp. 28-29."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "BHATNAGAR J."
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-07-13 14:30:56"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "28-29"
"volume" => "3"
"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 main aim of the chapter is to highlight two case studies which emphasize the post liberalization challenges that the organizations were facing and were resultant in HR and OD interventions, which highlight efficient, effective and innovative HR system."
"en" => "The main aim of the chapter is to highlight two case studies which emphasize the post liberalization challenges that the organizations were facing and were resultant in HR and OD interventions, which highlight efficient, effective and innovative HR system."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
94 => Essec\Faculty\Model\Contribution {#2366
#_index: "academ_contributions"
#_id: "2588"
#_source: array:18 [
"id" => "2588"
"slug" => "thales-in-defence-of-independence"
"yearMonth" => "2008-01"
"year" => "2008"
"title" => "Thales: In Defence of Independence"
"description" => "SOM, A. (2008). Thales: In Defence of Independence. <i>European Business Forum</i>, (32), pp. 46-49."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:4 [
0 => "Ethique"
1 => "Innovation"
2 => "R&D"
3 => "Rôle de l'Etat"
]
"updatedAt" => "2021-07-13 14:30:57"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "46-49"
"volume" => null
"number" => "32"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Thales is considéré comme l'un des plus célèbres fabricants d'armes internationaux qui génèrent plus de 50% de ses ventes totales, alors que ses unités d'affaires civiles générer environ 40% de ses ventes totales. L'article met en lumière sur l'innovation, de recherche et développement dans l'électronique et le commerce des armes, dilemme éthique, l'entreprise l'organisation interne et le rôle de l'État."
"en" => "Thales is considered to be one of the most famous international arms manufacturers that generate more than 50% of its total sales, while its civil business units generate approximately 40% of its total sales. The article throws light upon the innovation, Research & Development in the electronics and the arms business, ethical dilemma, the company?s internal organization and the role of the State."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
95 => Essec\Faculty\Model\Contribution {#2367
#_index: "academ_contributions"
#_id: "7198"
#_source: array:18 [
"id" => "7198"
"slug" => "strategic-response-in-building-consumer-lifestyle-brand-in-china-the-case-of-bmw"
"yearMonth" => "2016-07"
"year" => "2016"
"title" => "Strategic Response in Building Consumer Lifestyle Brand in China: the Case of BMW"
"description" => "SOM, A. (2016). Strategic Response in Building Consumer Lifestyle Brand in China: the Case of BMW. Dans: 2016 Global Marketing Conference."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "2016 Global Marketing Conference"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
96 => Essec\Faculty\Model\Contribution {#2368
#_index: "academ_contributions"
#_id: "7199"
#_source: array:18 [
"id" => "7199"
"slug" => "strategic-response-of-porsche-to-changing-environment-in-china"
"yearMonth" => "2017-07"
"year" => "2017"
"title" => "Strategic Response of Porsche to Changing Environment in China"
"description" => "SOM, A. (2017). Strategic Response of Porsche to Changing Environment in China. Dans: 19th Annual International Conference of the Global Business and Technology Association."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "19th Annual International Conference of the Global Business and Technology Association"
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
97 => Essec\Faculty\Model\Contribution {#2369
#_index: "academ_contributions"
#_id: "7608"
#_source: array:18 [
"id" => "7608"
"slug" => "what-are-the-drivers-of-brand-extensions-in-the-luxury-industry"
"yearMonth" => "2015-06"
"year" => "2015"
"title" => "What are the Drivers of Brand Extensions in the Luxury Industry ?"
"description" => "SOM, A. et PAPE, N. (2015). What are the Drivers of Brand Extensions in the Luxury Industry ? Dans: Global Business and Technology Association Conference 2015."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "PAPE N."
]
]
"ouvrage" => "Global Business and Technology Association Conference 2015"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
98 => Essec\Faculty\Model\Contribution {#2370
#_index: "academ_contributions"
#_id: "2847"
#_source: array:18 [
"id" => "2847"
"slug" => "vers-quelles-innovations-rh-dans-les-entreprises-francaises-une-etude-exploratoire"
"yearMonth" => "2005-01"
"year" => "2005"
"title" => "Vers quelles innovations RH dans les entreprises françaises ? Une étude exploratoire"
"description" => "SOM, A. et CERDIN, J.L. (2005). Vers quelles innovations RH dans les entreprises françaises ? Une étude exploratoire. <i>Gestion 2000</i>, pp. 143-159."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:3 [
"name" => "CERDIN Jean-Luc"
"bid" => "B00000092"
"slug" => "cerdin-jean-luc"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-07-13 14:31:04"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "143-159"
"volume" => null
"number" => null
]
"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" => "Les pratiques innovantes en Gestion des Ressources Humaines (GRH) nourrissent largement la littérature académique et professionnelle. Cet article contribue au débat sur l'évolution des pratiques de ressources humaines en France ces cinq dernières années. A partir d'une étude empirique exploratoire portant sur 28 entreprises françaises, nous cherchons à dégager les changements les plus innovants dans les pratiques RH pour une meilleure performance."
"en" => "The practices of innovation in Human Resource Management (GRH) largely nourish the academic and professional literature. This article contributes to the debate on the evolution of the practices of human resources in France these five last years. From an exploratory empirical study bearing on 28 French companies, we seek to depict the changes more innovating in the RH practices for a better performance."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
99 => Essec\Faculty\Model\Contribution {#2371
#_index: "academ_contributions"
#_id: "2874"
#_source: array:18 [
"id" => "2874"
"slug" => "what-drives-adoption-of-innovative-shrm-practices-in-indian-organizations"
"yearMonth" => "2007-05"
"year" => "2007"
"title" => "What Drives Adoption of Innovative SHRM Practices in Indian Organizations?"
"description" => "SOM, A. (2007). What Drives Adoption of Innovative SHRM Practices in Indian Organizations? <i>International Journal of Human Resource Management</i>, pp. 808-828."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Innovation"
1 => "SHRM"
]
"updatedAt" => "2020-12-17 17:55:06"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "808-828"
"volume" => null
"number" => null
]
"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 article attempts to identify, analyze and understand the drivers of adoption of innovative strategic human resource (SHRM) practices in Indian organizations. Drawing from SHRM literature this research report discusses five main propositions of adoption of innovative SHRM practices in Indian organizations. The generalisability, applicability, acceptability, and the diffusion of practices are discussed."
"en" => "This article attempts to identify, analyze and understand the drivers of adoption of innovative strategic human resource (SHRM) practices in Indian organizations. Drawing from SHRM literature this research report discusses five main propositions of adoption of innovative SHRM practices in Indian organizations. The generalisability, applicability, acceptability, and the diffusion of practices are discussed."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
100 => Essec\Faculty\Model\Contribution {#2372
#_index: "academ_contributions"
#_id: "3061"
#_source: array:18 [
"id" => "3061"
"slug" => "international-management-managing-the-global-corporation"
"yearMonth" => "2009-01"
"year" => "2009"
"title" => "International Management: Managing the Global Corporation"
"description" => "SOM, A. (2009). <i>International Management: Managing the Global Corporation</i>. McGraw-Hill, 609 pages."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Europe"
1 => "MNC"
]
"updatedAt" => "2021-09-06 14:06:32"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Livres"
"en" => "Books"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This book is the culmination of a research project that I have undertaken during the formulation of the course titled "Managing the Global Corporation". The research has led to completion of business cases of European multi-nationals like Alstom, AF-KLM, Arcelor-Mittal, Canal +, Carrefour, Lafarge, LVMH, L'Oreal, Renault, Vodafone, Saint Gobain, Sanofi Synthelabo-Aventis, Vodafone. The text book would integrate theory of the multinational firm and how to manage global corporations taking examples and cases of the above mentioned European firms. The output of the study will lead to discuss the specificities of European business environment (for example building of national champions) and also uncovering some of the best practices these firms have implemented to make them able to respond effectively to the growing global challenges. The book would also throw light on the patterns of successful transformations that run across different European organizations for sustainable competitive advantage."
"en" => "This book is the culmination of a research project that I have undertaken during the formulation of the course titled "Managing the Global Corporation". The research has led to completion of business cases of European multi-nationals like Alstom, AF-KLM, Arcelor-Mittal, Canal +, Carrefour, Lafarge, LVMH, L'Oreal, Renault, Vodafone, Saint Gobain, Sanofi Synthelabo-Aventis, Vodafone. The text book would integrate theory of the multinational firm and how to manage global corporations taking examples and cases of the above mentioned European firms. The output of the study will lead to discuss the specificities of European business environment (for example building of national champions) and also uncovering some of the best practices these firms have implemented to make them able to respond effectively to the growing global challenges. The book would also throw light on the patterns of successful transformations that run across different European organizations for sustainable competitive advantage."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
101 => Essec\Faculty\Model\Contribution {#2373
#_index: "academ_contributions"
#_id: "3247"
#_source: array:18 [
"id" => "3247"
"slug" => "organization-redesign-and-innovative-hrm"
"yearMonth" => "2008-01"
"year" => "2008"
"title" => "Organization Redesign and Innovative HRM"
"description" => "SOM, A. (2008). <i>Organization Redesign and Innovative HRM</i>. Oxford University Press, 197 pages."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:1 [
0 => "HRM"
]
"updatedAt" => "2021-09-06 14:06:32"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Livres"
"en" => "Books"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The proposed book deals with an empirical study of the process of organizational design during changing environments brought about by globalization, liberalization and deregulation. In the context of these changes it discusses the crucial challenges faced by organizations to respond to the changing environments."
"en" => "The proposed book deals with an empirical study of the process of organizational design during changing environments brought about by globalization, liberalization and deregulation. In the context of these changes it discusses the crucial challenges faced by organizations to respond to the changing environments."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
102 => Essec\Faculty\Model\Contribution {#2374
#_index: "academ_contributions"
#_id: "6085"
#_source: array:18 [
"id" => "6085"
"slug" => "growth-performance-the-case-of-the-luxury-industry"
"yearMonth" => "2015-08"
"year" => "2015"
"title" => "Growth & Performance: The Case of the Luxury Industry"
"description" => "SOM, A. (2015). Growth & Performance: The Case of the Luxury Industry. Dans: 3rd International Research Conference on Applied Research in Business, Management, Economics and Finance."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "3rd International Research Conference on Applied Research in Business, Management, Economics and Finance"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
103 => Essec\Faculty\Model\Contribution {#2375
#_index: "academ_contributions"
#_id: "1967"
#_source: array:18 [
"id" => "1967"
"slug" => "logic-of-luxury-in-emerging-markets"
"yearMonth" => "2011-01"
"year" => "2011"
"title" => "Logic of Luxury in Emerging Markets"
"description" => "SOM, A. (2011). Logic of Luxury in Emerging Markets. <i>Vikalpa: The Journal for Decision Makers</i>, 36(1), pp. 75-77."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:4 [
0 => "Emerging economies"
1 => "Management department"
2 => "Luxury"
3 => "Marketing"
]
"updatedAt" => "2021-02-02 16:16:18"
"publicationUrl" => "http://knowledge.essec.edu/en/strategy/the-logic-of-luxury-in-emerging-markets.html"
"publicationInfo" => array:3 [
"pages" => "75-77"
"volume" => "36"
"number" => "1"
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "We aim to understand the logic of luxury in emerging markets. The luxury market is growing by 20-30 per cent in Brazil, Russia, India and China, and it is estimated that BRIC will contribute approximately 36 per cent of the global luxury market by 2015 and is predicted to have the largest base of luxury consumers."
"en" => "We aim to understand the logic of luxury in emerging markets. The luxury market is growing by 20-30 per cent in Brazil, Russia, India and China, and it is estimated that BRIC will contribute approximately 36 per cent of the global luxury market by 2015 and is predicted to have the largest base of luxury consumers."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
104 => Essec\Faculty\Model\Contribution {#2376
#_index: "academ_contributions"
#_id: "1991"
#_source: array:18 [
"id" => "1991"
"slug" => "mahut-group-a-failed-case-of-organizational-restructuring"
"yearMonth" => "2005-01"
"year" => "2005"
"title" => "Mahut Group: A Failed Case of Organizational Restructuring"
"description" => "SOM, A. (2005). Mahut Group: A Failed Case of Organizational Restructuring. <i>Asian Case Research Journal</i>, pp. 1-23."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-07-13 14:30:40"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "1-23"
"volume" => null
"number" => null
]
"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" => "Une fois l'industrie du ciment en Inde déréglementée, une concurrence acharnée doublée d'une guerre des prix s'en est suivie. Face à cette situation,le groupe propriétaire des deux compagnies du ciment indien, dans le cadre d'un processus de restructuration, fit appel, début 1998, à un cabinet de conseil américain afin de créer une synergie entre les deux compagnies et retrouver l'équilibre rompu. Ce cas de recherche étudie les problèmes liés à la restructuration et les actions menées durant ce processus par la direction générale."
"en" => "The cement industry was deregulated in India, which resulted in fierce competition and price war. In the face of this fierce competition, as a part of major restructuring process, the group hired an American consulting firm, in early 1998, to find a "synergy" between the two companies and help them to turnaround. This research case discusses the issues of the restructuring and the interventions during the restructuring process that were undertaken by the top management."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
105 => Essec\Faculty\Model\Contribution {#2377
#_index: "academ_contributions"
#_id: "2178"
#_source: array:18 [
"id" => "2178"
"slug" => "organizational-response-through-innovative-hrm-and-re-design-a-comparative-study-from-france-and-india"
"yearMonth" => "2012-03"
"year" => "2012"
"title" => "Organizational Response through Innovative HRM and Re-design: A Comparative Study from France and India"
"description" => "SOM, A. (2012). Organizational Response through Innovative HRM and Re-design: A Comparative Study from France and India. <i>International Journal of Human Resource Management</i>, 23(5-6), pp. 952-976."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:3 [
0 => "France"
1 => "Inde"
2 => "RH innovante"
]
"updatedAt" => "2021-02-02 16:16:18"
"publicationUrl" => "https://doi.org/10.1080/09585192.2012.651323"
"publicationInfo" => array:3 [
"pages" => "952-976"
"volume" => "23"
"number" => "5-6"
]
"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" => "This paper explores some of the major developments in cross-national, comparative studies of multi-national enterprises (MNEs) through qualitative research in human resource management (HRM) and then highlights the need for more such studies."
"en" => "This paper explores some of the major developments in cross-national, comparative studies of multi-national enterprises (MNEs) through qualitative research in human resource management (HRM) and then highlights the need for more such studies."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
106 => Essec\Faculty\Model\Contribution {#2378
#_index: "academ_contributions"
#_id: "2196"
#_source: array:18 [
"id" => "2196"
"slug" => "partner-or-protectionist-indias-view-of-europe"
"yearMonth" => "2006-01"
"year" => "2006"
"title" => "Partner or Protectionist? India's View of Europe"
"description" => "SOM, A. (2006). Partner or Protectionist? India's View of Europe. <i>European Business Forum</i>, pp. 17-20."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:1 [
0 => "Inde"
]
"updatedAt" => "2021-07-13 14:30:45"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "17-20"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Cet article retrace l'évolution de Vodafone et sa capacité à se transformer et s'adapter à la dynamique du secteur de la télécommunication qui est en perpétuel changement. Il analyse sa stratégie de croissance à travers des acquisitions et l'intégration de nouvelles unités, avec une attention particulière pour la gestion de ses affaires à l'échelle mondiale."
"en" => "This article traces the history of Vodafone's growth and its capability to transform and adapt itself to the dramatically changing market environment in the dynamic telecommunication sector. It analyzes Vodafone's growth strategy through acquisitions and the subsequent integration of acquired units with a key focus on how it manages to coordinate its businesses on a global scale."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
107 => Essec\Faculty\Model\Contribution {#2379
#_index: "academ_contributions"
#_id: "2219"
#_source: array:18 [
"id" => "2219"
"slug" => "personal-touch-that-built-an-empire-of-style-and-luxury"
"yearMonth" => "2005-01"
"year" => "2005"
"title" => "Personal Touch That Built an Empire of Style and Luxury"
"description" => "SOM, A. (2005). Personal Touch That Built an Empire of Style and Luxury. <i>European Business Forum</i>, pp. 69-71."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 17:55:06"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "69-71"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Bernard Arnault a appliqué son unique style de gestion et un regard impitoyable sur le résultat financier à LVMH, le groupe français de luxe. Il a passé les 15 dernières années à construire le groupe LVMH. L'article discute de l'industrie du Luxe et le défi de gérer un conglomérat "atomisé". Il parle de la gestion de marques "stars", la gestion des gens et finit avec la question de comment Bernard Arnault peut entretenir efficacement le rythme, l'intégration et la gestion."
"en" => "Bernard Arnault has applied his unique management style and ruthless focus on the bottom line to LVMH, the French luxury group. He spent the last years building the LVMH group. The article discusses about the Luxury industry and the challenge of managing such a "loosely" held conglomerate. It speaks about managing star brands, managing people and ends with the question of how Bernard Arnault can keep up the momentum, integrate and manage effectively."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
108 => Essec\Faculty\Model\Contribution {#2380
#_index: "academ_contributions"
#_id: "5222"
#_source: array:18 [
"id" => "5222"
"slug" => "vers-quelles-innovations-rh-dans-les-entreprises-francaises"
"yearMonth" => "2003-01"
"year" => "2003"
"title" => "Vers quelles innovations RH dans les entreprises françaises ?"
"description" => "SOM, A. et CERDIN, J.L. (2003). Vers quelles innovations RH dans les entreprises françaises ? Dans: <i>Actes de l'Association Francophone de Gestion des Ressources Humaines, AGRH-ANDCP</i>. Financial Management Association (FMA)."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:3 [
"name" => "CERDIN Jean-Luc"
"bid" => "B00000092"
"slug" => "cerdin-jean-luc"
]
]
"ouvrage" => "Actes de l'Association Francophone de Gestion des Ressources Humaines, AGRH-ANDCP"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Les pratiques innovantes en Gestion des Ressources Humaines (GRH) nourrissent largement la littérature académique et professionnelle. Cet article contribue au débat sur l'évolution des pratiques de ressources humaines en France ces cinq dernières années. A partir d'une étude empirique exploratoire portant sur 28 entreprises françaises, nous cherchons à dégager les changements les plus innovants dans les pratiques RH pour une meilleure performance."
"en" => "The practices of innovation in Human Resource Management (HRM) largely nourish the academic and professional literature. This article contributes to the debate on the evolution of the practices of human resources in France these five last years. From an exploratory empirical study bearing on 28 French companies, we seek to depict the more innovative changes in the RH practices for a better performance."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
109 => Essec\Faculty\Model\Contribution {#2381
#_index: "academ_contributions"
#_id: "5223"
#_source: array:18 [
"id" => "5223"
"slug" => "vers-quelles-innovations-rh-dans-les-entreprises-francaises"
"yearMonth" => "2003-01"
"year" => "2003"
"title" => "Vers quelles innovations RH dans les entreprises françaises ?"
"description" => "SOM, A. et CERDIN, J.L. (2003). Vers quelles innovations RH dans les entreprises françaises ? Dans: <i>Actes de l'Association Francophone de Gestion des Ressources Humaines</i>. Association Francophone de Gestion des Ressources Humaines (AGRH)."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:3 [
"name" => "CERDIN Jean-Luc"
"bid" => "B00000092"
"slug" => "cerdin-jean-luc"
]
]
"ouvrage" => "Actes de l'Association Francophone de Gestion des Ressources Humaines"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Les pratiques innovantes en Gestion des Ressources Humaines (GRH) nourrissent largement la littérature académique et professionnelle. Cet article contribue au débat sur l'évolution des pratiques de ressources humaines en France ces cinq dernières années. A partir d'une étude empirique exploratoire portant sur 28 entreprises françaises, nous cherchons à dégager les changements les plus innovants dans les pratiques RH pour une meilleure performance."
"en" => "The practices of innovation in Human Resource Management (HRM) largely nourish the academic and professional literature. This article contributes to the debate on the evolution of the practices of human resources in France these five last years. From an exploratory empirical study bearing on 28 French companies, we seek to depict the more innovative changes in the RH practices for a better performance."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
110 => Essec\Faculty\Model\Contribution {#2382
#_index: "academ_contributions"
#_id: "5232"
#_source: array:18 [
"id" => "5232"
"slug" => "vodafone-strategic-convergence-through-technology"
"yearMonth" => "2005-01"
"year" => "2005"
"title" => "Vodafone: Strategic Convergence through Technology"
"description" => "SOM, A. (2005). Vodafone: Strategic Convergence through Technology. Dans: <i>Proceedings of the GBATA Conference: Global Markets in Dynamic Environments: Making Positive Connections through Strategy, Technology and Knowledge</i>. GBATA."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Proceedings of the GBATA Conference: Global Markets in Dynamic Environments: Making Positive Connections through Strategy, Technology and Knowledge"
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Actes d'une conférence"
"en" => "Conference Proceedings"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "CD-Rom Cet article relate la croissance de Vodafone et sa capacité à se transformer et à s'adapter à un marché environnemental en totale transformation tel que le secteur de la communication. L'article s'attache à analyser l'expansion de Vodafone à travers une série d'acquisitions et l'intégration de structures acquises grâce à sa stratégie de marquage. Il souligne les problèmes issus de la stratégie d'intégration technologique de "One Vodafone"."
"en" => "This article traces the history of growth of Vodafone and its capability to transform and adapt itself to dramatically changing market environment in the immensely complex telecommunication sector. The article focuses on Vodafone's growth through acquisitions and integration of acquired units through its corporate branding strategy. It raises issues of "One Vodafone" strategy of technology integration."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
111 => Essec\Faculty\Model\Contribution {#2383
#_index: "academ_contributions"
#_id: "12763"
#_source: array:18 [
"id" => "12763"
"slug" => "the-road-to-luxury-the-new-frontiers-in-luxury-brand-management"
"yearMonth" => "2021-10"
"year" => "2021"
"title" => "The Road to Luxury The New Frontiers in Luxury Brand Management"
"description" => "SOM, A. et BLANCKAERT, C. (2021). <i>The Road to Luxury The New Frontiers in Luxury Brand Management</i>. 2 ed. John Wiley & Sons, Inc."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "BLANCKAERT Christian"
]
]
"ouvrage" => ""
"keywords" => array:1 [
0 => "crisis, pandemic, COVID-19, political crisis, vaccine, disruption, strategic response, rebound, China, Japan, USA, Europe, Africa, crisis management, cost-cutting, quality, service, livestreaming, upscaling, store closure, philanthropy, Definition, evolution, family, trends, time, exception, exclusivity, modernity, authenticity, HENRYs, Gen X, Gen Y, Gen Z, Millennials, consolidation, synergy, Actors, merger and acquisitions (M&A), LVMH, Kering, Richemont, Swatch, L’Oreal, Hermes, Burberry, Chanel, Estee Lauder, Marketing, nomadism, saturation, co-branding, brand expansion, story-telling, digital, social media, e-commerce, 8P, product, place, price, promotion, people, process, productivity, evidence, 9P, provenance, paucity, persona, personage, positioning, publicity, pricing, phygital, performance, Brand identity, brand prism, ethos, clients, demand, supply, elasticity, Family houses, conglomerates, French fashion, Italian brands, Gucci, Prada, Ferragamo, Armani, Dolce and Gabbana, Zegna, Tods, Versace, Jimmy Choo, Tom Ford, Cucinelli, succession planning, Alexander Mcqueen, Stella Macartney, Chaumet, Style, store manager, luxury manager, path dependency, familial autonomy, homoluxus, ambidexterity, Tapestry, Capri holding, Myhoola, Hermes, Dumas, LVMH, Arnault, Richemont, Rupert, Rolex, Hans Wilsdorf, Armani, Giorgio Armani, Gucci, Alessandro Michele, Prada, Patrizio Bertelli, Miuccia Prada, Coach, Coco Chanel, Craftsmen, sales team, entrepreneur, designer, high potential, talent, recruitment, induction, re-training, appraisal, compensation, benefits, rightsizing, turnover, culture, saddle trunk, travel bag, COVID-19, Supply-chain, customer service management (CRM), technology, e-retailer, customization, convenience, computing, after-sales, Point of sale, service dimension, customer delight, customer journey, customer experience, Digitalization, digital transformation, retail, distribution, landlord, travel retail, flagship, licensing, franchise, wholesale, pop-up store, outlet, duty free, off-line, online, e-commerce, omni-channel, phygital, Farfetch, YNAP, Alibaba T-Mall, WeChat, Tencet, JD.com, 24S, Secoo, SSENSE, mobile commerce, Sustainability, social, environmental, economical, circularity, singularity, re-selling, renting, up-cycling, pre-owned, Emerging markets, emerging brands, frontier markets, brand perception, China, India, S. Korea, Middle-East, Africa, Mission, future, sustainable, tourist, China, Africa, Asia, Latin America, Iran, Middle-East. Europe, country-of-origin, Huda, Fenty, Francis Kurkdjian, Baume, Shang Xia, Ganjam, Krug, provenance, heritage, positioning, historical association, persona, brand DNA, personage, physical face, paucity, rarity, exclusivity, phygital, publicity, pricing, performance, opportunity"
]
"updatedAt" => "2023-01-27 01:00:41"
"publicationUrl" => "https://www.wiley.com/en-gb/The+Road+to+Luxury%3A+The+New+Frontiers+in+Luxury+Brand+Management%2C+2nd+Edition-p-9781119741367"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Livres"
"en" => "Books"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
The thoroughly revised 2nd Edition of the book The Road to Luxury: The New Frontiers in Luxury Brand Management delivers a comprehensive overview of the foundations of, and new developments in, luxury brands. The book discusses digitalization, rise of platforms, singularity, new wave of mergers and acquisitions, the winners such as LV, Chanel, Hermes, Dior, Cartier, the rise of Gucci, the growth of Balenciaga, the stealth strategy of Botega Veneta, a variety of new collaborations between different companies, especially in fashion and street wear, a growing support for sustainability, China as the growth engine, hyper-localization and the COVID-19 pandemic.\n
\n
This book serves as a comprehensive research driven manuscript at what the luxury industry had been, is and will be during and after the COVID-19 pandemic. It aims to analyse the luxury phenomenon through several academic frameworks as applied to numerous new updated practical examples from 2015-2020 and provide a well-researched tool kit interspersed with the new era of the luxury industry. \n
\n
Thematically, we introduce the luxury concept as perceived by the countries such as France and Italy, leaders in the luxury business, and then dive into different traditional personal luxury goods sectors and their extensions into the luxury business to understand their backgrounds and where they stand as of today in terms of business attractiveness and appropriateness. The counter-intuitive nature of the luxury industry, its clients and their values are followed by a who’s who of the luxury industry. With new insights gathered from the last five years, the historical transition from craft-based and small sized organizations to “Houses of Brands”, the mega mergers, the re-alignment is examined in terms of style of the top management, changes in the structure of organization. \n
\n
The next topics are the essential qualities of the staff, service attributes, customer experience that the entire luxury experience should vouch for. The operations aspect such as supply chain, sustainability, synergy for the long-term luxury strategy makes for an interesting discussion and this is logically followed by an in-depth and exhaustive coverage of the distribution terms, strategies and challenges. The discussion on China and its importance as a growth market in the luxury industry, leads the way in terms of sheer size of market growth over the next two decades. With the pandemic it is seen how fragile the world is. The text then moves with special emphasis on to the future and concludes with a tool kit on how to go about creating a New Luxury Brand. The numerous frameworks analyse the luxury phenomenon, its players and the gradual yet disruptive evolution of their strategies over the years making this book indispensable the clientele interested in the luxury business as it stands in 2021 and its future.\n
\n
The 2nd edition of this comprehensive yet precise book will be an ideal source of knowledge and practical reference for ever-growing population interested in the luxury business. The rigorous academic analyses are fortified with numerous latest facts and figures around the world to ground the reader into a hot and happening context. It will help the new age luxury managers and aspiring luxury entrepreneurs to reconstruct a customized interpretation to apply to his/her own new age business needs, especially in the Asian luxury market, currently the largest in the world and is an excellent ‘start-to-finish’ book for the academically inclined.
"""
"en" => """
The thoroughly revised 2nd Edition of the book The Road to Luxury: The New Frontiers in Luxury Brand Management delivers a comprehensive overview of the foundations of, and new developments in, luxury brands. The book discusses digitalization, rise of platforms, singularity, new wave of mergers and acquisitions, the winners such as LV, Chanel, Hermes, Dior, Cartier, the rise of Gucci, the growth of Balenciaga, the stealth strategy of Botega Veneta, a variety of new collaborations between different companies, especially in fashion and street wear, a growing support for sustainability, China as the growth engine, hyper-localization and the COVID-19 pandemic.\n
\n
This book serves as a comprehensive research driven manuscript at what the luxury industry had been, is and will be during and after the COVID-19 pandemic. It aims to analyse the luxury phenomenon through several academic frameworks as applied to numerous new updated practical examples from 2015-2020 and provide a well-researched tool kit interspersed with the new era of the luxury industry. \n
\n
Thematically, we introduce the luxury concept as perceived by the countries such as France and Italy, leaders in the luxury business, and then dive into different traditional personal luxury goods sectors and their extensions into the luxury business to understand their backgrounds and where they stand as of today in terms of business attractiveness and appropriateness. The counter-intuitive nature of the luxury industry, its clients and their values are followed by a who’s who of the luxury industry. With new insights gathered from the last five years, the historical transition from craft-based and small sized organizations to “Houses of Brands”, the mega mergers, the re-alignment is examined in terms of style of the top management, changes in the structure of organization. \n
\n
The next topics are the essential qualities of the staff, service attributes, customer experience that the entire luxury experience should vouch for. The operations aspect such as supply chain, sustainability, synergy for the long-term luxury strategy makes for an interesting discussion and this is logically followed by an in-depth and exhaustive coverage of the distribution terms, strategies and challenges. The discussion on China and its importance as a growth market in the luxury industry, leads the way in terms of sheer size of market growth over the next two decades. With the pandemic it is seen how fragile the world is. The text then moves with special emphasis on to the future and concludes with a tool kit on how to go about creating a New Luxury Brand. The numerous frameworks analyse the luxury phenomenon, its players and the gradual yet disruptive evolution of their strategies over the years making this book indispensable the clientele interested in the luxury business as it stands in 2021 and its future.\n
\n
The 2nd edition of this comprehensive yet precise book will be an ideal source of knowledge and practical reference for ever-growing population interested in the luxury business. The rigorous academic analyses are fortified with numerous latest facts and figures around the world to ground the reader into a hot and happening context. It will help the new age luxury managers and aspiring luxury entrepreneurs to reconstruct a customized interpretation to apply to his/her own new age business needs, especially in the Asian luxury market, currently the largest in the world and is an excellent ‘start-to-finish’ book for the academically inclined.
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
112 => Essec\Faculty\Model\Contribution {#2384
#_index: "academ_contributions"
#_id: "6636"
#_source: array:18 [
"id" => "6636"
"slug" => "managing-rd-in-asia-opportunities-and-dilemnas-for-foreign-firms"
"yearMonth" => "2005-09"
"year" => "2005"
"title" => "Managing R&D in Asia: Opportunities and Dilemnas for Foreign Firms"
"description" => "ASAKAWA, K. et SOM, A. (2005). Managing R&D in Asia: Opportunities and Dilemnas for Foreign Firms."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "ASAKAWA Kazuhiro"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2021-04-19 17:57:25"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"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" => "L'impressionnante croissance des économies indienne et chinoise alliée à un FDI en progression a mené à l'augmentation des activités de recherche et de développement (R&D) étrangère dans cette région. La capacité des compagnies étrangères à gérer le R&D en Inde et en Chine face à une multitude de choix et d'opportunités a été discutée. En conclusion, les compagnies étrangères doivent repenser, ré-évaluer et redéfinir leur stratégie de R&D pour ces deux pays."
"en" => "The phenomenal growth of the Indian and Chinese economy in Asia accompanied by the increasing FDIs in these two countries has led to an increase in foreign research and development (R&D) activities in this region. The challenge of foreign firms to manage R&D in India and China in the face of opportunities and dilemmas is discussed. If is concluded that foreign companies have to rethink, re-evaluate and re-assess their R&D strategies for both these countries."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
113 => Essec\Faculty\Model\Contribution {#2385
#_index: "academ_contributions"
#_id: "7131"
#_source: array:18 [
"id" => "7131"
"slug" => "shaping-the-next-wave-of-globalization-the-case-of-tasaki"
"yearMonth" => "2018-07"
"year" => "2018"
"title" => "Shaping the Next Wave of Globalization: The Case of TASAKI"
"description" => """
SOM, A. (2018). Shaping the Next Wave of Globalization: The Case of TASAKI. Dans: 20th Anniversary Annual International Conference \n
on the theme \n
Shaping the Next Wave of Globalization: Using Current Trends to\n
Reconnect with Markets and Create Value (GBATA 2018).
"""
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => """
20th Anniversary Annual International Conference \n
on the theme \n
Shaping the Next Wave of Globalization: Using Current Trends to\n
Reconnect with Markets and Create Value (GBATA 2018)
"""
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
114 => Essec\Faculty\Model\Contribution {#2386
#_index: "academ_contributions"
#_id: "7607"
#_source: array:18 [
"id" => "7607"
"slug" => "wearable-technologies-sustainability-and-luxuryvbrands-thecase-of-vacheron-constantin"
"yearMonth" => "2018-07"
"year" => "2018"
"title" => """
Wearable Technologies, Sustainability and LuxuryvBrands: The\n
case of Vacheron Constantin
"""
"description" => """
SOM, A. (2018). Wearable Technologies, Sustainability and LuxuryvBrands: The\n
case of Vacheron Constantin. Dans: Bridging Asia and the World: Searching for Academic Excellence and Best Practice in Marketing and Management 2018 Global Marketing Conference.
"""
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "Bridging Asia and the World: Searching for Academic Excellence and Best Practice in Marketing and Management 2018 Global Marketing Conference"
"keywords" => []
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
115 => Essec\Faculty\Model\Contribution {#2387
#_index: "academ_contributions"
#_id: "14190"
#_source: array:18 [
"id" => "14190"
"slug" => "compagnie-financiere-richemont-sa-from-hard-luxury-to-e-commerce"
"yearMonth" => "2022-10"
"year" => "2022"
"title" => "Compagnie Financière Richemont SA: From Hard-Luxury to E-Commerce"
"description" => "SOM, A. (2022). Compagnie Financière Richemont SA: From Hard-Luxury to E-Commerce. Dans: 2022 North American Case Research Association Conference. Ontario."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "2022 North American Case Research Association Conference"
"keywords" => []
"updatedAt" => "2023-07-21 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" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
116 => Essec\Faculty\Model\Contribution {#2388
#_index: "academ_contributions"
#_id: "14391"
#_source: array:18 [
"id" => "14391"
"slug" => "blue-don-to-diversify-or-not-to-diversify-a-mexican-tequila-brand"
"yearMonth" => "2023-07"
"year" => "2023"
"title" => "Blue Don: To diversify or not to diversify a Mexican Tequila Brand?"
"description" => "SOM, A. (2023). Blue Don: To diversify or not to diversify a Mexican Tequila Brand? Dans: 24th Annual International Conference of the Global Business and Technology Association. Prague."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => "24th Annual International Conference of the Global Business and Technology Association"
"keywords" => []
"updatedAt" => "2023-09-27 01:00:43"
"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" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
117 => Essec\Faculty\Model\Contribution {#2389
#_index: "academ_contributions"
#_id: "7929"
#_source: array:18 [
"id" => "7929"
"slug" => "bracing-competition-through-innovative-hrm-in-indian-firmslessons-for-mnes"
"yearMonth" => "2003-04"
"year" => "2003"
"title" => "Bracing Competition through Innovative HRM in Indian Firms:Lessons for MNEs"
"description" => "SOM, A. (2003). <i>Bracing Competition through Innovative HRM in Indian Firms:Lessons for MNEs</i>. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 21:00:33"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Documents de travail"
"en" => "Working Papers"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "HRM joue un rôle critique et constructif. Quelle est l'importance de la participation de HRM dans le développement et l'exécution stratégique sous l'environnement hyper-concurrentiel? HRM se produit à tous les niveaux des organisations et de plus en plus, dans des organisations extérieurs alors que les organisations gèrent les rapports avec les dépositaires externes. Cet article montre comment des pratiques innovatrices de HRM sont adoptées par des sociétés indiennes face à la concurrence dans un scénario de post-libéralisation. L'article discute le besoin de nouvelles compétences, de nouvelles politiques et de pratiques innovatrices de HRM."
"en" => "HRM plays a critical role and constructive role. How important is the involvement of HRM in strategy development and implementation under hyper-competitive environment? HRM occurs at all levels of organizations and increasingly, outside organizations as organizations manage relationships with external stakeholders. This article shows how innovative HRM practices are being adopted by Indian firms to brace competition in the post liberalization scenario. The article discusses the need for new skills, new policies and innovative HRM practices."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
118 => Essec\Faculty\Model\Contribution {#2390
#_index: "academ_contributions"
#_id: "8392"
#_source: array:18 [
"id" => "8392"
"slug" => "role-of-organizational-character-during-restructuring-a-cross-cultural-study"
"yearMonth" => "2002-09"
"year" => "2002"
"title" => "Role of Organizational Character During Restructuring: A Cross-cultural Study"
"description" => "SOM, A. (2002). <i>Role of Organizational Character During Restructuring: A Cross-cultural Study</i>. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 21:00:33"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Documents de travail"
"en" => "Working Papers"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Une étude approfondie de quatre grandes organisations complexes de fabrication et leaders sur le marché en France et en Inde, soutien notre croyance que le rôle du caractère d'organisation est le facteur principal de succès pendant un processus de restructuration d'organisation. Basé sur des politiques spécifiques et les pratiques actuelles comme perçues par les gestionnaires supérieurs et moyens, l'article présente un cadre d'éventualité, qui offre des aperçus précieux du rôle du caractère organisationnel pendant un processus de restructuration."
"en" => "An extensive in-depth study of four large, complex manufacturing organizations and market leaders in France and India, support our belief that the role of organizational character are the key success factors during an organizational restructuring process. Based on both specific policies and the actual practices as perceived by the top and middle management, the article presents a contingency framework, which offers valuable insights of the role of organizational character during an restructuring process."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
119 => Essec\Faculty\Model\Contribution {#2391
#_index: "academ_contributions"
#_id: "8404"
#_source: array:18 [
"id" => "8404"
"slug" => "strategic-human-resource-management-practices-an-exploratory-survey-of-french-organisations"
"yearMonth" => "2003-08"
"year" => "2003"
"title" => "Strategic Human Resource Management Practices: An Exploratory Survey of French Organisations"
"description" => "CERDIN, J.L. et SOM, A. (2003). <i>Strategic Human Resource Management Practices: An Exploratory Survey of French Organisations</i>. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "CERDIN Jean-Luc"
"bid" => "B00000092"
"slug" => "cerdin-jean-luc"
]
1 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 21:00:33"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Documents de travail"
"en" => "Working Papers"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "La gestion des ressources humaines stratégique (SHRM) a été largement débattue dans les cercles académiques et professionnels. La plus grande partie de notre connaissance sur la gestion stratégique des ressources humaines provient des recherches américaines connues sous le thème "High performance, work pratices". Cet article essaye de contribuer au débat en se focalisant sur les changements des pratiques stratégiques en gestion des ressources humaines (rôle et structure du département Ressources Humaines, recrutement, formation et reconversion, évaluation des performances, rémunération, et Rightsizing) en France dans les 5 dernières années. Il s'appuie sur une étude exploratoire portant sur 28 entreprises françaises. Il examine les changements réalisés en gestion stratégique des ressources humaines dans les entreprises françaises pour accroître leur performance."
"en" => "Strategic Human Resource Management (SHRM) have been amply discussed in both academic circles and business press. Most of our notion of SHRM are from the work done in the US and from the body of literature known as "High Performance Work Practices".This paper tries to contribute to the debate by understanding the changes in strategic HRM practices (Role and Structure of HR Department, Recruitment, Retraining & Redeployment, Performance Appraisal, Compensation, and Rightsizing) in France in the last 5 years and try to answer specifically the question of how strategic HRM practices have changed in French organizations to enhance corporate performance. A multi-respondent survey of 28 French organizations are analyzed to find the changes in SHRM in French organizations.The responses yielded a variety of HRM variables relating to role and structure of the HRM department, recruitment, performance appraisal, retraining and redeployment and rightsizing."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
120 => Essec\Faculty\Model\Contribution {#2392
#_index: "academ_contributions"
#_id: "8405"
#_source: array:18 [
"id" => "8405"
"slug" => "strategic-organizational-response-of-an-indo-japanese-joint-venture-to-indias-economic-liberalization"
"yearMonth" => "2003-09"
"year" => "2003"
"title" => "Strategic Organizational Response of an Indo-japanese Joint Venture to India's Economic Liberalization"
"description" => "SOM, A. (2003). <i>Strategic Organizational Response of an Indo-japanese Joint Venture to India's Economic Liberalization</i>. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 21:00:33"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Documents de travail"
"en" => "Working Papers"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Depuis que l'économie indienne a commencé son procédé de libéralisation dans 1991 le marché indien est devenu intensément concurrentiel. Cet article essaye d'établir un modèle conceptuel de réponse stratégique par des politiques et des pratiques en matière de gestion efficace de ressources humaines dans un tel environnement du marché. L'article essaye de comprendre ce phénomène d'une perspective d'éventualité par une seule étude de cas détaillé d'un joint-venture Indo-Japonais. Plusieurs points concernant la nouvelle conception d'organisation, les réponses corporatives efficaces comme la nouvelle conception d'organisation, les modes de la gestion orientés vers le professionnel et l'employé et d'un modèle hybride des interventions HRM Indo-Japonais sont discutées."
"en" => "The Indian economy began its liberalization process in 1991 which led to the Indian market becoming intensely competitive. This paper tries to build a conceptual model of strategic response through effective human resource management policies and practices within such a market environment. The article tries to understand this phenomenon from a contingency perspective through a single detailed case-study of an Indo-Japanese Joint Venture. Several issues relating to organizational redesign, effective corporate responses like organizational redesign, professional and employee oriented modes of management and a hybrid model of Indo-Japanese HRM interventions are discussed."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
121 => Essec\Faculty\Model\Contribution {#2393
#_index: "academ_contributions"
#_id: "8515"
#_source: array:18 [
"id" => "8515"
"slug" => "vers-quelles-innovations-rh-dans-les-entreprises-francaises"
"yearMonth" => "2003-09"
"year" => "2003"
"title" => "Vers quelles innovations RH dans les entreprises françaises"
"description" => "SOM, A. et CERDIN, J.L. (2003). <i>Vers quelles innovations RH dans les entreprises françaises</i>. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:3 [
"name" => "CERDIN Jean-Luc"
"bid" => "B00000092"
"slug" => "cerdin-jean-luc"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 18:37:46"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Documents de travail"
"en" => "Working Papers"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Les pratiques innovantes en Gestion des Ressources Humaines (GRH) nourrissent largement la littérature académique et professionnelle. Cet article contribue au débat sur l'évolution des pratiques de ressources humaines en France ces cinq dernières années. A partir d'une étude empirique exploratoire portant sur 28 entreprises françaises, nous cherchons à dégager les changements les plus innovants dans les pratiques RH pour une meilleure performance."
"en" => "The practices of innovative in Human Resources Management (HRM) has been discussed in both the academic and professional literature. This article contributes to the debate on the evolution of innovative human resource practices in France during the last five years. From an exploratory empirical study of 28 French companies, we seek to depict the more innovative changes in the practices of HRM for enhancement in organisational performance."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
122 => Essec\Faculty\Model\Contribution {#2394
#_index: "academ_contributions"
#_id: "8519"
#_source: array:18 [
"id" => "8519"
"slug" => "what-drives-the-adoption-of-shrm-in-indian-companies"
"yearMonth" => "2003-04"
"year" => "2003"
"title" => "What Drives the Adoption of SHRM in Indian Companies?"
"description" => "SOM, A. et BOUCHIKHI, H. (2003). <i>What Drives the Adoption of SHRM in Indian Companies?</i> ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:3 [
"name" => "BOUCHIKHI Hamid"
"bid" => "B00000059"
"slug" => "bouchikhi-hamid"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 18:37:46"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Documents de travail"
"en" => "Working Papers"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "L'innovation gestionnaire et son importance critique dans des affaires globales d'aujourd'hui est bien documentée. Le rôle crucial de l'innovation gestionnaire dans la gestion des ressources humaines stratégique deviennent de plus en plus répandu en affaires et littérature académique. Cependant, très peu d'études ont été effectuées dans un pays tel que l'Inde. Cette étude identifie les meneurs ayant adopté la pratique de stratégies innovatrices en ressources humaines (SHRM) dans des organisations indiennes. Cette étude est d'importance critique dans le contexte de la libéralisation de l'économie indienne qui a commencé en 1991. Les ajustements structuraux dus à la libéralisation ont créé un environnement hyper-concurrentiel et turbulent. Tirer de l'innovation et de la littérature de SHRM ce rapport discute de cinq propositions principales de l'adoption des pratiques en matière innovatrices de SHRM dans des organisations indiennes. La généralisation, l'applicabilité, l'acceptabilité et la diffusion des pratiques sont discutés."
"en" => "Managerial innovation and its critical importance in today's global business is well documented. The crucial role of managerial innovation in strategic human resource management is becoming increasingly prevalent in both business and academic literature. However, practically no such study has been undertaken in an emerging country scenario as India. This study identifies the drivers of adoption of innovative strategic human resource practices (SHRM) in Indian organizations. This study is of critical importance against the backdrop of the liberalization of the Indian economy which started in 1991. The structural adjustments due to liberalization have created a hyper-competitive and turbulent environment. Drawing from both innovation and SHRM literature this research report discusses five main propositions of adoption of innovative SHRM practices in Indian organizations. The generalisability, applicability, acceptability, and the diffusion of practices are discussed."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
123 => Essec\Faculty\Model\Contribution {#2395
#_index: "academ_contributions"
#_id: "8786"
#_source: array:18 [
"id" => "8786"
"slug" => "double-standards"
"yearMonth" => "2006-02"
"year" => "2006"
"title" => "Double Standards"
"description" => "SOM, A. (2006). Double Standards. <i>Business Standard</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:3 [
0 => "Acier"
1 => "Création de valeur"
2 => "Gestion des cultures"
]
"updatedAt" => "2020-12-17 18:37:46"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Cet article traite de la création de valeur en général et, en particulier appliquée à l'industrie de l'acier. Il démontre que les compagnies européennes se sont développées de manière profitable grâce aux rachats durant des siècles et ont créé une valeur à laquelle il est souvent fait référence en tant que valeur de franchise. L'OPA hostile de Mittal Steel sur Arcelor a été rapportée par la presse avec cynisme et des connotations racistes. L'article conclut que les firmes européennes devraient être plus ouvertes et regarder au-delà de leurs frontières tout en respectant le sens des affaires. Elles doivent aussi respecter les règles du jeu qu'elles ont elles-mêmes créées tout en tenant compte des autres cultures."
"en" => "This press article speaks about value creation in general and specifically in the Steel Industry. It argues that European companies have grown profitably be acquisitions for centuries and have created value often referred to as Franchise Value. The hostile bid of Mittal Steel for Arcelor was reported in the press with cynicism and racial undertones. The press article concludes that European firms have to be open and look beyond their borders while respecting business sense. They also have to play by the same rules of the game that they have created for themselves and be respectful of other cultures."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
124 => Essec\Faculty\Model\Contribution {#2396
#_index: "academ_contributions"
#_id: "9176"
#_source: array:18 [
"id" => "9176"
"slug" => "nokia-buys-alcatel-lucent-together-will-these-two-struggling-firms-enable-the-connected-world"
"yearMonth" => "2015-06"
"year" => "2015"
"title" => "Nokia buys Alcatel-Lucent: Together, Will These Two Struggling Firms Enable the Connected world?"
"description" => "SOM, A. (2015). Nokia buys Alcatel-Lucent: Together, Will These Two Struggling Firms Enable the Connected world? <i>ESSEC Knowledge</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 14:54:12"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "In today’s telecom equipment industry, where consolidation is the name of the game, the Nokia-Alcatel-Lucent acquisition was fairly predictable. Alone, neither Nokia nor Alcatel-Lucent had what it took to compete with market leader Ericsson. Together, they could stand a better shot."
"en" => "In today’s telecom equipment industry, where consolidation is the name of the game, the Nokia-Alcatel-Lucent acquisition was fairly predictable. Alone, neither Nokia nor Alcatel-Lucent had what it took to compete with market leader Ericsson. Together, they could stand a better shot."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
125 => Essec\Faculty\Model\Contribution {#2397
#_index: "academ_contributions"
#_id: "9423"
#_source: array:18 [
"id" => "9423"
"slug" => "15-years-porsche-in-china"
"yearMonth" => "2017-08"
"year" => "2017"
"title" => "15 years Porsche in China"
"description" => "SOM, A. (2017). 15 years Porsche in China. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:6 [
0 => "Porsche"
1 => "China"
2 => "Luxury Car Market"
3 => "Market Entry"
4 => "International Strategy"
5 => "Strategy and General Management"
]
"updatedAt" => "2022-10-12 10:45:41"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4627"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The first years after Porsche had entered the Chinese market in 2001 turned out to be very unsatisfactory for Porsche with less than 100 cars being sold within the first three years. But with ambitious effort, the company incrementally managed to establish itself as the most-popular brand for high-end sports cars in China. Today, 15 years after the market entry, Porsche generates approximately half of its overall profits in China and more Porsche cars are sold on the Chinese market than anywhere else in the world. Recent developments, however, might pose a threat to Porsche's current success in China, wherefore crucial strategic decisions have to be taken in order to preserve Porsche's outstanding position in the market.The learning objectives of the case are to (a) provide reasons for Porsche's poor start in China, (b) highlight the role of Porsche's market strategy for its subsequent exceptional success, (c) underline the impact of China's economic development on Porsche's car sales, (d) understand the special characteristics of the Chinese premium and luxury car market and (e) analyze and assess changes in the Chinese car market that Porsche has to cope with."
"en" => "The first years after Porsche had entered the Chinese market in 2001 turned out to be very unsatisfactory for Porsche with less than 100 cars being sold within the first three years. But with ambitious effort, the company incrementally managed to establish itself as the most-popular brand for high-end sports cars in China. Today, 15 years after the market entry, Porsche generates approximately half of its overall profits in China and more Porsche cars are sold on the Chinese market than anywhere else in the world. Recent developments, however, might pose a threat to Porsche's current success in China, wherefore crucial strategic decisions have to be taken in order to preserve Porsche's outstanding position in the market.The learning objectives of the case are to (a) provide reasons for Porsche's poor start in China, (b) highlight the role of Porsche's market strategy for its subsequent exceptional success, (c) underline the impact of China's economic development on Porsche's car sales, (d) understand the special characteristics of the Chinese premium and luxury car market and (e) analyze and assess changes in the Chinese car market that Porsche has to cope with."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
126 => Essec\Faculty\Model\Contribution {#2398
#_index: "academ_contributions"
#_id: "9425"
#_source: array:18 [
"id" => "9425"
"slug" => "a-tale-of-two-vineyards-in-burgundy"
"yearMonth" => "2019-07"
"year" => "2019"
"title" => "A Tale of two Vineyards in Burgundy"
"description" => "SOM, A. (2019). A Tale of two Vineyards in Burgundy. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:18 [
0 => "François Pinault"
1 => "Artémis"
2 => "Bernard Arnault"
3 => "Jack Ma"
4 => "François Henrot"
5 => "Bruno Le maire"
6 => "Deal-making"
7 => "Wine"
8 => "Wine industry"
9 => "French wine industry"
10 => "Luxury"
11 => "Terroir wines"
12 => "Burgundy"
13 => "Clos-de-Tart"
14 => "Clos-des-Lambrays"
15 => "Burgundy"
16 => "France"
17 => "Strategy and General Management"
]
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/6845"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "In Morey-Saint-Denis, they are now separated by a stone wall. In this tiny Burgundy village of 700 inhabitants, two billionaires are now living side by side. On one side, Bernard Arnault, owner of LVMH Group, owns Le Clos des Lambrays and on the other, François Pinault, owner of Kering Group, has become the new owner of Le Clos-de-Tart. In October 2017, the latter bought the 7,53 hectares wine estate for 250 million euros. This was unprecedented. Of course, this acquisition can be interpreted as a new form of rivalry in the battle opposing the two luxury power houses, LVMH and Kering of France, Arnault and Pinault, respectively. However, it also speaks volumes about the greatest fortunes' intent to own Burgundy vineyards. Although Pinault's offer was lower than Jack Ma's of Alibaba fame, Pinault won the auction, but how? This case sketches out how Pinault got hold of the most expensive vineyard of the world, now, and it aims to explain the challenges of the deal and the issues that have arisen for the future."
"en" => "In Morey-Saint-Denis, they are now separated by a stone wall. In this tiny Burgundy village of 700 inhabitants, two billionaires are now living side by side. On one side, Bernard Arnault, owner of LVMH Group, owns Le Clos des Lambrays and on the other, François Pinault, owner of Kering Group, has become the new owner of Le Clos-de-Tart. In October 2017, the latter bought the 7,53 hectares wine estate for 250 million euros. This was unprecedented. Of course, this acquisition can be interpreted as a new form of rivalry in the battle opposing the two luxury power houses, LVMH and Kering of France, Arnault and Pinault, respectively. However, it also speaks volumes about the greatest fortunes' intent to own Burgundy vineyards. Although Pinault's offer was lower than Jack Ma's of Alibaba fame, Pinault won the auction, but how? This case sketches out how Pinault got hold of the most expensive vineyard of the world, now, and it aims to explain the challenges of the deal and the issues that have arisen for the future."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
127 => Essec\Faculty\Model\Contribution {#2399
#_index: "academ_contributions"
#_id: "9427"
#_source: array:18 [
"id" => "9427"
"slug" => "aditya-birla-group-cementing-indias-position-in-the-league-of-fortune-500-companies"
"yearMonth" => "2016"
"year" => "2016"
"title" => "Aditya Birla Group: Cementing India's Position in the League of Fortune 500 Companies"
"description" => "SOM, A. (2016). Aditya Birla Group: Cementing India's Position in the League of Fortune 500 Companies. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Aditya Birla Group, Kumar Mangalam Birla, Fortune 500, mergers and acquisitions, Novelis, Columbian Chemicals, Domsjo Fabriker, minacs, aluminium, cement, carbon black, viscose staple fiber, pantaloons, ultratech, leadership style"
1 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4174"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
Aditya Birla Group has always been one of the most important conglomerates in the commodities market in India. When Kumar Mangalam Birla took the helm of the company in 1995, he re-designed the conglomerate to gear up to the challenge of growth and profitability. He had set a goal for the company, to be in the league of Fortune 500 by 2010. Using diversification, both organic and in-organic mechanisms, Aditya Birla Group could reach its goal in 2007, 3 years before its target. At the same time, most of its subsidiaries or divisions were among the top three players of their respective markets, as the group did not shy from acquiring companies larger than itself. The group had set a record of 36 acquisitions in 20 years. Throughout these 20 years, it continued to maintain strong balance sheets while consolidating its businesses. \n
The case discusses the future challenges of such a diversified conglomerate.
"""
"en" => """
Aditya Birla Group has always been one of the most important conglomerates in the commodities market in India. When Kumar Mangalam Birla took the helm of the company in 1995, he re-designed the conglomerate to gear up to the challenge of growth and profitability. He had set a goal for the company, to be in the league of Fortune 500 by 2010. Using diversification, both organic and in-organic mechanisms, Aditya Birla Group could reach its goal in 2007, 3 years before its target. At the same time, most of its subsidiaries or divisions were among the top three players of their respective markets, as the group did not shy from acquiring companies larger than itself. The group had set a record of 36 acquisitions in 20 years. Throughout these 20 years, it continued to maintain strong balance sheets while consolidating its businesses. \n
The case discusses the future challenges of such a diversified conglomerate.
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
128 => Essec\Faculty\Model\Contribution {#2400
#_index: "academ_contributions"
#_id: "9428"
#_source: array:18 [
"id" => "9428"
"slug" => "aditya-birla-group-redesigning-to-become-a-fortune-500-company"
"yearMonth" => "2006"
"year" => "2006"
"title" => "Aditya Birla Group: redesigning to become a fortune 500 company"
"description" => "SOM, A. (2006). Aditya Birla Group: redesigning to become a fortune 500 company. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:16 [
0 => "Diversified"
1 => "Conglomerate"
2 => "Family business"
3 => "Liberalisation"
4 => "Internationalisation"
5 => "Consolidation"
6 => "Transformation"
7 => "Redesign"
8 => "Change"
9 => "Restructuring"
10 => "Culture"
11 => "Management style"
12 => "Multinational corporation (MNC)"
13 => "Pilani"
14 => "India"
15 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4106"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case presents an opportunity to: - examine the evolution of one of the oldest and largest family business houses in India (business families in India), - examine the logic of redesigning a diversified conglomerate (strategy), - examine acquisition, integration and redefinition to create synergy and value (systems and processes), and - transformation of management style and professionalization of its work force (culture and people)."
"en" => "The case presents an opportunity to: - examine the evolution of one of the oldest and largest family business houses in India (business families in India), - examine the logic of redesigning a diversified conglomerate (strategy), - examine acquisition, integration and redefinition to create synergy and value (systems and processes), and - transformation of management style and professionalization of its work force (culture and people)."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
129 => Essec\Faculty\Model\Contribution {#2401
#_index: "academ_contributions"
#_id: "9430"
#_source: array:18 [
"id" => "9430"
"slug" => "af-klm-ruling-the-skies"
"yearMonth" => "2008"
"year" => "2008"
"title" => "AF-KLM: ruling the skies"
"description" => "SOM, A. (2008). AF-KLM: ruling the skies. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:13 [
0 => "Aviation"
1 => "Airlines"
2 => "Alliances"
3 => "Merger"
4 => "Cooperation"
5 => "National champions"
6 => "Cross-border deals"
7 => "Synergies"
8 => "Frequent flier"
9 => "Airbus"
10 => "Boeing"
11 => "Deregulation"
12 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4112"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The objective of the case is: (1) to analyse the global airline industry and the challenges it is facing, (2) to describe and evaluate the different co-operative strategies available for airliners in a global market, (3) to study the Air France - KLM deal, and (4) to examine the results of this merger for airlines, customers, suppliers and competitors."
"en" => "The objective of the case is: (1) to analyse the global airline industry and the challenges it is facing, (2) to describe and evaluate the different co-operative strategies available for airliners in a global market, (3) to study the Air France - KLM deal, and (4) to examine the results of this merger for airlines, customers, suppliers and competitors."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
130 => Essec\Faculty\Model\Contribution {#2402
#_index: "academ_contributions"
#_id: "9432"
#_source: array:18 [
"id" => "9432"
"slug" => "air-france-klm-alitalia-etihad-of-growth-in-alliances"
"yearMonth" => "2016"
"year" => "2016"
"title" => "Air France, KLM, Alitalia, Etihad: of Growth in Alliances"
"description" => "SOM, A. (2016). Air France, KLM, Alitalia, Etihad: of Growth in Alliances. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Air France-KLM, European Airlines, Airlines mergers and acquisitions, alliances in the airlines sector, Air France, Transavia, Alexandre de Juniac, Etihad Airways, code sharing, frequent flyer programs, low cost carriers, Transatlantic joint ventures"
1 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4170"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
Air France and KLM, flag carriers of France and Netherlands, had merged together to fly higher than others in the European airspace. At the same time, other flag carriers such as Alitalia, Italy's flag carrier, was treading in troubled waters, with high debt equity ratios. Wishing to reach higher altitudes with competing European airlines, Air France-KLM decided to merge with Alitalia, giving it a helping hand in the process of its turnaround. However, the political and social forces were not open to this idea of letting go Alitalia, the pride and competitive advantage of Italy, though it was loss making for years together. \n
The case discusses the challenges of AF-KLM in this situation. Will they be able to restructure and compete effectively with Gulf airlines such as Emirates and Etihad? In the meantime the alliance with AF-KLM and Alitalia failed and Etihad got ownership of Alitalia with 49% stake.
"""
"en" => """
Air France and KLM, flag carriers of France and Netherlands, had merged together to fly higher than others in the European airspace. At the same time, other flag carriers such as Alitalia, Italy's flag carrier, was treading in troubled waters, with high debt equity ratios. Wishing to reach higher altitudes with competing European airlines, Air France-KLM decided to merge with Alitalia, giving it a helping hand in the process of its turnaround. However, the political and social forces were not open to this idea of letting go Alitalia, the pride and competitive advantage of Italy, though it was loss making for years together. \n
The case discusses the challenges of AF-KLM in this situation. Will they be able to restructure and compete effectively with Gulf airlines such as Emirates and Etihad? In the meantime the alliance with AF-KLM and Alitalia failed and Etihad got ownership of Alitalia with 49% stake.
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
131 => Essec\Faculty\Model\Contribution {#2403
#_index: "academ_contributions"
#_id: "9431"
#_source: array:18 [
"id" => "9431"
"slug" => "agnes-b-timeless-fashion-more"
"yearMonth" => "2016"
"year" => "2016"
"title" => "agnès b.: Timeless Fashion & More"
"description" => "SOM, A. (2016). agnès b.: Timeless Fashion & More. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Accessible luxury; timeless fashion; globalization; country of origin; luxury brand in Asia; social responsibility; product diversification, single designer, lifestyle brand"
1 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4159"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
agnès b. is an accessible luxury fashion brand established in 1976 by Agnès Troublé, a French fashion designer. The brand is known for its timeless style and designs. In addition to accessible luxury apparel, agnès b. has grown into a brand with handbags, accessories, shoes, eyewear, watches and home interior goods, which are all encompassed under the galaxy of a lifestyle brand. agnès b. also has a few art galleries in France, USA and Hong Kong, a contemporary art publication, and even a film production company. In markets outside France, the brand has some product extensions that are unique to each market, such as chocolate boutiques, restaurants, cafés and florists in Hong Kong. Businesses in Asia contribute to a large share of the brand's annual sales due to its popularity and numerous points of sales in cities such as Japan, Hong Kong and Taiwan. Besides her designs, agnès Troublé and her brand are also known for her support for several associations and organizations that focus on environmental, cultural and social issues. \n
\n
The case discusses (a) the reasons for it success outside its home market (b) the reasons for its geographic and product diversification across markets (c) its survival strategy as a standalone single family brand within multi-brand conglomerates (d) the reason for agnès b's success (e) the reason for the brands socially responsible approach.
"""
"en" => """
agnès b. is an accessible luxury fashion brand established in 1976 by Agnès Troublé, a French fashion designer. The brand is known for its timeless style and designs. In addition to accessible luxury apparel, agnès b. has grown into a brand with handbags, accessories, shoes, eyewear, watches and home interior goods, which are all encompassed under the galaxy of a lifestyle brand. agnès b. also has a few art galleries in France, USA and Hong Kong, a contemporary art publication, and even a film production company. In markets outside France, the brand has some product extensions that are unique to each market, such as chocolate boutiques, restaurants, cafés and florists in Hong Kong. Businesses in Asia contribute to a large share of the brand's annual sales due to its popularity and numerous points of sales in cities such as Japan, Hong Kong and Taiwan. Besides her designs, agnès Troublé and her brand are also known for her support for several associations and organizations that focus on environmental, cultural and social issues. \n
\n
The case discusses (a) the reasons for it success outside its home market (b) the reasons for its geographic and product diversification across markets (c) its survival strategy as a standalone single family brand within multi-brand conglomerates (d) the reason for agnès b's success (e) the reason for the brands socially responsible approach.
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
132 => Essec\Faculty\Model\Contribution {#2404
#_index: "academ_contributions"
#_id: "9434"
#_source: array:18 [
"id" => "9434"
"slug" => "airbus-and-boeing-in-china-risk-of-technology-transfer"
"yearMonth" => "2006"
"year" => "2006"
"title" => "Airbus and Boeing in China: risk of technology transfer"
"description" => "SOM, A. et POUTREL, G. (2006). Airbus and Boeing in China: risk of technology transfer. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "POUTREL G."
]
]
"ouvrage" => ""
"keywords" => array:16 [
0 => "Strategy"
1 => "Competition"
2 => "Demand and supply"
3 => "Transfer"
4 => "Risk"
5 => "Technology"
6 => "Hub-to-hub"
7 => "Point-to-point"
8 => "Guanxi"
9 => "Bargaining"
10 => "Role of the State"
11 => "Planes"
12 => "Key success factors"
13 => "Negotiation"
14 => "China"
15 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4105"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case highlights and provides a point where two leading manufacturers of aircrafts followed two seemingly divergent strategies in the past decade. The case discusses: (1) the evolution of Boeing and Airbus in the China market, (2) the innovation and adaptation in their product offerings, (3) maintaining their supply chain, (4) the demand created by the specific of the Chinese, and (5) their divergent strategies vis-a-vis technology transfer."
"en" => "The case highlights and provides a point where two leading manufacturers of aircrafts followed two seemingly divergent strategies in the past decade. The case discusses: (1) the evolution of Boeing and Airbus in the China market, (2) the innovation and adaptation in their product offerings, (3) maintaining their supply chain, (4) the demand created by the specific of the Chinese, and (5) their divergent strategies vis-a-vis technology transfer."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
133 => Essec\Faculty\Model\Contribution {#2405
#_index: "academ_contributions"
#_id: "9433"
#_source: array:18 [
"id" => "9433"
"slug" => "air-france-klm-alitalia-preparing-national-champions-for-the-future"
"yearMonth" => "2010"
"year" => "2010"
"title" => "Air France-KLM & Alitalia: preparing national champions for the future"
"description" => "SOM, A. et LOTT, T. (2010). Air France-KLM & Alitalia: preparing national champions for the future. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "LOTT T."
]
]
"ouvrage" => ""
"keywords" => array:11 [
0 => "Airlines"
1 => "Alliances"
2 => "Cooperation"
3 => "Mergers and acquisitions (M&A)"
4 => "Globalisation"
5 => "Role of the State"
6 => "Competitiveness"
7 => "France"
8 => "Netherlands"
9 => "Italy"
10 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/3985"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The aviation industry has experienced several fundamental changes worldwide since the early 20th century. One of the most important ones, if not the most important one, was the level of state intervention each player in the aviation industry had or still has to deal with. The role of the state and its policies is closely linked with alliances and M&A activities. This case analyzes and compares two acquisitions in the airline industry, the merger of Air France and KLM to create Air France-KLM Group, and Air France-KLM’s intentions to acquire a significant stake in Alitalia, the struggling Italian air carrier. This case allows applying two concrete approaches to measure the level of state intervention – the World Economic Forum’s Global Competitiveness Index, as well as The Heritage Foundation’s Index of Economic Freedom. The pedagogical objectives of that case are to (a) understand the economics of today’s airline industry and its need to globalize (b) assess and understand the changing roles of the state in the evolution of the worldwide aviation industry since its beginning (c) reflect on what the role of a state should be in general (d) compare the Air France-KLM acquisition to Air France-KLM’s bid for Alitalia, and (e) analyze whether or not Alitalia is a competitive advantage for Italy."
"en" => "The aviation industry has experienced several fundamental changes worldwide since the early 20th century. One of the most important ones, if not the most important one, was the level of state intervention each player in the aviation industry had or still has to deal with. The role of the state and its policies is closely linked with alliances and M&A activities. This case analyzes and compares two acquisitions in the airline industry, the merger of Air France and KLM to create Air France-KLM Group, and Air France-KLM’s intentions to acquire a significant stake in Alitalia, the struggling Italian air carrier. This case allows applying two concrete approaches to measure the level of state intervention – the World Economic Forum’s Global Competitiveness Index, as well as The Heritage Foundation’s Index of Economic Freedom. The pedagogical objectives of that case are to (a) understand the economics of today’s airline industry and its need to globalize (b) assess and understand the changing roles of the state in the evolution of the worldwide aviation industry since its beginning (c) reflect on what the role of a state should be in general (d) compare the Air France-KLM acquisition to Air France-KLM’s bid for Alitalia, and (e) analyze whether or not Alitalia is a competitive advantage for Italy."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
134 => Essec\Faculty\Model\Contribution {#2406
#_index: "academ_contributions"
#_id: "9436"
#_source: array:18 [
"id" => "9436"
"slug" => "bharti-airtel-ltd-journey-in-south-asian-markets"
"yearMonth" => "2017-08"
"year" => "2017"
"title" => "Bharti Airtel Ltd: Journey in South Asian Markets"
"description" => "SOM, A. et MODI, A. (2017). Bharti Airtel Ltd: Journey in South Asian Markets. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "MODI Aditya"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Global strategy; Telecom in South Asian markets; Competing in crowded markets; Expansion through acquisition; Portfolio rationalization; Managing the growth"
1 => "Strategy and General Management"
]
"updatedAt" => "2022-10-12 10:49:03"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4735"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The Telecom market in emerging countries has grown rapidly in the last decade. Established in 1995, in less than two decades Airtel has moved to become the third largest mobile operator in the world by the number of connections. It has acquired a subscriber's base of over 303 million with its operation spanning across 20 countries. With its plan of expansion into emerging markets, Airtel commenced the operations of its Sri Lankan subsidiary in 2009 and acquired a majority stake in Bangladesh's Warid Telecom International, then 4th largest operator in Bangladesh market. To become a global player in the telecom industry, Bharti Airtel Ltd. Acquired telecom operations of Kuwaiti company Zain in 15 countries across the Africa in 2010. However, the expansion strategy of Airtel was not all positive. After 15 consecutive quarters of falling net profit, Airtel reported first growth in profit in October-December 2013. However, a major chunk of this profit is derived from the Indian market. With the increasing competition, Sri Lankan and Bangladesh subsidiaries have continuously underperformed. While Airtel continues to perform better in India, continuous abysmal performance in other emerging markets are adding pressures on Airtel's balance sheet and the company needs to review its geographical expansion strategy."
"en" => "The Telecom market in emerging countries has grown rapidly in the last decade. Established in 1995, in less than two decades Airtel has moved to become the third largest mobile operator in the world by the number of connections. It has acquired a subscriber's base of over 303 million with its operation spanning across 20 countries. With its plan of expansion into emerging markets, Airtel commenced the operations of its Sri Lankan subsidiary in 2009 and acquired a majority stake in Bangladesh's Warid Telecom International, then 4th largest operator in Bangladesh market. To become a global player in the telecom industry, Bharti Airtel Ltd. Acquired telecom operations of Kuwaiti company Zain in 15 countries across the Africa in 2010. However, the expansion strategy of Airtel was not all positive. After 15 consecutive quarters of falling net profit, Airtel reported first growth in profit in October-December 2013. However, a major chunk of this profit is derived from the Indian market. With the increasing competition, Sri Lankan and Bangladesh subsidiaries have continuously underperformed. While Airtel continues to perform better in India, continuous abysmal performance in other emerging markets are adding pressures on Airtel's balance sheet and the company needs to review its geographical expansion strategy."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
135 => Essec\Faculty\Model\Contribution {#2407
#_index: "academ_contributions"
#_id: "9438"
#_source: array:18 [
"id" => "9438"
"slug" => "bmw-driving-luxury-to-china"
"yearMonth" => "2017-09"
"year" => "2017"
"title" => "BMW: Driving Luxury to China?"
"description" => "SOM, A. (2017). BMW: Driving Luxury to China? ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:1 [
0 => "Strategy and General Management"
]
"updatedAt" => "2022-10-12 10:50:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/5696"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Developments on the Chinese automotive market could change the business in the race to the crown for German premium brands. With extraordinary growth rates, car manufacturers prioritized Asian market development. More concrete, a quickly evolving segment of young, wealthy Chinese customers demanding German luxury cars seems to be a chance to compensate maturing home markets. BMW - originated in premium segments - is about to expand its luxury reach through its 7-series while, at the same time, serving the increasing demand for "affordable luxury" in all markets. However, competitors are catching up with new concepts. Whereas Mercedes-Benz always had a great proportion in the luxury segment, Audi became the market leader in China by launching several new luxury models. BMW sees the answer in the possible launch of a new 9-series sharing a platform with their Rolls-Royce cars. Furthermore, the BMW Individual manufactory launched a new, strictly limited 7-Series in corporation with silver manufacturer Robbe & Berking - the most expensive and exclusive car BMW ever crafted. To be able to win the race, BMW has to incorporate new technologies when considering the trading-up or trading-down of their model range."
"en" => "Developments on the Chinese automotive market could change the business in the race to the crown for German premium brands. With extraordinary growth rates, car manufacturers prioritized Asian market development. More concrete, a quickly evolving segment of young, wealthy Chinese customers demanding German luxury cars seems to be a chance to compensate maturing home markets. BMW - originated in premium segments - is about to expand its luxury reach through its 7-series while, at the same time, serving the increasing demand for "affordable luxury" in all markets. However, competitors are catching up with new concepts. Whereas Mercedes-Benz always had a great proportion in the luxury segment, Audi became the market leader in China by launching several new luxury models. BMW sees the answer in the possible launch of a new 9-series sharing a platform with their Rolls-Royce cars. Furthermore, the BMW Individual manufactory launched a new, strictly limited 7-Series in corporation with silver manufacturer Robbe & Berking - the most expensive and exclusive car BMW ever crafted. To be able to win the race, BMW has to incorporate new technologies when considering the trading-up or trading-down of their model range."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
136 => Essec\Faculty\Model\Contribution {#2408
#_index: "academ_contributions"
#_id: "9439"
#_source: array:18 [
"id" => "9439"
"slug" => "bottega-veneta-stealth-luxury"
"yearMonth" => "2016"
"year" => "2016"
"title" => "Bottega Veneta: "Stealth" Luxury"
"description" => "SOM, A. (2016). Bottega Veneta: "Stealth" Luxury. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Italy, leather, luxury goods, Kering Group, Maier, emerging markets, tradition, brand DNA, logo strategy, exclusivity, M&A, international expansion, Intrecciato, brand signature, Stealth Luxury"
1 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4175"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
Bottega Veneta is an Italian Luxury brand, well - known for its leather goods. It was founded in 1966 in Veneto and headquartered in Vicenza. The region, in northeastern Italy, known for its entrepreneurial spirit. The name "Venetian Atelier" represents its origins. The location specific DNA is supported by equally powerful codes, such as the discreet labelling and the Intrecciato technique that became the brand's signature. \n
Always loyal to its heritage, the turning point for the brand came in 2001, when the brand was acquired by the Gucci Group (which was later bought by PPR, now called Kering). Later Tomas Maier, was appointed as the creative director of Botega. The brand was in a dilemma. How to manage its "Stealth Luxury" DNA, while being acquired by the French luxury goods holding company, which main goal was growth and profitability.
"""
"en" => """
Bottega Veneta is an Italian Luxury brand, well - known for its leather goods. It was founded in 1966 in Veneto and headquartered in Vicenza. The region, in northeastern Italy, known for its entrepreneurial spirit. The name "Venetian Atelier" represents its origins. The location specific DNA is supported by equally powerful codes, such as the discreet labelling and the Intrecciato technique that became the brand's signature. \n
Always loyal to its heritage, the turning point for the brand came in 2001, when the brand was acquired by the Gucci Group (which was later bought by PPR, now called Kering). Later Tomas Maier, was appointed as the creative director of Botega. The brand was in a dilemma. How to manage its "Stealth Luxury" DNA, while being acquired by the French luxury goods holding company, which main goal was growth and profitability.
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
137 => Essec\Faculty\Model\Contribution {#2409
#_index: "academ_contributions"
#_id: "9443"
#_source: array:18 [
"id" => "9443"
"slug" => "carrefour-chevere"
"yearMonth" => "2004"
"year" => "2004"
"title" => "Carrefour Chevere!"
"description" => "SOM, A. et TORRES, I. (2004). Carrefour Chevere! ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "TORRES I."
]
]
"ouvrage" => ""
"keywords" => array:15 [
0 => "Managing a global corporation"
1 => "Transnational strategy"
2 => "International marketing"
3 => "Cultural influence"
4 => "Mass consumption"
5 => "Private labels"
6 => "Local responsiveness"
7 => "Growth and adaptation"
8 => "Promotional campaigns"
9 => "Retail industry"
10 => "Food"
11 => "France"
12 => "Latin America"
13 => "Colombia"
14 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4096"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case discusses and highlights: (1) the entry strategy of Carrefour and the Latin market, (2) its growth strategy by acquisitions, (3) the linkage of its strategic intent of profitability, core competence, organisational capability and it business strategy, (4) marketing, pricing, branding, use of private label strategy, and (5) its overall strategy of conquering markets by fast local adaptation to individual markets and its responsiveness to local businesses focussing on Latin America and the Colombian market."
"en" => "The case discusses and highlights: (1) the entry strategy of Carrefour and the Latin market, (2) its growth strategy by acquisitions, (3) the linkage of its strategic intent of profitability, core competence, organisational capability and it business strategy, (4) marketing, pricing, branding, use of private label strategy, and (5) its overall strategy of conquering markets by fast local adaptation to individual markets and its responsiveness to local businesses focussing on Latin America and the Colombian market."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
138 => Essec\Faculty\Model\Contribution {#2410
#_index: "academ_contributions"
#_id: "9444"
#_source: array:18 [
"id" => "9444"
"slug" => "carrefour-korea-not-ready-for-kimchi"
"yearMonth" => "2006"
"year" => "2006"
"title" => "Carrefour Korea: not ready for Kimchi"
"description" => "SOM, A. et SUNG, Y. (2006). Carrefour Korea: not ready for Kimchi. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "SUNG Y."
]
]
"ouvrage" => ""
"keywords" => array:14 [
0 => "Upscale retail industry"
1 => "Specifications"
2 => "Localisation"
3 => "Middle-class"
4 => "Discount retail stores"
5 => "Pointcard system"
6 => "Local adaptation"
7 => "Failure"
8 => "Korea"
9 => "Growth"
10 => "Entry"
11 => "Mass consumption"
12 => "Pre-occupation of sites"
13 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4104"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This case analyses Carrefour Korea's failure by observing: (1) the market condition of Korean discount retail industry, (2) the market economies of local competitors, (3) the process of Carrefour Korea's localisation, and finally (4) the business strategies of each competitor in this near-saturated market."
"en" => "This case analyses Carrefour Korea's failure by observing: (1) the market condition of Korean discount retail industry, (2) the market economies of local competitors, (3) the process of Carrefour Korea's localisation, and finally (4) the business strategies of each competitor in this near-saturated market."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
139 => Essec\Faculty\Model\Contribution {#2411
#_index: "academ_contributions"
#_id: "9446"
#_source: array:18 [
"id" => "9446"
"slug" => "coach-from-affordable-luxury-to-lifestyle-brand"
"yearMonth" => "2016"
"year" => "2016"
"title" => "Coach from Affordable Luxury to Lifestyle Brand"
"description" => "SOM, A. (2016). Coach from Affordable Luxury to Lifestyle Brand. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Coach, Coach America, Coach Japan, Michael Kors, affordable luxury market, Victor Luis, Reed Krakoff, Stuart Vevers, distribution, heavy discounting, Stuart Weitzman"
1 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4173"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
Coach has positioned itself as an affordable luxury company with its American heritage, Made-in-China savoir-faire that offers leather goods and accessories for men and women around the world. In the late 2000s, the brand was trying to bridge the paradox of its heritage, country-of-origin and make and its luxury positioning. Thus it called itself as "luxury for the masses". It was infact the iedal democratization point for customers new to the luxury market, especially during the recession. Later in order to keep pace with the growing market and its success in this space, Coach expanded rapidly, both in America and in new markets in Asia. After the launch of its online stores, Coach started heavily discounting its products, both online and offline and selling their excess inventory through discount outlets. It started losing its position as an affordable luxury. \n
Although the volume of sales was high, revenues and profit margins were slipping. The company's share prices were falling. Coach was at cross-roads and it has to make drastic changes in its management and strategy. It was time for Coach to seek a new direction.\n
The case discusses the (a) change of top-management of Coach (b) its renewd effort to position itself (c) its search for its brand DNA (d) increasing competition from the new affordable luxury players such as Michael Kors, Tory Burch, J. Crew, Kate Spade and others (e) the future.
"""
"en" => """
Coach has positioned itself as an affordable luxury company with its American heritage, Made-in-China savoir-faire that offers leather goods and accessories for men and women around the world. In the late 2000s, the brand was trying to bridge the paradox of its heritage, country-of-origin and make and its luxury positioning. Thus it called itself as "luxury for the masses". It was infact the iedal democratization point for customers new to the luxury market, especially during the recession. Later in order to keep pace with the growing market and its success in this space, Coach expanded rapidly, both in America and in new markets in Asia. After the launch of its online stores, Coach started heavily discounting its products, both online and offline and selling their excess inventory through discount outlets. It started losing its position as an affordable luxury. \n
Although the volume of sales was high, revenues and profit margins were slipping. The company's share prices were falling. Coach was at cross-roads and it has to make drastic changes in its management and strategy. It was time for Coach to seek a new direction.\n
The case discusses the (a) change of top-management of Coach (b) its renewd effort to position itself (c) its search for its brand DNA (d) increasing competition from the new affordable luxury players such as Michael Kors, Tory Burch, J. Crew, Kate Spade and others (e) the future.
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
140 => Essec\Faculty\Model\Contribution {#2412
#_index: "academ_contributions"
#_id: "9447"
#_source: array:18 [
"id" => "9447"
"slug" => "coach-to-be-or-not-to-be-luxury"
"yearMonth" => "2012"
"year" => "2012"
"title" => "Coach: to be or not to be luxury?"
"description" => "SOM, A. et MASSON, S. (2012). Coach: to be or not to be luxury? ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "MASSON Stéphanie"
]
]
"ouvrage" => ""
"keywords" => array:12 [
0 => "Entrepreneurship"
1 => "Dream-team"
2 => "Strategy"
3 => "Association"
4 => "Democratization"
5 => "Luxury"
6 => "Lew Frankfort"
7 => "Reed Krakoff"
8 => "Leather goods"
9 => "Lifestyle brand"
10 => "American luxury brand"
11 => "Marketing"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4049"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Coach Inc., with headquarters in New York, is a leading American company offering leather goods and accessories for men and women. Coach was founded in 1941 as a small family business based in a New York loft, and during many years built a reputation for high quality leather bags and accessories. Although Coach was recognized for the quality of its products and its service, it never claimed to be a Luxury brand. From the 1960s to the mid-1970s, under Bonnie Cashin’s Artistic Direction, Coach offered a brilliant mix of fun, fashion and functional handbags and was extremely successful. But by the late 1990s, the brand had lost some of its luster. Many clients turned to European luxury brands like Louis Vuitton or Gucci. CEO Lew Frankfort had the will to turnaround the brand and hired the designer Reed Krakoff. He successfully positioned Coach as a modern American lifestyle brand and launched several new designs. Over the past 10 years, Coach has grown from a $550 million company to a $3.6 billion company with a profit of $700 million. The brand is number one in the US and number two in Japan. This case discusses Coach’s position within the new luxury landscape and its future evolution. More specifically the case discusses (a) how is Coach positioned within the Luxury Industry? What do you think is unique in the evolution of Coach as a brand? (b) How did Coach become such a powerful brand? (c) Comment on the entrepreneurial nature of Coach and its top-management? Why did Coach invest in Reed Krakoff’s eponymous brand? (d) Hailing from the US (unlike most luxury brands), what do you think are the key success factors for Coach to be a luxury brand? (e) Can Coach and the Reed Krakoff brand succeed in Europe? Does it matter?"
"en" => "Coach Inc., with headquarters in New York, is a leading American company offering leather goods and accessories for men and women. Coach was founded in 1941 as a small family business based in a New York loft, and during many years built a reputation for high quality leather bags and accessories. Although Coach was recognized for the quality of its products and its service, it never claimed to be a Luxury brand. From the 1960s to the mid-1970s, under Bonnie Cashin’s Artistic Direction, Coach offered a brilliant mix of fun, fashion and functional handbags and was extremely successful. But by the late 1990s, the brand had lost some of its luster. Many clients turned to European luxury brands like Louis Vuitton or Gucci. CEO Lew Frankfort had the will to turnaround the brand and hired the designer Reed Krakoff. He successfully positioned Coach as a modern American lifestyle brand and launched several new designs. Over the past 10 years, Coach has grown from a $550 million company to a $3.6 billion company with a profit of $700 million. The brand is number one in the US and number two in Japan. This case discusses Coach’s position within the new luxury landscape and its future evolution. More specifically the case discusses (a) how is Coach positioned within the Luxury Industry? What do you think is unique in the evolution of Coach as a brand? (b) How did Coach become such a powerful brand? (c) Comment on the entrepreneurial nature of Coach and its top-management? Why did Coach invest in Reed Krakoff’s eponymous brand? (d) Hailing from the US (unlike most luxury brands), what do you think are the key success factors for Coach to be a luxury brand? (e) Can Coach and the Reed Krakoff brand succeed in Europe? Does it matter?"
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
141 => Essec\Faculty\Model\Contribution {#2413
#_index: "academ_contributions"
#_id: "9449"
#_source: array:18 [
"id" => "9449"
"slug" => "corona-beer-from-a-local-mexican-player-to-a-global-brand"
"yearMonth" => "2008"
"year" => "2008"
"title" => "Corona beer: from a local Mexican player to a global brand"
"description" => "SOM, A. (2008). Corona beer: from a local Mexican player to a global brand. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:12 [
0 => "Beer industry"
1 => "Strategy"
2 => "Distribution channel"
3 => "Marketing"
4 => "Corona Extra"
5 => "Autonomous business units"
6 => "Corporate control"
7 => "Family business"
8 => "Heineken"
9 => "FEMSA"
10 => "Groupo Modelo"
11 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4113"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Grupo Modelo's international success had come first from its reliance on an international vision based on competitive distribution channels and smart, local marketing campaigns. However, with its two biggest rivals readying themselves to play the same game, Modelo had to re-evaluate its international strategy and look for new ways to keep its slogan as 'the bestselling Mexican beer in the world'. The case tries to understand some key questions that is haunting Corona. Can Corona remain the leader at home and in the US? How should it do that? Will it be successful?"
"en" => "Grupo Modelo's international success had come first from its reliance on an international vision based on competitive distribution channels and smart, local marketing campaigns. However, with its two biggest rivals readying themselves to play the same game, Modelo had to re-evaluate its international strategy and look for new ways to keep its slogan as 'the bestselling Mexican beer in the world'. The case tries to understand some key questions that is haunting Corona. Can Corona remain the leader at home and in the US? How should it do that? Will it be successful?"
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
142 => Essec\Faculty\Model\Contribution {#2414
#_index: "academ_contributions"
#_id: "9450"
#_source: array:18 [
"id" => "9450"
"slug" => "csr-strategies-to-develop-markets"
"yearMonth" => "2009"
"year" => "2009"
"title" => "CSR: strategies to develop markets"
"description" => "SOM, A. et CHATURVEDI, R. (2009). CSR: strategies to develop markets. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "CHATURVEDI R."
]
]
"ouvrage" => ""
"keywords" => array:8 [
0 => "Ethics"
1 => "Corporate social responsibility (CSR)"
2 => "Corporate philanthropy"
3 => "Strategy"
4 => "Emerging markets"
5 => "India"
6 => "Africa"
7 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/3981"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This case details the strategies of three corporations that raise questions on the role of the corporation in society. Central to the debate are the issues of corporate social responsibility (CSR), ethical behavior and corporate philanthropy. On one end are those who fall in line with Milton Friedman's view that the sole responsibility of corporations is to act in their own self-interest - that is, making profits for themselves and their shareholders. By doing so, they are best serving society by stimulating the economy, creating wealth for shareholders and jobs for employees, and constantly innovating to meet society's needs. At the other end of the CSR spectrum are those who feel that it is the moral obligation of corporations to solve the worlds' most pressing problems, ranging from global warming to poverty to HIV / AIDS. The three short cases look at the CSR programs of the Bill & Melinda Gates Foundation, GlaxoSmithKline and Philip Morris / Altria Group Inc. and try to give a perspective on the different approaches towards corporate responsibility adopted by these companies to serve the society."
"en" => "This case details the strategies of three corporations that raise questions on the role of the corporation in society. Central to the debate are the issues of corporate social responsibility (CSR), ethical behavior and corporate philanthropy. On one end are those who fall in line with Milton Friedman's view that the sole responsibility of corporations is to act in their own self-interest - that is, making profits for themselves and their shareholders. By doing so, they are best serving society by stimulating the economy, creating wealth for shareholders and jobs for employees, and constantly innovating to meet society's needs. At the other end of the CSR spectrum are those who feel that it is the moral obligation of corporations to solve the worlds' most pressing problems, ranging from global warming to poverty to HIV / AIDS. The three short cases look at the CSR programs of the Bill & Melinda Gates Foundation, GlaxoSmithKline and Philip Morris / Altria Group Inc. and try to give a perspective on the different approaches towards corporate responsibility adopted by these companies to serve the society."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
143 => Essec\Faculty\Model\Contribution {#2415
#_index: "academ_contributions"
#_id: "9452"
#_source: array:18 [
"id" => "9452"
"slug" => "de-beers-arent-diamonds-forever"
"yearMonth" => "2016"
"year" => "2016"
"title" => "De Beers: Aren't Diamonds Forever?"
"description" => "SOM, A. (2016). De Beers: Aren't Diamonds Forever? ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "De Beers, diamond industry, monopoly, mining, jewelry industry, value-chain, profit pool, sights, sight holders, Surat-India, Legal Issues, Botswana, Africa, rough diamonds, Oppenheimer, Anglo American Corporation, Alrosa, retail, emerging market"
1 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4172"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
Touted as the "invisible hand" of the diamond industry, De Beers is one of the very few companies in history that was successful in monopolizing an industry for more than 100 years. Its involvement in various controversial issues, and its legal proceedings by the early 2000s diminished its market share, and yet it held the top position in the industry. However, the Oppenheimer family, the mastermind behind De Beers' success quit and gave up the ownership to Anglo American Corporation by 2011. At the same time, competition was getting fiercer and keeping in tab with the fall in the demand in the commodities market, the market for rough diamonds was also slowly diminishing. \n
De Beers now had to change its strategy to match the current market, roll out new marketing campaigns and regain its lost share of the market. \n
The case discusses (a) the changing landscape of the diamond industry (b) the restructuring of the once monopolistic diamond business (c) moving from creating controlling the value chain through demand-supply gap to that of retail strategy (d) shifting of focus to emerging markets such as China, India and the Gulf countries (e) rise of players from emerging markets such as India that control part of the value-chain.
"""
"en" => """
Touted as the "invisible hand" of the diamond industry, De Beers is one of the very few companies in history that was successful in monopolizing an industry for more than 100 years. Its involvement in various controversial issues, and its legal proceedings by the early 2000s diminished its market share, and yet it held the top position in the industry. However, the Oppenheimer family, the mastermind behind De Beers' success quit and gave up the ownership to Anglo American Corporation by 2011. At the same time, competition was getting fiercer and keeping in tab with the fall in the demand in the commodities market, the market for rough diamonds was also slowly diminishing. \n
De Beers now had to change its strategy to match the current market, roll out new marketing campaigns and regain its lost share of the market. \n
The case discusses (a) the changing landscape of the diamond industry (b) the restructuring of the once monopolistic diamond business (c) moving from creating controlling the value chain through demand-supply gap to that of retail strategy (d) shifting of focus to emerging markets such as China, India and the Gulf countries (e) rise of players from emerging markets such as India that control part of the value-chain.
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
144 => Essec\Faculty\Model\Contribution {#2416
#_index: "academ_contributions"
#_id: "9453"
#_source: array:18 [
"id" => "9453"
"slug" => "deutsche-telekom-ag-from-a-state-owned-monopolist-to-a-global-leader"
"yearMonth" => "2010"
"year" => "2010"
"title" => "Deutsche Telekom AG: from a state-owned monopolist to a global leader"
"description" => "SOM, A. et GURZKI, H.M. (2010). Deutsche Telekom AG: from a state-owned monopolist to a global leader. ESSEC Business School."
"authors" => array:3 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"bid" => "B00180355"
]
2 => array:1 [
"name" => "GURZKI Hannes Marten"
]
]
"ouvrage" => ""
"keywords" => array:1 [
0 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/3986"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Deutsche Telekom AG is today Europe’s largest telecommunications and information technology service providers and the fourth largest worldwide with a global revenue. It offers fixed-network, wireless and broadband or complex IT and telecommunications (ICT) solutions to private as well as corporate customers. As in 2007, Deutsche Telekom AG is represented in about 50 countries and generates more than half of the revenues abroad, mainly in Eastern Europe or the US. The company went public in 1995/1996 in the largest IPO of European history up to that date. This case treats the history of Deutsche Telekom AG’s evolvement out of the former state-owned Deutsche Bundespost conglomerate and its capability to transform itself within a fast changing market environment to a global player."
"en" => "Deutsche Telekom AG is today Europe’s largest telecommunications and information technology service providers and the fourth largest worldwide with a global revenue. It offers fixed-network, wireless and broadband or complex IT and telecommunications (ICT) solutions to private as well as corporate customers. As in 2007, Deutsche Telekom AG is represented in about 50 countries and generates more than half of the revenues abroad, mainly in Eastern Europe or the US. The company went public in 1995/1996 in the largest IPO of European history up to that date. This case treats the history of Deutsche Telekom AG’s evolvement out of the former state-owned Deutsche Bundespost conglomerate and its capability to transform itself within a fast changing market environment to a global player."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
145 => Essec\Faculty\Model\Contribution {#2417
#_index: "academ_contributions"
#_id: "9456"
#_source: array:18 [
"id" => "9456"
"slug" => "escada-a-phoenix-in-the-rising"
"yearMonth" => "2016"
"year" => "2016"
"title" => "Escada: A Phoenix in the Rising"
"description" => "SOM, A. (2016). Escada: A Phoenix in the Rising. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Escada, luxury industry, Megha Mittal, turnaround, changing management styles, changes in the company structure, restrategizing, revival, Journey to Excellence"
1 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4158"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Escada, a premium luxury company, had always been a name synonymous with the red carpet and royalty, luxury for the privileged and the elite. However, by 2009, after the death of its founder Margaretha Ley, the company had seen its near demise, owing to the changes in the management, various fashion faux pas, and rapid expansion. When the company filed for bankruptcy, Megha Mittal bought the German company. Since then, Megha Mittal and CEO Bruno Sälzer has implemented turnaround strategies to reposition the brand as a lifestyle brand. At the same time, the management of the company has also seen a stir, with the top executives changing every year. The industry is still speculating about the results of the company's changing tactics, and is wondering how the company will tackle its problems, especially after the exit of Bruno Sälzer in 2014."
"en" => "Escada, a premium luxury company, had always been a name synonymous with the red carpet and royalty, luxury for the privileged and the elite. However, by 2009, after the death of its founder Margaretha Ley, the company had seen its near demise, owing to the changes in the management, various fashion faux pas, and rapid expansion. When the company filed for bankruptcy, Megha Mittal bought the German company. Since then, Megha Mittal and CEO Bruno Sälzer has implemented turnaround strategies to reposition the brand as a lifestyle brand. At the same time, the management of the company has also seen a stir, with the top executives changing every year. The industry is still speculating about the results of the company's changing tactics, and is wondering how the company will tackle its problems, especially after the exit of Bruno Sälzer in 2014."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
146 => Essec\Faculty\Model\Contribution {#2418
#_index: "academ_contributions"
#_id: "9457"
#_source: array:18 [
"id" => "9457"
"slug" => "escada-made-of-steel"
"yearMonth" => "2011"
"year" => "2011"
"title" => "Escada: made of steel ?"
"description" => "SOM, A. (2011). Escada: made of steel ? ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:4 [
0 => "Bruno Sälzer"
1 => "Megha Mittal"
2 => "Luxury Fashion"
3 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/3995"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "ESCADA was founded in 1976 and was one of the leading luxury fashion houses in the 1980s. Deficits in manner statements and unremitting mismanagement marked its way from the beginning of the 1990s and finally led ESCADA to file for insolvency in 2009. In November 2009, Megha Mittal, daughter-in-law to steel magnate Laksmi Mittal, acquired the brand, signalling a new era for the house. This case discusses the (a) brand’s historical background (b) its pre-acquisition financial and management situation, and (c) various change strategies and restructuring processes guided by ESCADA’s management, particularly, its current CEO, Bruno Sälzer in order to return to profitability following its insolvency filing."
"en" => "ESCADA was founded in 1976 and was one of the leading luxury fashion houses in the 1980s. Deficits in manner statements and unremitting mismanagement marked its way from the beginning of the 1990s and finally led ESCADA to file for insolvency in 2009. In November 2009, Megha Mittal, daughter-in-law to steel magnate Laksmi Mittal, acquired the brand, signalling a new era for the house. This case discusses the (a) brand’s historical background (b) its pre-acquisition financial and management situation, and (c) various change strategies and restructuring processes guided by ESCADA’s management, particularly, its current CEO, Bruno Sälzer in order to return to profitability following its insolvency filing."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
147 => Essec\Faculty\Model\Contribution {#2419
#_index: "academ_contributions"
#_id: "9458"
#_source: array:18 [
"id" => "9458"
"slug" => "estee-lauder-companies-adapting-csr-to-the-cosmetics-industry"
"yearMonth" => "2011"
"year" => "2011"
"title" => "Estee Lauder companies: adapting CSR to the cosmetics industry"
"description" => "SOM, A. (2011). Estee Lauder companies: adapting CSR to the cosmetics industry. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:22 [
0 => "Estée Lauder"
1 => "Cosmetics industry"
2 => "Beauty industry"
3 => "Corporate social responsibility (CSR)"
4 => "CSR activities"
5 => "Economic value of CSR"
6 => "Social responsibility"
7 => "Social investment"
8 => "Environmental responsibilities"
9 => "Environmental stewardship"
10 => "Corporate responsibility"
11 => "Ecological trends"
12 => "Ecological issues"
13 => "Consumer mindset"
14 => "Consumer awareness"
15 => "Green and social support"
16 => "Sustainability"
17 => "Innovation"
18 => "Authentic business"
19 => "Global philanthropy"
20 => "Animal testing"
21 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/3996"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Estée Lauder Companies is a cosmetic and personal care products company, which manages a diverse portfolio of 28 brands well recognized for their quality and status worldwide, including Estée Lauder, Clinique, Origins and Aveda. Since its inception in 1946, Estée Lauder grew from a family business to a cosmetic giant in the US and later globally with its innovative ideas and development of its product segment. With annual sales of $7.8 billion, the company's products are sold in over 150 countries and territories, and it counts with more than 31,000 employees across the globe. In recent times consumer awareness of social responsibility of the cosmetic industry rose, especially regarding animal testing and ecological issues. Estée Lauder Companies adjusted to the changing market requirements and focused more and more on its corporate responsibility. Today, almost every brand in the Estée Lauder group is linked with activities concerning current issues, from breast cancer, over water shortage or AIDS awareness. The case offers scope to discuss strategies, which enforce not only the growth of a multinational company, but also underlines its corporate responsibilities."
"en" => "Estée Lauder Companies is a cosmetic and personal care products company, which manages a diverse portfolio of 28 brands well recognized for their quality and status worldwide, including Estée Lauder, Clinique, Origins and Aveda. Since its inception in 1946, Estée Lauder grew from a family business to a cosmetic giant in the US and later globally with its innovative ideas and development of its product segment. With annual sales of $7.8 billion, the company's products are sold in over 150 countries and territories, and it counts with more than 31,000 employees across the globe. In recent times consumer awareness of social responsibility of the cosmetic industry rose, especially regarding animal testing and ecological issues. Estée Lauder Companies adjusted to the changing market requirements and focused more and more on its corporate responsibility. Today, almost every brand in the Estée Lauder group is linked with activities concerning current issues, from breast cancer, over water shortage or AIDS awareness. The case offers scope to discuss strategies, which enforce not only the growth of a multinational company, but also underlines its corporate responsibilities."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
148 => Essec\Faculty\Model\Contribution {#2420
#_index: "academ_contributions"
#_id: "9460"
#_source: array:18 [
"id" => "9460"
"slug" => "evolution-of-alstom-role-of-the-french-state"
"yearMonth" => "2004"
"year" => "2004"
"title" => "Evolution of Alstom: role of the French state"
"description" => "SOM, A. et GBAHOUE, B. (2004). Evolution of Alstom: role of the French state. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "GBAHOUE B."
]
]
"ouvrage" => ""
"keywords" => array:11 [
0 => "Competitive advantage of nations"
1 => "Role of the State"
2 => "International strategy"
3 => "Competition policy"
4 => "French business environment"
5 => "European Commission"
6 => "Bailout"
7 => "French engineering company"
8 => "Alstom"
9 => "France"
10 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4095"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case illustrates the evolution of a French conglomerate and its relationship with the French state since its inception in 1898. Historically the French state has helped Alstom from its inception starting from establishing its technological prestige through the TGV project, demerging Alstom from Alcatel, and finally when refinancing Alstom with a bail-out package of 3.4 billion euros to prevent it from going bankrupt. The case tries to understand the issues of competitive advantage of nations and the role of the state in the light of the Alstom example."
"en" => "The case illustrates the evolution of a French conglomerate and its relationship with the French state since its inception in 1898. Historically the French state has helped Alstom from its inception starting from establishing its technological prestige through the TGV project, demerging Alstom from Alcatel, and finally when refinancing Alstom with a bail-out package of 3.4 billion euros to prevent it from going bankrupt. The case tries to understand the issues of competitive advantage of nations and the role of the state in the light of the Alstom example."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
149 => Essec\Faculty\Model\Contribution {#2421
#_index: "academ_contributions"
#_id: "9464"
#_source: array:18 [
"id" => "9464"
"slug" => "front-row-tribe-the-sharing-economy-meets-the-luxury-industry"
"yearMonth" => "2017-12"
"year" => "2017"
"title" => "Front Row Tribe: The Sharing Economy Meets the Luxury Industry"
"description" => "SOM, A. (2017). Front Row Tribe: The Sharing Economy Meets the Luxury Industry. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:11 [
0 => "Sharing economy"
1 => "E-commerce"
2 => "Digital platform"
3 => "Online business model"
4 => "Luxury brands"
5 => "Operations management"
6 => "Logistics and delivery"
7 => "Italy"
8 => "Direct marketing"
9 => "Growth strategy"
10 => "Strategy and General Management"
]
"updatedAt" => "2022-10-12 10:52:24"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/5762"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
The case presents Front Row Tribe, an Italian startup active in the online rental service of luxury garments. Launched in Milan in June 2015 by two young girls united by a passion for fashion, Front Row Tribe constitutes a new paradigm in the Italian fashion panorama. Front Row Tribe is a web platform offering some of the hottest designer pieces of the season, for rent. The intention is the one to bring luxury at the pocket of common customers.\n
Front Row Tribe's innovative business model opens the discussion to the potential disruptive role of the sharing economy in the luxury industry. The concept is not new in the U.S., where Rent the Runway, founded in 2009, proposed a similar online platform and experienced a great success
"""
"en" => """
The case presents Front Row Tribe, an Italian startup active in the online rental service of luxury garments. Launched in Milan in June 2015 by two young girls united by a passion for fashion, Front Row Tribe constitutes a new paradigm in the Italian fashion panorama. Front Row Tribe is a web platform offering some of the hottest designer pieces of the season, for rent. The intention is the one to bring luxury at the pocket of common customers.\n
Front Row Tribe's innovative business model opens the discussion to the potential disruptive role of the sharing economy in the luxury industry. The concept is not new in the U.S., where Rent the Runway, founded in 2009, proposed a similar online platform and experienced a great success
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
150 => Essec\Faculty\Model\Contribution {#2422
#_index: "academ_contributions"
#_id: "9466"
#_source: array:18 [
"id" => "9466"
"slug" => "gucci-positive-luxury"
"yearMonth" => "2019-07"
"year" => "2019"
"title" => "Gucci Positive Luxury"
"description" => "SOM, A. (2019). Gucci Positive Luxury. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:14 [
0 => "Corporate Social Responsibility"
1 => "CSR"
2 => "Reputation"
3 => "PPR"
4 => "Kering"
5 => "Competitive advantage"
6 => "Ethics"
7 => "Sustainability"
8 => "Gucci"
9 => "Millennial"
10 => "Positive Luxury"
11 => "Luxury"
12 => "Italian luxury brand"
13 => "Strategy and General Management"
]
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/6843"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "When on the World Environment Day of 2018, president and CEO Marco Bizzarri arrived at the launch of the new online platform Gucci Equilibrium, declared: "We have been working on sustainability for so long. Now our actions, need to be better understood within and outside the company". Founded in Florence in 1921, Gucci is one of the world's leading luxury brands. Since the days of its founder Guccio Gucci, the company has always showed a commitment toward high quality and ethical values in all aspects of the business. In the past decade, human rights and environmental NGOs had targeted premium brand companies for having infringed ethical or labour standards. As consequence, these companies started engaging sustainability, in order to recover their damaged corporate image. This was not the case of Gucci, who decided to formalize its sustainability approach without being confronted by a sustainability crisis or a request from its parent company. This voluntary move anticipated many competitors in the fashion industry. This case discusses the evolution of CSR in Gucci within and outside the company. More specifically the case discusses (a) Can Luxury and Sustainability coexist? (b) Why Luxury brands need to be more Sustainable and which is the role of Millennials in Gucci's strategy? (c) How Luxury brands can Integrate Sustainability into their Business Strategy and benefit from improving their social and economic performance? (d) What is unique and interesting in the evolution of Sustainability in Gucci and how its organizational structure has evolved? (e) How sustainability activities have begun to be perceived as strategic drivers able to differentiate Gucci from its competitors?"
"en" => "When on the World Environment Day of 2018, president and CEO Marco Bizzarri arrived at the launch of the new online platform Gucci Equilibrium, declared: "We have been working on sustainability for so long. Now our actions, need to be better understood within and outside the company". Founded in Florence in 1921, Gucci is one of the world's leading luxury brands. Since the days of its founder Guccio Gucci, the company has always showed a commitment toward high quality and ethical values in all aspects of the business. In the past decade, human rights and environmental NGOs had targeted premium brand companies for having infringed ethical or labour standards. As consequence, these companies started engaging sustainability, in order to recover their damaged corporate image. This was not the case of Gucci, who decided to formalize its sustainability approach without being confronted by a sustainability crisis or a request from its parent company. This voluntary move anticipated many competitors in the fashion industry. This case discusses the evolution of CSR in Gucci within and outside the company. More specifically the case discusses (a) Can Luxury and Sustainability coexist? (b) Why Luxury brands need to be more Sustainable and which is the role of Millennials in Gucci's strategy? (c) How Luxury brands can Integrate Sustainability into their Business Strategy and benefit from improving their social and economic performance? (d) What is unique and interesting in the evolution of Sustainability in Gucci and how its organizational structure has evolved? (e) How sustainability activities have begun to be perceived as strategic drivers able to differentiate Gucci from its competitors?"
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
151 => Essec\Faculty\Model\Contribution {#2423
#_index: "academ_contributions"
#_id: "9468"
#_source: array:18 [
"id" => "9468"
"slug" => "hidesign-from-bags-to-riches"
"yearMonth" => "2016"
"year" => "2016"
"title" => "Hidesign: From Bags to Riches"
"description" => "SOM, A. (2016). Hidesign: From Bags to Riches. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Hidesign, Hidesign bags, India's luxury industry, leather goods industry, Pondicherry, Hidesign India, Hidesign America, Alberto Ciaschini"
1 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4157"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Hidesign is India's premier leather bags company that was created by Dilip Kapur in 1978. Known for its craftsmanship and the quality of its products internationally, the core values of the brand humbly stayed connected to traditions and its commitment to environment. In 2007, LVMH payed attention to the company and bought a stake in it. Owing to the growing market for leather goods in India and worldwide, it was necessary for Hidesign to expand its outreach and diversify its product portfolio. Thus, the company diversified, entered unchartered markets, expanded its retail aggressively and strengthened its foothold in India and North America. At the same time, Dilip's son Vikas Kapur joined him, planning to make Hidesign a lifestyle brand internationally."
"en" => "Hidesign is India's premier leather bags company that was created by Dilip Kapur in 1978. Known for its craftsmanship and the quality of its products internationally, the core values of the brand humbly stayed connected to traditions and its commitment to environment. In 2007, LVMH payed attention to the company and bought a stake in it. Owing to the growing market for leather goods in India and worldwide, it was necessary for Hidesign to expand its outreach and diversify its product portfolio. Thus, the company diversified, entered unchartered markets, expanded its retail aggressively and strengthened its foothold in India and North America. At the same time, Dilip's son Vikas Kapur joined him, planning to make Hidesign a lifestyle brand internationally."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
152 => Essec\Faculty\Model\Contribution {#2424
#_index: "academ_contributions"
#_id: "9469"
#_source: array:18 [
"id" => "9469"
"slug" => "hidesign-the-kid-in-the-luxe-block"
"yearMonth" => "2012"
"year" => "2012"
"title" => "Hidesign: the kid in the luxe block"
"description" => "SOM, A. (2012). Hidesign: the kid in the luxe block. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:15 [
0 => "Hidesign"
1 => "Dilip Kapur"
2 => "Leather"
3 => "Luxury"
4 => "Fashion"
5 => "LVMH (Louis Vuitton-Moet Hennessy)"
6 => "Kunal Sachdev"
7 => "India"
8 => "Mastige"
9 => "Premium brand"
10 => "Coach"
11 => "Acquisition"
12 => "Leather"
13 => "Pondicherry"
14 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/3988"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Hidesign is India's premier leather goods company whose products are featured in premium international stores and exclusive outlet stores worldwide. Hidesign, which targets the educated, internationally minded executives, is known for its craftsmanship and the quality of its products. The core values of the brand are its attitude, tradition and commitment to environment. Moet Hennessy Louis Vuitton (LVMH), deemed the ultimate in luxury fashion accessories, acquired a 20% stake in Hidesign in 2007. Recently, Hidesign has entered into the business of boutique hotels and is also exploring the idea of launching a line of footwear, apparel, and a new line of trendy leather goods for the young under the name 'Holii'. This case discusses Hidesign's inception and its growth in the domestic and international luxury markets with regards to: the growth in luxury and leather industries in India, the role of LVMH, and the brand's diversification into hospitality industry, apparel, and footwear."
"en" => "Hidesign is India's premier leather goods company whose products are featured in premium international stores and exclusive outlet stores worldwide. Hidesign, which targets the educated, internationally minded executives, is known for its craftsmanship and the quality of its products. The core values of the brand are its attitude, tradition and commitment to environment. Moet Hennessy Louis Vuitton (LVMH), deemed the ultimate in luxury fashion accessories, acquired a 20% stake in Hidesign in 2007. Recently, Hidesign has entered into the business of boutique hotels and is also exploring the idea of launching a line of footwear, apparel, and a new line of trendy leather goods for the young under the name 'Holii'. This case discusses Hidesign's inception and its growth in the domestic and international luxury markets with regards to: the growth in luxury and leather industries in India, the role of LVMH, and the brand's diversification into hospitality industry, apparel, and footwear."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
153 => Essec\Faculty\Model\Contribution {#2425
#_index: "academ_contributions"
#_id: "9471"
#_source: array:18 [
"id" => "9471"
"slug" => "icici-bank-path-to-globalization"
"yearMonth" => "2007"
"year" => "2007"
"title" => "ICICI Bank: path to globalization"
"description" => "SOM, A. et TSYPIN, B. (2007). ICICI Bank: path to globalization. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "TSYPIN B."
]
]
"ouvrage" => ""
"keywords" => array:16 [
0 => "New entrant"
1 => "Late mover"
2 => "Competition"
3 => "Core competency"
4 => "Competitive advantage"
5 => "International expansion"
6 => "Leadership"
7 => "Organisation structure"
8 => "Competitive strategy"
9 => "Emerging country"
10 => "Technology"
11 => "Innovation"
12 => "India"
13 => "NRI (non-resident Indian)"
14 => "Rural"
15 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/3983"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case of ICICI Bank examines the growth of India's premier bank. The case focuses on the bank's evolution from a state-owned, project financing institution to an efficient, customer-driven, global banking corporation. The strategy of domestic competition and international expansion is discussed. Also, core competency is examined in terms of technology and innovation."
"en" => "The case of ICICI Bank examines the growth of India's premier bank. The case focuses on the bank's evolution from a state-owned, project financing institution to an efficient, customer-driven, global banking corporation. The strategy of domestic competition and international expansion is discussed. Also, core competency is examined in terms of technology and innovation."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
154 => Essec\Faculty\Model\Contribution {#2426
#_index: "academ_contributions"
#_id: "9472"
#_source: array:18 [
"id" => "9472"
"slug" => "is-google-losing-its-soul-in-china"
"yearMonth" => "2006"
"year" => "2006"
"title" => "Is google losing its soul in China?"
"description" => "SOM, A. et SEVESTRE, J. (2006). Is google losing its soul in China? ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "SEVESTRE J."
]
]
"ouvrage" => ""
"keywords" => array:13 [
0 => "Search engine"
1 => "Internet"
2 => "Censorship"
3 => "Freedom of information"
4 => "Entry strategy"
5 => "Ethical dilemma"
6 => "Multinational corporation (MNC)"
7 => "China"
8 => "Role of the State"
9 => "Protectionism"
10 => "State intervention"
11 => "Firewall"
12 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4109"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case tries to highlight Google's dilemma from being an American company, pursuing a vision of freedom of speech and information that now has to adapt itself complying to stringent censorship regulations as advised by the State of China."
"en" => "The case tries to highlight Google's dilemma from being an American company, pursuing a vision of freedom of speech and information that now has to adapt itself complying to stringent censorship regulations as advised by the State of China."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
155 => Essec\Faculty\Model\Contribution {#2427
#_index: "academ_contributions"
#_id: "9473"
#_source: array:18 [
"id" => "9473"
"slug" => "issey-miyake-inc-from-guardian-of-oriental-design-to-something-different"
"yearMonth" => "2016"
"year" => "2016"
"title" => "Issey Miyake Inc.: From Guardian of Oriental Design to Something Different?"
"description" => "SOM, A. (2016). Issey Miyake Inc.: From Guardian of Oriental Design to Something Different? ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Issey Miyake, Japan, Japanese designer, Asian fashion, fashion design, disruptive design, experimental design, Asian business, global expansion, apparels, differentiation"
1 => "Accounting and Control"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4176"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
In 1970, Issey Miyake, the Japanese designer whose works had been appreciated in the Western world, decided to return to his hometown, Tokyo. His determination was clear: to revolutionize Japanese fashion. He founded the Miyake Design Studio, a high-end producer of women's apparels and accessories. Even though the trend was going toward Western designs, Miyake's creation was welcomed by national fashion scene. Just a year later, the brand's first collection was featured in New York City, and, later on, Paris, and so he opened the first overseas store at Place du Marche Saint-Honore, Paris.\n
In 2016, the brand "Issey Miyake" has been adored by millions of fashionistas around the world. Known for unique signatures and disruptive creativity, Issey Miyake has marked its success in global spotlights as well as international hearts. While top luxury brands in the world have their heritages set in Europe or the United States for several decades and more, Issey Miyake is one of those special few from Asia that could make it on the global stage, in less than 45 years, and without any support from outside investors. \n
The case study discusses key success factors that contributed to Issey Miyake's growth and international reputation. It explores and evaluates the challenging paradox of emerging luxury brands where country-of-origin plays a critical role in the acceptance and legitimacy of a brand. The case offer the scope to analyse whether the brand success is sustainable or it could only be a fad.
"""
"en" => """
In 1970, Issey Miyake, the Japanese designer whose works had been appreciated in the Western world, decided to return to his hometown, Tokyo. His determination was clear: to revolutionize Japanese fashion. He founded the Miyake Design Studio, a high-end producer of women's apparels and accessories. Even though the trend was going toward Western designs, Miyake's creation was welcomed by national fashion scene. Just a year later, the brand's first collection was featured in New York City, and, later on, Paris, and so he opened the first overseas store at Place du Marche Saint-Honore, Paris.\n
In 2016, the brand "Issey Miyake" has been adored by millions of fashionistas around the world. Known for unique signatures and disruptive creativity, Issey Miyake has marked its success in global spotlights as well as international hearts. While top luxury brands in the world have their heritages set in Europe or the United States for several decades and more, Issey Miyake is one of those special few from Asia that could make it on the global stage, in less than 45 years, and without any support from outside investors. \n
The case study discusses key success factors that contributed to Issey Miyake's growth and international reputation. It explores and evaluates the challenging paradox of emerging luxury brands where country-of-origin plays a critical role in the acceptance and legitimacy of a brand. The case offer the scope to analyse whether the brand success is sustainable or it could only be a fad.
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
156 => Essec\Faculty\Model\Contribution {#2428
#_index: "academ_contributions"
#_id: "9476"
#_source: array:18 [
"id" => "9476"
"slug" => "loreal-and-the-body-shop-acquisition-synergies"
"yearMonth" => "2012"
"year" => "2012"
"title" => "L’Oreal and the Body Shop: acquisition synergies"
"description" => "SOM, A. (2012). L’Oreal and the Body Shop: acquisition synergies. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:9 [
0 => "Acquisition"
1 => "Post-merger integration"
2 => "Strategic fit"
3 => "Organizational fit"
4 => "Cultural fit"
5 => "Anita Roddick"
6 => "Ethics"
7 => "Franchisees"
8 => "Marketing"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4050"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case explores the acquisition of Body Shop by The L’Oréal group in 2006. Body Shop loyalists were furious at Anita Roddick for selling her values and beliefs to The L’Oréal group, who was battling numerous controversies at the time. The two organizations were different from each other in most aspects therefore the acquisition and the post-acquisition integration of the two seemed like an impossible task. The case explores the differences in the strategic-organizational-cultural fit between the two and raises questions that will decide their fate. It showcases uncertainties about their future and challenges the reader to explore the integrations process and its subsequent effect on the two companies."
"en" => "The case explores the acquisition of Body Shop by The L’Oréal group in 2006. Body Shop loyalists were furious at Anita Roddick for selling her values and beliefs to The L’Oréal group, who was battling numerous controversies at the time. The two organizations were different from each other in most aspects therefore the acquisition and the post-acquisition integration of the two seemed like an impossible task. The case explores the differences in the strategic-organizational-cultural fit between the two and raises questions that will decide their fate. It showcases uncertainties about their future and challenges the reader to explore the integrations process and its subsequent effect on the two companies."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
157 => Essec\Faculty\Model\Contribution {#2429
#_index: "academ_contributions"
#_id: "9477"
#_source: array:18 [
"id" => "9477"
"slug" => "lafarge-from-a-french-cement-company-to-a-global-leader"
"yearMonth" => "2006"
"year" => "2006"
"title" => "Lafarge : from a french cement company to a global leader"
"description" => "SOM, A. (2006). Lafarge : from a french cement company to a global leader. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:1 [
0 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4094"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Lafarge is a French company that has become the largest building and construction material company in the world. In the last decade, Lafarge has accelerated the pace of its growth into new countries, by acquiring companies, and expanding into new businesses and new products through its four divisions: (1) cement; (2) aggregates and concrete; (3) roofing; and (4) gypsum. Numerous acquisitions and joint ventures in all four divisions, and on every continent, particularly Asia, have seen Lafarge continue consolidating its position as a world leader in cement. Lafarge, today, operates in 75 countries with 77,000 employees, and achieves 14.6 billion euros of annual sales through its four divisions. Barely five years ago, in 1997, Lafarge operated in only 35 countries with 35,000 people and had a sales turnover of 6.4 billion euros. This case describes Lafarge's policy of growth and profitable growth; by successful acquisitions and post-merger integration. The case deals with both the issues of internal restructuring of Lafarge to fuel its external strategy of growth and it traces the process of internationalisation of a French cement producer. The case also examines the basis for globalisation of what many would think of as a very 'local business'. It presents an opportunity to examine the logic of global competitive moves. The case focuses on five of the key issues Lafarge needs to address in exploring globalisation: (1) continuing its growth strategy (strategy); (2) realisation of benefits from its restructuring programme (structure); (3) fast integration of the acquired companies to create synergy and hence value (systems and processes); (4) internationalisation of its work force and developing its managers to be mobile and to operate in a wide variety of markets, with people of diverse cultural backgrounds (culture); and (5) managing its human resource which has doubled in the last five years (people). Lafarge with its transfer of best practices, managing its people the 'Lafarge Way' and the way it manages cultural diversity, provides a basis for discussing the sources of superior performance in a global context. In addition, the wide array of benefits that Lafarge derives from its operations in different countries broadens conventional notions of why firms globalise. A video is available to accompany this case."
"en" => "Lafarge is a French company that has become the largest building and construction material company in the world. In the last decade, Lafarge has accelerated the pace of its growth into new countries, by acquiring companies, and expanding into new businesses and new products through its four divisions: (1) cement; (2) aggregates and concrete; (3) roofing; and (4) gypsum. Numerous acquisitions and joint ventures in all four divisions, and on every continent, particularly Asia, have seen Lafarge continue consolidating its position as a world leader in cement. Lafarge, today, operates in 75 countries with 77,000 employees, and achieves 14.6 billion euros of annual sales through its four divisions. Barely five years ago, in 1997, Lafarge operated in only 35 countries with 35,000 people and had a sales turnover of 6.4 billion euros. This case describes Lafarge's policy of growth and profitable growth; by successful acquisitions and post-merger integration. The case deals with both the issues of internal restructuring of Lafarge to fuel its external strategy of growth and it traces the process of internationalisation of a French cement producer. The case also examines the basis for globalisation of what many would think of as a very 'local business'. It presents an opportunity to examine the logic of global competitive moves. The case focuses on five of the key issues Lafarge needs to address in exploring globalisation: (1) continuing its growth strategy (strategy); (2) realisation of benefits from its restructuring programme (structure); (3) fast integration of the acquired companies to create synergy and hence value (systems and processes); (4) internationalisation of its work force and developing its managers to be mobile and to operate in a wide variety of markets, with people of diverse cultural backgrounds (culture); and (5) managing its human resource which has doubled in the last five years (people). Lafarge with its transfer of best practices, managing its people the 'Lafarge Way' and the way it manages cultural diversity, provides a basis for discussing the sources of superior performance in a global context. In addition, the wide array of benefits that Lafarge derives from its operations in different countries broadens conventional notions of why firms globalise. A video is available to accompany this case."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
158 => Essec\Faculty\Model\Contribution {#2430
#_index: "academ_contributions"
#_id: "9478"
#_source: array:18 [
"id" => "9478"
"slug" => "lafarge-looking-to-the-future"
"yearMonth" => "2006"
"year" => "2006"
"title" => "Lafarge: looking to the future"
"description" => "SOM, A. (2006). Lafarge: looking to the future. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:16 [
0 => "Chief executive officer (CEO) succession"
1 => "Portfolio restructuring"
2 => "Organisational restructuring"
3 => "Change"
4 => "Internationalisation"
5 => "Industry consolidation"
6 => "Strategy"
7 => "Growth"
8 => "Emerging country"
9 => "Albert Frere"
10 => "Building materials"
11 => "Cement industry"
12 => "Holcim"
13 => "China"
14 => "India"
15 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4107"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This is the update of the case 'Lafarge: From a French Cement Company to a Global Leader' (304-019-1). The case discusses the recent changes that Lafarge faced after there was a chief executive officer (CEO) succession. It discusses what usually new CEOs do after they assume power and how the global 'mantra' of value creation is a prime concern for all. The case also discusses how a single powerful shareholder can influence the destiny of a 170 year-old organisation and how top-management responds to such a challenge. The update ends with growth opportunities in emerging countries and compares successful operations in China with not as successful growth in India."
"en" => "This is the update of the case 'Lafarge: From a French Cement Company to a Global Leader' (304-019-1). The case discusses the recent changes that Lafarge faced after there was a chief executive officer (CEO) succession. It discusses what usually new CEOs do after they assume power and how the global 'mantra' of value creation is a prime concern for all. The case also discusses how a single powerful shareholder can influence the destiny of a 170 year-old organisation and how top-management responds to such a challenge. The update ends with growth opportunities in emerging countries and compares successful operations in China with not as successful growth in India."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
159 => Essec\Faculty\Model\Contribution {#2431
#_index: "academ_contributions"
#_id: "9484"
#_source: array:18 [
"id" => "9484"
"slug" => "lvmh-managing-the-multi-brand-conglomerate"
"yearMonth" => "2004"
"year" => "2004"
"title" => "LVMH: managing the multi-brand conglomerate"
"description" => "SOM, A. (2004). LVMH: managing the multi-brand conglomerate. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:17 [
0 => "Managing a global corporation"
1 => "Decentralised organisation"
2 => "Mergers and acquisitions (M&A)"
3 => "Synergy"
4 => "Organic growth"
5 => "Competition"
6 => "Multi-branded strategy"
7 => "Star brands"
8 => "Brand management"
9 => "Portfolio management"
10 => "International management"
11 => "Global operations"
12 => "Leadership"
13 => "Bernard Arnault"
14 => "Luxury goods"
15 => "France"
16 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4093"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case discusses the following critical challenges for LVMH: (1) sustaining its organic growth strategy, (2) competition strategy, (3) managing multi-brand strategy with star brands, (4) managing a decentralised conglomerate, (5) leadership and charisma of Bernard Arnault in creating, maintaining and managing a global conglomerate, and (6) people issues in the luxury industry."
"en" => "The case discusses the following critical challenges for LVMH: (1) sustaining its organic growth strategy, (2) competition strategy, (3) managing multi-brand strategy with star brands, (4) managing a decentralised conglomerate, (5) leadership and charisma of Bernard Arnault in creating, maintaining and managing a global conglomerate, and (6) people issues in the luxury industry."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
160 => Essec\Faculty\Model\Contribution {#2432
#_index: "academ_contributions"
#_id: "9485"
#_source: array:18 [
"id" => "9485"
"slug" => "lvmh-new-generation-new-image"
"yearMonth" => "2016"
"year" => "2016"
"title" => "LVMH: New Generation New Image"
"description" => "SOM, A. (2016). LVMH: New Generation New Image. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "LVMH, Bernard Arnault, Marc Jacobs, Delphine Arnault, Antoine Arnault, Corporate Brand Image, Louis Vuitton Foundation, LVMH-Hermès, Louis Vuitton, China, Luxury Industry, China's Luxury Industry"
1 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4171"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
Louis Vuitton Möet Hennessy (LVMH) is the largest multi-brand conglomerate in the luxury industry. During recession, when consumers were hesitating before splurging on a luxury item, LVMH constantly beat industry estimates. To geographically diversify much before its competitors, it strategized to tap into new markets in Asia. Since then, its growth rate has always been in double digits, irrespective of the market conditions. \n
However, its chief revenue generators, Louis Vuitton and China, are seeing a churn in their environments. The buying behavior of millennials is entirely different than their parents. Macroeconomic conditions such as currency appreciation or depreciation, crisis in the Middle East, Russia, Africa, falling oil prices and falling demand in the commodity market have started disturbing the group's growth rate. At the same time, the Chairman and CEO, Bernard Arnault is getting closer to his retirement date. \n
The case discusses about the changing times, the changing luxury environment, the new image, new generation and probable new ways of managing a multi-brand conglomerate.
"""
"en" => """
Louis Vuitton Möet Hennessy (LVMH) is the largest multi-brand conglomerate in the luxury industry. During recession, when consumers were hesitating before splurging on a luxury item, LVMH constantly beat industry estimates. To geographically diversify much before its competitors, it strategized to tap into new markets in Asia. Since then, its growth rate has always been in double digits, irrespective of the market conditions. \n
However, its chief revenue generators, Louis Vuitton and China, are seeing a churn in their environments. The buying behavior of millennials is entirely different than their parents. Macroeconomic conditions such as currency appreciation or depreciation, crisis in the Middle East, Russia, Africa, falling oil prices and falling demand in the commodity market have started disturbing the group's growth rate. At the same time, the Chairman and CEO, Bernard Arnault is getting closer to his retirement date. \n
The case discusses about the changing times, the changing luxury environment, the new image, new generation and probable new ways of managing a multi-brand conglomerate.
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
161 => Essec\Faculty\Model\Contribution {#2433
#_index: "academ_contributions"
#_id: "9486"
#_source: array:18 [
"id" => "9486"
"slug" => "masuki-limited-challenge-of-redesign-of-a-japanese-jv-in-india"
"yearMonth" => "2004"
"year" => "2004"
"title" => "Masuki Limited: challenge of redesign of a Japanese JV in India"
"description" => "SOM, A. (2004). Masuki Limited: challenge of redesign of a Japanese JV in India. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:15 [
0 => "Restructuring"
1 => "Redesign"
2 => "Liberalisation"
3 => "Privatisation"
4 => "Industry transformation"
5 => "Indian automobile industry"
6 => "Strategy"
7 => "Change"
8 => "Cross-culture integration of Indian and Japanese management practices"
9 => "Coordination"
10 => "Integration"
11 => "Differentiation"
12 => "Strategic human resources"
13 => "India"
14 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4085"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case focuses on five key issues: (1) liberalisation and privatisation in an emerging country context and the deregulation of the automobile industry in India (environment), (2) the redesign process (structure and process), (3) cross-cultural integration of Indian and Japanese management practices, (4) the role of strategic human resources management during the redesign process (people), and (5) difficulties faced in the implementation of the change process (performance)."
"en" => "The case focuses on five key issues: (1) liberalisation and privatisation in an emerging country context and the deregulation of the automobile industry in India (environment), (2) the redesign process (structure and process), (3) cross-cultural integration of Indian and Japanese management practices, (4) the role of strategic human resources management during the redesign process (people), and (5) difficulties faced in the implementation of the change process (performance)."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
162 => Essec\Faculty\Model\Contribution {#2434
#_index: "academ_contributions"
#_id: "9487"
#_source: array:18 [
"id" => "9487"
"slug" => "masuki-limited-challenge-of-redesign-of-a-japanese-jv-in-india-technical-note-on-japanese-management-practices"
"yearMonth" => "2005"
"year" => "2005"
"title" => "Masuki Limited: challenge of redesign of a Japanese JV in India: technical note on Japanese management practices"
"description" => "SOM, A. (2005). Masuki Limited: challenge of redesign of a Japanese JV in India: technical note on Japanese management practices. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:15 [
0 => "Restructuring"
1 => "Redesign"
2 => "Liberalisation"
3 => "Privatisation"
4 => "Industry transformation"
5 => "Indian automobile industry"
6 => "Strategy"
7 => "Change"
8 => "Cross-culture integration of Indian and Japanese management practices"
9 => "Coordination"
10 => "Integration"
11 => "Differentiation"
12 => "Strategic human resources"
13 => "India"
14 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4087"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This technical note is to accompany the case 'Masuki Limited: Challenge of Redesign of a Japanese JV in India' and is supplied free of charge when the case is purchased. The case traces the history of Masuki, its redesign programme, the effects of the redesign on the company's strategy, its shared vision and values, changes in the organisational structure and the role of strategic human resource management in the redesign process."
"en" => "This technical note is to accompany the case 'Masuki Limited: Challenge of Redesign of a Japanese JV in India' and is supplied free of charge when the case is purchased. The case traces the history of Masuki, its redesign programme, the effects of the redesign on the company's strategy, its shared vision and values, changes in the organisational structure and the role of strategic human resource management in the redesign process."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
163 => Essec\Faculty\Model\Contribution {#2435
#_index: "academ_contributions"
#_id: "9488"
#_source: array:18 [
"id" => "9488"
"slug" => "michael-kors-victim-of-its-own-success"
"yearMonth" => "2017-10"
"year" => "2017"
"title" => "Michael Kors: Victim of its own success?"
"description" => "SOM, A. (2017). Michael Kors: Victim of its own success? ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:13 [
0 => "Michael Kors"
1 => "American Luxury Brand"
2 => "Strategy"
3 => "Lifestyle Brand"
4 => "Luxury"
5 => "Leather Goods"
6 => "Affordable Luxury Market"
7 => "Distribution"
8 => "Heavy Discounting"
9 => "Over-Exposure"
10 => "Coach"
11 => "Kate Spade"
12 => "Strategy and General Management"
]
"updatedAt" => "2022-10-12 11:17:23"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/5763"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
Michael Kors is a global luxury lifestyle brand which conveys a jet-set aesthetic by combining elements of style, elegance and sport. Although the company offers a wide range of products to women and also to men, it is primarily known for its high quality handbags at yet affordable prices. \n
This case discusses the positioning of Michael Kors within the luxury industry as well as the brand's future development. More specifically, it addresses the following questions: \n
<ol type="a">\n
<li>Which global expansion pattern did Michael Kors follow over time and how is the brand positioned in today's luxury industry?</li>\n
<li> How did Michael Kors become such a powerful brand and what makes the brand distinctive from its competitors? Which role does Michael Kors as a person play in the evolution of the brand? </li>\n
<li> What are the key aspects of Michael Kors as an American brand to succeed as a luxury brand? Which role did the state play in this evolution?</li>\n
<li> How can Michael Kors succeed in the future?</li>\n
</ol>\n
<br/><br/><img src="https://drive.google.com/uc?export=view&id=1LMvHu8fxVdwMzWFqCqTz63jgnE2Cu44Q" width="50"/>
"""
"en" => """
Michael Kors is a global luxury lifestyle brand which conveys a jet-set aesthetic by combining elements of style, elegance and sport. Although the company offers a wide range of products to women and also to men, it is primarily known for its high quality handbags at yet affordable prices. \n
This case discusses the positioning of Michael Kors within the luxury industry as well as the brand's future development. More specifically, it addresses the following questions: \n
<ol type="a">\n
<li>Which global expansion pattern did Michael Kors follow over time and how is the brand positioned in today's luxury industry?</li>\n
<li> How did Michael Kors become such a powerful brand and what makes the brand distinctive from its competitors? Which role does Michael Kors as a person play in the evolution of the brand? </li>\n
<li> What are the key aspects of Michael Kors as an American brand to succeed as a luxury brand? Which role did the state play in this evolution?</li>\n
<li> How can Michael Kors succeed in the future?</li>\n
</ol>\n
<br/><br/><img src="https://drive.google.com/uc?export=view&id=1LMvHu8fxVdwMzWFqCqTz63jgnE2Cu44Q" width="50"/>
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
164 => Essec\Faculty\Model\Contribution {#2436
#_index: "academ_contributions"
#_id: "9494"
#_source: array:18 [
"id" => "9494"
"slug" => "mittal-steel-managing-consolidation"
"yearMonth" => "2008"
"year" => "2008"
"title" => "Mittal Steel: managing consolidation"
"description" => "SOM, A. (2008). Mittal Steel: managing consolidation. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:16 [
0 => "Globalisation"
1 => "Industry consolidation"
2 => "Steel"
3 => "Growth"
4 => "Emerging markets"
5 => "Mergers and acquisitions (M&A)"
6 => "Corporate governance"
7 => "Management style"
8 => "Culture"
9 => "Family business"
10 => "Arcelor"
11 => "Indian entrepreneur"
12 => "Integration"
13 => "Turnaround"
14 => "Emerging MNCs (Multinational corporations)"
15 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:15"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4114"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case discusses: (1) the characteristics of the steel industry, long seen as unattractive and unprofitable, (2) the prospects for growth in mature and emerging markets with product differentiation and R&D, (3) the logic of consolidation and globalisation in the steel industry, (4) the know-how that Mittal Steel developed in turning sick plants into profitable plants and in integrating acquisitions worldwide to create true synergies, and (5) the business models of Arcelor and Mittal given the changing landscape of the steel industry."
"en" => "The case discusses: (1) the characteristics of the steel industry, long seen as unattractive and unprofitable, (2) the prospects for growth in mature and emerging markets with product differentiation and R&D, (3) the logic of consolidation and globalisation in the steel industry, (4) the know-how that Mittal Steel developed in turning sick plants into profitable plants and in integrating acquisitions worldwide to create true synergies, and (5) the business models of Arcelor and Mittal given the changing landscape of the steel industry."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
165 => Essec\Faculty\Model\Contribution {#2437
#_index: "academ_contributions"
#_id: "9495"
#_source: array:18 [
"id" => "9495"
"slug" => "mittal-arcelor-the-bid"
"yearMonth" => "2008"
"year" => "2008"
"title" => "Mittal-Arcelor: the bid"
"description" => "SOM, A. (2008). Mittal-Arcelor: the bid. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:16 [
0 => "Industry consolidation"
1 => "Emerging MNCs (multinational corporations)"
2 => "Growth"
3 => "Globalisation"
4 => "Mergers and acquisitions (M&A)"
5 => "Hostile bid"
6 => "National champions"
7 => "Corporate governance"
8 => "Culture"
9 => "Family business"
10 => "Steel"
11 => "Synergy"
12 => "Integration"
13 => "Family business"
14 => "Role of the State"
15 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/3984"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case discusses and highlights: (1) each company's development model and corporate governance, (2) key recent issues within the steel industry, such as globalisation, emerging countries and consolidation and the impact of each on the company's strategy and how it justified the bid, (3) Mittal Steel and Arcelor's similarities on industrial and geographical levels, and (4) the role of the state in protecting national champions and how governments and Arcelor questioned the logic of the takeover."
"en" => "The case discusses and highlights: (1) each company's development model and corporate governance, (2) key recent issues within the steel industry, such as globalisation, emerging countries and consolidation and the impact of each on the company's strategy and how it justified the bid, (3) Mittal Steel and Arcelor's similarities on industrial and geographical levels, and (4) the role of the state in protecting national champions and how governments and Arcelor questioned the logic of the takeover."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
166 => Essec\Faculty\Model\Contribution {#2438
#_index: "academ_contributions"
#_id: "9496"
#_source: array:18 [
"id" => "9496"
"slug" => "moschino-when-luxury-meets-pop-culture"
"yearMonth" => "2016"
"year" => "2016"
"title" => "Moschino: When Luxury meets Pop Culture"
"description" => "KUHN, N. et SOM, A. (2016). Moschino: When Luxury meets Pop Culture. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "KUHN Nina"
]
]
"ouvrage" => ""
"keywords" => array:17 [
0 => "Luxury"
1 => "Affordable Luxury"
2 => "US"
3 => "Portfolio Management"
4 => "Global Operations"
5 => "International Management"
6 => "International Expansion"
7 => "Trading up and trading down"
8 => "Core Competencies"
9 => "Brand Identity"
10 => "Restructuring"
11 => "Turnaround Management"
12 => "Growth Strategies"
13 => "End of a Legacy"
14 => "Left and Right Brain"
15 => "Licensing"
16 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4623"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
Unlike most luxury brands, Moschino is founded during the most eccentric and colorful decade of the 20th century. \n
- How did the rebel of the fashion industry manage to create an eponymous world-known luxury brand? What is Moschino most valuable competence? \n
- Can "cheap" be luxury? \n
- Are Moschino designs fashionable (fashion industry) or timeless (luxury industry)? What does the success of Moschino tell about the luxury industry nowadays? \n
- Can the brand rely on its eccentric identity in a time when luxury customers seek elegance and refined
"""
"en" => """
Unlike most luxury brands, Moschino is founded during the most eccentric and colorful decade of the 20th century. \n
- How did the rebel of the fashion industry manage to create an eponymous world-known luxury brand? What is Moschino most valuable competence? \n
- Can "cheap" be luxury? \n
- Are Moschino designs fashionable (fashion industry) or timeless (luxury industry)? What does the success of Moschino tell about the luxury industry nowadays? \n
- Can the brand rely on its eccentric identity in a time when luxury customers seek elegance and refined
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
167 => Essec\Faculty\Model\Contribution {#2439
#_index: "academ_contributions"
#_id: "9498"
#_source: array:18 [
"id" => "9498"
"slug" => "national-basketball-association-exporting-the-american-pass-time"
"yearMonth" => "2010"
"year" => "2010"
"title" => "National Basketball Association: exporting the american pass-time"
"description" => "SOM, A. et RAPAPORT, C. (2010). National Basketball Association: exporting the american pass-time. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "RAPAPORT Christopher"
]
]
"ouvrage" => ""
"keywords" => array:16 [
0 => "Sport league"
1 => "Organisational structure"
2 => "Globalisation of sport"
3 => "Competition"
4 => "Exportation of American business practice"
5 => "International franchise networks"
6 => "Coordination"
7 => "Expansion strategy"
8 => "Integration"
9 => "Resource sharing"
10 => "Competitive strategy"
11 => "Restructuring"
12 => "Sports economics"
13 => "Culture"
14 => "Administrative heritage"
15 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/3987"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The National Basketball Association (NBA) is North America's premier professional men's basketball league. For the last 30 years, the league has enjoyed unprecedented financial success as NBA players have begun to receive contracts in excess of millions of dollars. Basketball is one of America's most popular sports and has rooted itself in the urban culture of America's youth. Merchandising and broadcasting revenue streams have been fueling the NBA's growth for decades. A trend began in the 1980s that required the NBA to explore a new strategy to capitalise on previously unexploited markets. As the popularity of the sport spread, athletes from all over the world began to compete at a professional level. Fans in new markets had national basketball icons and the popularity of the sport exploded in every corner of the globe. Merchandising and broadcasting opportunities overseas were nearly as profitable as those in the United States. In an aggressive attempt to continue the globalisation of the sport, Commissioner David Stern launched an initiative to further expand the sport to overseas markets. The case discusses: (1) the global expansion of NBA franchises, (2) opportunities for international expansion of an American pastime, (3) market selection, (4) culturally sensitive management techniques, and (5) exportation of American culture. All the above factors have to be considered in order to evaluate the feasibility of franchising overseas."
"en" => "The National Basketball Association (NBA) is North America's premier professional men's basketball league. For the last 30 years, the league has enjoyed unprecedented financial success as NBA players have begun to receive contracts in excess of millions of dollars. Basketball is one of America's most popular sports and has rooted itself in the urban culture of America's youth. Merchandising and broadcasting revenue streams have been fueling the NBA's growth for decades. A trend began in the 1980s that required the NBA to explore a new strategy to capitalise on previously unexploited markets. As the popularity of the sport spread, athletes from all over the world began to compete at a professional level. Fans in new markets had national basketball icons and the popularity of the sport exploded in every corner of the globe. Merchandising and broadcasting opportunities overseas were nearly as profitable as those in the United States. In an aggressive attempt to continue the globalisation of the sport, Commissioner David Stern launched an initiative to further expand the sport to overseas markets. The case discusses: (1) the global expansion of NBA franchises, (2) opportunities for international expansion of an American pastime, (3) market selection, (4) culturally sensitive management techniques, and (5) exportation of American culture. All the above factors have to be considered in order to evaluate the feasibility of franchising overseas."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
168 => Essec\Faculty\Model\Contribution {#2440
#_index: "academ_contributions"
#_id: "9499"
#_source: array:18 [
"id" => "9499"
"slug" => "netflix-disrupting-digital-streaming"
"yearMonth" => "2016"
"year" => "2016"
"title" => "Netflix: Disrupting Digital Streaming"
"description" => "RAWAT, S. et SOM, A. (2016). Netflix: Disrupting Digital Streaming. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "RAWAT Siddharth"
]
]
"ouvrage" => ""
"keywords" => array:14 [
0 => "Disruption"
1 => "Competitive strategy"
2 => "Global strategy"
3 => "Reed Hastings"
4 => "Digital streaming"
5 => "Subscription video-on-demand"
6 => "International expansion"
7 => "North America"
8 => "Latin America"
9 => "Europe"
10 => "Asia"
11 => "Piracy"
12 => "Internet penetration"
13 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4622"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
The on-demand entertainment industry has evolved rapidly over the last two decades, but the most disruptive innovation, pioneered by Netflix, has come in the form of subscription video-on-demand (VoD) online streaming service. Established in 1997 as a retailer which delivered DVDs via mail, Netflix has grown tremendously to become the undisputed leader in the online video streaming business today. It serves more than 57 million subscribers globally, including nearly 40 million in the US. With the subscriber base in its home market nearing saturation, international expansion has become crucial to the company's growth. \n
At the same time, the growing market for VoD streaming has meant that Netflix is no longer the sole player in online streaming service, and is competing with similar service providers as well as television channel networks. Its bid to expand is further complicated by factors such as internet penetration, piracy laws and popularity of local content which are not uniform across regions and hence, need to be tackled differently in different geographies.
"""
"en" => """
The on-demand entertainment industry has evolved rapidly over the last two decades, but the most disruptive innovation, pioneered by Netflix, has come in the form of subscription video-on-demand (VoD) online streaming service. Established in 1997 as a retailer which delivered DVDs via mail, Netflix has grown tremendously to become the undisputed leader in the online video streaming business today. It serves more than 57 million subscribers globally, including nearly 40 million in the US. With the subscriber base in its home market nearing saturation, international expansion has become crucial to the company's growth. \n
At the same time, the growing market for VoD streaming has meant that Netflix is no longer the sole player in online streaming service, and is competing with similar service providers as well as television channel networks. Its bid to expand is further complicated by factors such as internet penetration, piracy laws and popularity of local content which are not uniform across regions and hence, need to be tackled differently in different geographies.
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
169 => Essec\Faculty\Model\Contribution {#2441
#_index: "academ_contributions"
#_id: "9503"
#_source: array:18 [
"id" => "9503"
"slug" => "organizational-redesign-at-bpci-the-challenge-of-privatization"
"yearMonth" => "2004"
"year" => "2004"
"title" => "Organizational redesign at BPCI : the challenge of privatization"
"description" => "SOM, A. (2004). Organizational redesign at BPCI : the challenge of privatization. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:15 [
0 => "Restructuring"
1 => "Redesign"
2 => "Privatisation"
3 => "Liberalisation"
4 => "Industry transformation"
5 => "Indian oil industry"
6 => "Strategy"
7 => "Change"
8 => "Culture"
9 => "Coordination"
10 => "Integration"
11 => "Differentiation"
12 => "Strategic human resources"
13 => "India"
14 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4092"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case traces the history of BPCL, its redesign programme, the effects of the redesign on the company's strategy, its shared vision and values, changes in the organisational structure and the role of strategic human resource management in the redesign process. The case focuses on five key issues: (1) liberalisation and privatisation in an emerging country context and the deregulation of the petroleum industry in India (environment), (2) the linkage of shared vision and values to the redesign process (strategy), (3) the redesign process (structure and process), (4) the role of strategic human resource management during redesign process (people), and (5) successful implementation of the change process (performance). The case ends with the impending privatisation of BPCL."
"en" => "The case traces the history of BPCL, its redesign programme, the effects of the redesign on the company's strategy, its shared vision and values, changes in the organisational structure and the role of strategic human resource management in the redesign process. The case focuses on five key issues: (1) liberalisation and privatisation in an emerging country context and the deregulation of the petroleum industry in India (environment), (2) the linkage of shared vision and values to the redesign process (strategy), (3) the redesign process (structure and process), (4) the role of strategic human resource management during redesign process (people), and (5) successful implementation of the change process (performance). The case ends with the impending privatisation of BPCL."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
170 => Essec\Faculty\Model\Contribution {#2442
#_index: "academ_contributions"
#_id: "9508"
#_source: array:18 [
"id" => "9508"
"slug" => "qatar-airways-the-worlds-five-star-airline"
"yearMonth" => "2016"
"year" => "2016"
"title" => "Qatar Airways: The World's Five Star Airline"
"description" => "SARDANA, D. et SOM, A. (2016). Qatar Airways: The World's Five Star Airline. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "SARDANA Devam"
]
]
"ouvrage" => ""
"keywords" => array:9 [
0 => "Competitive Strategy"
1 => "Qatar Airways"
2 => "OpenSkies"
3 => "Gulf Carriers"
4 => "Luxury Flying"
5 => "Global Expansion"
6 => "Qatar World Cup"
7 => "Sponsorship"
8 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4624"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
The aviation industry has significantly transformed with the arrival of Emirates in 1985, which brought high end service to customers and promised a comfortable and luxurious flying experience. Qatar Airways was established in 1993 and has tried to establish a similar positioning in the market.Together with Etihad Airways, these three carriers are known as MEB3 (The Middle East Big 3). \n
Due to its similar strategic positioning of MEB3, Qatar needs to overcome the challenge of successfully differentiating itself.
"""
"en" => """
The aviation industry has significantly transformed with the arrival of Emirates in 1985, which brought high end service to customers and promised a comfortable and luxurious flying experience. Qatar Airways was established in 1993 and has tried to establish a similar positioning in the market.Together with Etihad Airways, these three carriers are known as MEB3 (The Middle East Big 3). \n
Due to its similar strategic positioning of MEB3, Qatar needs to overcome the challenge of successfully differentiating itself.
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
171 => Essec\Faculty\Model\Contribution {#2443
#_index: "academ_contributions"
#_id: "9509"
#_source: array:18 [
"id" => "9509"
"slug" => "ralph-lauren-when-the-king-retires-can-the-brand-live-happily-ever-after"
"yearMonth" => "2016"
"year" => "2016"
"title" => "Ralph Lauren: When the king retires, can the brand live happily ever after?"
"description" => "TIDOW, H. et SOM, A. (2016). Ralph Lauren: When the king retires, can the brand live happily ever after? ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "TIDOW Hannah"
]
]
"ouvrage" => ""
"keywords" => array:18 [
0 => "Luxury"
1 => "Affordable Luxury"
2 => "US"
3 => "Portfolio Management"
4 => "Global Operations"
5 => "International Management"
6 => "International Expansion"
7 => "Trading up and trading down"
8 => "Core Competencies"
9 => "Brand Identity"
10 => "Restructuring"
11 => "Turnaround Management"
12 => "Growth Strategies"
13 => "End of a Legacy"
14 => "Left and Right Brain"
15 => "Licensing"
16 => "Ralph Lauren"
17 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4483"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
It was the incarnation of the American "From Rags to Riches" dream - In 1967, Ralph Lauren founded a company in New York City to produce ties without any fundamental knowledge of fashion design and managed to turn it into one of the biggest US luxury brands. Despite the success the company had in the past decades, it faced critical challenges in 2015 - ahead of all the retirement of the founder and face of the company, Mr. Ralph Lauren himself.\n
What was going to happen to the company after the founder left? Whom did he choose as a successor and why? The retirement of the 75-year-old CEO came at the same time as sales and profit were struggling and the company was in need to realign its global strategy and reorganize to a simplified and more efficient structure.
"""
"en" => """
It was the incarnation of the American "From Rags to Riches" dream - In 1967, Ralph Lauren founded a company in New York City to produce ties without any fundamental knowledge of fashion design and managed to turn it into one of the biggest US luxury brands. Despite the success the company had in the past decades, it faced critical challenges in 2015 - ahead of all the retirement of the founder and face of the company, Mr. Ralph Lauren himself.\n
What was going to happen to the company after the founder left? Whom did he choose as a successor and why? The retirement of the 75-year-old CEO came at the same time as sales and profit were struggling and the company was in need to realign its global strategy and reorganize to a simplified and more efficient structure.
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
172 => Essec\Faculty\Model\Contribution {#2444
#_index: "academ_contributions"
#_id: "9512"
#_source: array:18 [
"id" => "9512"
"slug" => "renault-the-challenge-of-restructuring"
"yearMonth" => "2004"
"year" => "2004"
"title" => "Renault: the challenge of restructuring"
"description" => "SOM, A. (2004). Renault: the challenge of restructuring. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:12 [
0 => "Internationalisation"
1 => "Managing a global corporation"
2 => "Restructuring"
3 => "Strategy"
4 => "Change"
5 => "Culture"
6 => "35 hours work"
7 => "Strategic human resource management"
8 => "Leadership"
9 => "Automobile industry"
10 => "France"
11 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4091"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case discusses the rationale behind the restructuring initiatives of Renault (with which it later on restructured Nissan successfully), costs and consequences of restructuring programmes, changes in organisational structure in response to changes in business environment on performance and profitability, role of human resources during organisational restructuring process and in the French context, 35 hour work rule and role of unions and legislation in the restructuring process."
"en" => "The case discusses the rationale behind the restructuring initiatives of Renault (with which it later on restructured Nissan successfully), costs and consequences of restructuring programmes, changes in organisational structure in response to changes in business environment on performance and profitability, role of human resources during organisational restructuring process and in the French context, 35 hour work rule and role of unions and legislation in the restructuring process."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
173 => Essec\Faculty\Model\Contribution {#2445
#_index: "academ_contributions"
#_id: "9515"
#_source: array:18 [
"id" => "9515"
"slug" => "saint-gobain-the-expansion-option-in-india-and-or-china"
"yearMonth" => "2004"
"year" => "2004"
"title" => "Saint-Gobain: the expansion option in India and/or China"
"description" => "SOM, A. et BINDRA, H. (2004). Saint-Gobain: the expansion option in India and/or China. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "BINDRA H."
]
]
"ouvrage" => ""
"keywords" => array:8 [
0 => "India"
1 => "China"
2 => "Glass industry"
3 => "Emerging country"
4 => "Strategy"
5 => "Growth"
6 => "Expansion"
7 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4090"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Saint Gobain, is a French company and is amongst the leaders in the float glass industry. The company has the strategy of steady, strong and profitable growth. Saint Gobain has been achieving this target by both organic growth and by external growth through its acquisitions. To fuel this growth, the company is considering investments in two of the fastest growing economies in Asia, namely China and India. Not only do these countries provide a significant domestic demand but also have the potential to be used as a hub for exporting to countries in south Asia and east Africa. The company needs to analyse the investment and growth opportunities in these two countries and to evaluate whether such an investment would be in line with its overall strategy. There is a Japanese translation available."
"en" => "Saint Gobain, is a French company and is amongst the leaders in the float glass industry. The company has the strategy of steady, strong and profitable growth. Saint Gobain has been achieving this target by both organic growth and by external growth through its acquisitions. To fuel this growth, the company is considering investments in two of the fastest growing economies in Asia, namely China and India. Not only do these countries provide a significant domestic demand but also have the potential to be used as a hub for exporting to countries in south Asia and east Africa. The company needs to analyse the investment and growth opportunities in these two countries and to evaluate whether such an investment would be in line with its overall strategy. There is a Japanese translation available."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
174 => Essec\Faculty\Model\Contribution {#2446
#_index: "academ_contributions"
#_id: "9513"
#_source: array:18 [
"id" => "9513"
"slug" => "rimowa-tumi-ready-for-takeoff"
"yearMonth" => "2017-01"
"year" => "2017"
"title" => "RIMOWA & TUMI: Ready for Takeoff ?"
"description" => "SOM, A. et AUGUSTIN, K. (2017). RIMOWA & TUMI: Ready for Takeoff ? ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "AUGUSTIN Katharina"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Rimowa; Tumi; LVMH; Samsonite; Luxury luggage market; Strategy; High-end luggage; Acquisition; Globalization"
1 => "Strategy and General Management"
]
"updatedAt" => "2022-10-12 10:54:57"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4734"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Luggage has traveled very far over the years: from the steamer trunks of bygone times to the double-locking suitcases of the 1950s to the four-wheeled trolleys of today, luggage provides an exciting look at the history of the human movement behind it. While growth in personal luxury goods has been slowing as of late, travel and tourism are increasing, especially amongst the growing middle class in China. Over the last five years, a major shift in people investing their money into experiences rather than goods has taken place. More so, people are influenced by modern technologies, creating the need for so-called 'smart' suitcases with electronic tracking tags inside. The opportunity for growth in the luxury luggage sector became even clearer after LVMH's purchase of an 80 percent stake in Germany's Rimowa for EUR640 million(USD716 million). This was the second momentous investment in this sector in 2016 following Samsonite's acquisition of Tumi worth USD1.8 billion in August, undermining the increasing interest in a market with few players but many opportunities to grow. This case analyzes and compares two acquisitions in the global luxury luggage market, namely LVMH's 80 percent stake in the German high-end luggage brand Rimowa, and Samsonite's acquisition of the American luggage manufacturer Tumi. More specifically, it addresses the following questions (a) Which are the major aspects that influenced the development of the luxury luggage industry (b) How is today's luxury luggage industry shaped and what can be said about the need to globalize? (c) What are the similarities or differences in both acquisitions? (d) Was it a smart move from LVMH to acquire an 80 percent stake in Rimowa? (e) Was Tumi a great fit for Samsonite?"
"en" => "Luggage has traveled very far over the years: from the steamer trunks of bygone times to the double-locking suitcases of the 1950s to the four-wheeled trolleys of today, luggage provides an exciting look at the history of the human movement behind it. While growth in personal luxury goods has been slowing as of late, travel and tourism are increasing, especially amongst the growing middle class in China. Over the last five years, a major shift in people investing their money into experiences rather than goods has taken place. More so, people are influenced by modern technologies, creating the need for so-called 'smart' suitcases with electronic tracking tags inside. The opportunity for growth in the luxury luggage sector became even clearer after LVMH's purchase of an 80 percent stake in Germany's Rimowa for EUR640 million(USD716 million). This was the second momentous investment in this sector in 2016 following Samsonite's acquisition of Tumi worth USD1.8 billion in August, undermining the increasing interest in a market with few players but many opportunities to grow. This case analyzes and compares two acquisitions in the global luxury luggage market, namely LVMH's 80 percent stake in the German high-end luggage brand Rimowa, and Samsonite's acquisition of the American luggage manufacturer Tumi. More specifically, it addresses the following questions (a) Which are the major aspects that influenced the development of the luxury luggage industry (b) How is today's luxury luggage industry shaped and what can be said about the need to globalize? (c) What are the similarities or differences in both acquisitions? (d) Was it a smart move from LVMH to acquire an 80 percent stake in Rimowa? (e) Was Tumi a great fit for Samsonite?"
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
175 => Essec\Faculty\Model\Contribution {#2447
#_index: "academ_contributions"
#_id: "9514"
#_source: array:18 [
"id" => "9514"
"slug" => "sabmiller-the-battle-for-latin-america"
"yearMonth" => "2015"
"year" => "2015"
"title" => "Sabmiller: the battle for Latin America"
"description" => "SOM, A. (2015). Sabmiller: the battle for Latin America. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:1 [
0 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4018"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "SABMiller plc., which was started in 1895, is a South African based brewery giant. Since then it has expanded from its original South African base into a global company with operations in Africa, Asia, Australia, Europe, Latin America and North America. Today, it is multinational company and its headquarters are in London. The company marketed over 200 brands across 75 countries and it was the world's second-largest brewing company measured by revenues and was also a major bottler of Coca-Cola. Through their Building locally, winning globally philosophy, they have made their presence felt in both developed markets and emerging economies such as Latin America, Africa, China and India. The Latin America segment covered SABMiller's primary brewing and beverage operations in Colombia, Ecuador, El Salvador, Honduras, Panama and Peru. In each country SABMiller was the leader of the market. The segment also bottled soft drinks for The Coca-Cola Company in El Salvador and Honduras, and for PepsiCo International in Panama. In Latin America, the company operated 17 breweries and 15 bottling plants. However, the global competition for Latin America was aggressive, there were other three multinationals trying to compete actively and conquer new territories globally. The Belgium-based Anheuser-Busch InBev, Dutch brewer Heineken, and Denmark's Carlsberg, the four of them, including SABMiller, they brewed more than 50 per cent of the world's beer and three of them were having a battle for the countries of Latin America, due the constant growth and profitability of the region. The case paper intends to discuss and highlight the entry strategy of SABMiller in the Latin America market, the overall strategy of conquering emerging markets of SABMiller by fast local adaptation to individual markets, SABMiller's responsiveness to local business focusing on Latin America and the dynamics of the global players of the brewery industry in Latin America."
"en" => "SABMiller plc., which was started in 1895, is a South African based brewery giant. Since then it has expanded from its original South African base into a global company with operations in Africa, Asia, Australia, Europe, Latin America and North America. Today, it is multinational company and its headquarters are in London. The company marketed over 200 brands across 75 countries and it was the world's second-largest brewing company measured by revenues and was also a major bottler of Coca-Cola. Through their Building locally, winning globally philosophy, they have made their presence felt in both developed markets and emerging economies such as Latin America, Africa, China and India. The Latin America segment covered SABMiller's primary brewing and beverage operations in Colombia, Ecuador, El Salvador, Honduras, Panama and Peru. In each country SABMiller was the leader of the market. The segment also bottled soft drinks for The Coca-Cola Company in El Salvador and Honduras, and for PepsiCo International in Panama. In Latin America, the company operated 17 breweries and 15 bottling plants. However, the global competition for Latin America was aggressive, there were other three multinationals trying to compete actively and conquer new territories globally. The Belgium-based Anheuser-Busch InBev, Dutch brewer Heineken, and Denmark's Carlsberg, the four of them, including SABMiller, they brewed more than 50 per cent of the world's beer and three of them were having a battle for the countries of Latin America, due the constant growth and profitability of the region. The case paper intends to discuss and highlight the entry strategy of SABMiller in the Latin America market, the overall strategy of conquering emerging markets of SABMiller by fast local adaptation to individual markets, SABMiller's responsiveness to local business focusing on Latin America and the dynamics of the global players of the brewery industry in Latin America."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
176 => Essec\Faculty\Model\Contribution {#2448
#_index: "academ_contributions"
#_id: "9517"
#_source: array:18 [
"id" => "9517"
"slug" => "sanofi-synthelabo-aventis-a-the-french-connection-of-mega-mergers"
"yearMonth" => "2004"
"year" => "2004"
"title" => "Sanofi Synthelabo-Aventis (A): the French connection of mega mergers"
"description" => "SOM, A. (2004). Sanofi Synthelabo-Aventis (A): the French connection of mega mergers. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:17 [
0 => "Managing a global corporation"
1 => "Industry analysis"
2 => "Mergers and acquisitions (M&A)"
3 => "Megamergers"
4 => "Takeovers"
5 => "Hostile bid"
6 => "Defense strategy"
7 => "White knight"
8 => "Global strategy"
9 => "Synergy"
10 => "Product pipeline analysis"
11 => "Post-merger integration"
12 => "Globalisation and internationalisation"
13 => "European Union"
14 => "France"
15 => "National champions"
16 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4089"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The purpose of this case is to bring the reader to understand the complexity of megamergers and acquisitions, in the backdrop of the French context. Some of the issues raised in the case are: (1) do pharmaceutical companies need to globalise to survive? (industry analysis and globalisation), (2) are mergers and acquisitions a better way forward than internal organic growth? (global logic of megamergers, hostile bid and defense strategy), (3) are alliances necessary as the costs of bringing new drugs to market continue to increase? (strategies for synergy with respect to product portfolio, product pipelines, international presence), and (4) European Union and the French State (creation of 'National Champions'). The case provides a stimulating environment for discussion on these topics related to strategy and international management in the pharmaceutical industry."
"en" => "The purpose of this case is to bring the reader to understand the complexity of megamergers and acquisitions, in the backdrop of the French context. Some of the issues raised in the case are: (1) do pharmaceutical companies need to globalise to survive? (industry analysis and globalisation), (2) are mergers and acquisitions a better way forward than internal organic growth? (global logic of megamergers, hostile bid and defense strategy), (3) are alliances necessary as the costs of bringing new drugs to market continue to increase? (strategies for synergy with respect to product portfolio, product pipelines, international presence), and (4) European Union and the French State (creation of 'National Champions'). The case provides a stimulating environment for discussion on these topics related to strategy and international management in the pharmaceutical industry."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
177 => Essec\Faculty\Model\Contribution {#2449
#_index: "academ_contributions"
#_id: "9520"
#_source: array:18 [
"id" => "9520"
"slug" => "ssense-pioneering-e-commerce-in-the-luxury-industry"
"yearMonth" => "2019-08"
"year" => "2019"
"title" => "SSENSE: Pioneering e-Commerce in the Luxury Industry"
"description" => "SOM, A. (2019). SSENSE: Pioneering e-Commerce in the Luxury Industry. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:10 [
0 => "Global"
1 => "E-retail"
2 => "E-commerce"
3 => "luxury"
4 => "omnichannel"
5 => "2016-17"
6 => "bricks-and-mortar"
7 => "growth strategy"
8 => "New Retail"
9 => "Strategy and General Management"
]
"updatedAt" => "2022-10-12 10:56:53"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/6846"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The e-commerce player is known for its eclectic, fashion-forward merchandising mix that caters to its niche clientele; 80% of which were coveted millennials, between 18 and 34. With 82-per-cent compounded annual sales growth since its inception, the privately-owned business must continue to grow its business in an increasingly competitive environment. As competition increase and competitors are trying unique ways to differentiate themselves in the growing online fashion space, can SSENSE sustain its competitive advantage while continuing to earn positive profits? How and where should SSENSE expand its operations? This case discusses the following: (a) SSENSE's strategy and how it built its competitive advantage (b) the state and evolution of e-commerce in the luxury industry (c) the competitive landscape (d) SSENSE's omni-channel approach (e) the prospects for future growth."
"en" => "The e-commerce player is known for its eclectic, fashion-forward merchandising mix that caters to its niche clientele; 80% of which were coveted millennials, between 18 and 34. With 82-per-cent compounded annual sales growth since its inception, the privately-owned business must continue to grow its business in an increasingly competitive environment. As competition increase and competitors are trying unique ways to differentiate themselves in the growing online fashion space, can SSENSE sustain its competitive advantage while continuing to earn positive profits? How and where should SSENSE expand its operations? This case discusses the following: (a) SSENSE's strategy and how it built its competitive advantage (b) the state and evolution of e-commerce in the luxury industry (c) the competitive landscape (d) SSENSE's omni-channel approach (e) the prospects for future growth."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
178 => Essec\Faculty\Model\Contribution {#2450
#_index: "academ_contributions"
#_id: "9524"
#_source: array:18 [
"id" => "9524"
"slug" => "tasaki-can-it-shine-like-a-pearl-in-the-luxury-industry"
"yearMonth" => "2019-07"
"year" => "2019"
"title" => "Tasaki: Can It Shine like a Pearl in the Luxury Industry?"
"description" => "SOM, A. (2019). Tasaki: Can It Shine like a Pearl in the Luxury Industry? ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:15 [
0 => "Japan"
1 => "Pearl"
2 => "Jewelry"
3 => "Luxury brands"
4 => "Positioning"
5 => "Brand"
6 => "Turnaround"
7 => "Restructuring"
8 => "Investment fund"
9 => "MBO"
10 => "Japanese retail"
11 => "Chinese tourist consumption"
12 => "Tasaki"
13 => "Mikimoto"
14 => "Strategy and General Management"
]
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/6848"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The TASAKI had been one of the most famous jeweler in Japan but rarely known abroad, which had been a big competitor to MIKIMOTO in the pearl jewelry. TASAKI grew by keeping up with the export demand of Japanese pearl. Due to the increasing supply of cultured pearl from Chinese producers, TASAKI started discounting and went into the red in 2008. TASAKI had started corporate restructuring, supported by investment fund "MBK Partners". TASAKI and the fund appointed new CEO who had worked at a series of brands including Gucci, Fendi and Dior. Under his leadership, TASAKI closed several pearl farming sites, liquidated subsidiaries abroad, and appointed a new creative director. The turnaround seemed successful until around 2015. However, the recovery was not only because of the transformation, but also because of the windfalls of explosive buying by Chinese tourists. TASAKI found little hope for significant growth in the Japanese market. <p>In 2017, TASAKI delisted through a management buyout by stating that this would increase the autonomy and independence of its business decisions. TASAKI had decided to enhance the presence in the Europe, attempting to position itself as an international fine-jewelry player.The case discusses the issues shaping the next wave of globalization such as corporate restructuring, the efficacy of MBO, and possible way of building luxury or premium brands from Asia that can compete with those in Europe.</p>"
"en" => "The TASAKI had been one of the most famous jeweler in Japan but rarely known abroad, which had been a big competitor to MIKIMOTO in the pearl jewelry. TASAKI grew by keeping up with the export demand of Japanese pearl. Due to the increasing supply of cultured pearl from Chinese producers, TASAKI started discounting and went into the red in 2008. TASAKI had started corporate restructuring, supported by investment fund "MBK Partners". TASAKI and the fund appointed new CEO who had worked at a series of brands including Gucci, Fendi and Dior. Under his leadership, TASAKI closed several pearl farming sites, liquidated subsidiaries abroad, and appointed a new creative director. The turnaround seemed successful until around 2015. However, the recovery was not only because of the transformation, but also because of the windfalls of explosive buying by Chinese tourists. TASAKI found little hope for significant growth in the Japanese market. <p>In 2017, TASAKI delisted through a management buyout by stating that this would increase the autonomy and independence of its business decisions. TASAKI had decided to enhance the presence in the Europe, attempting to position itself as an international fine-jewelry player.The case discusses the issues shaping the next wave of globalization such as corporate restructuring, the efficacy of MBO, and possible way of building luxury or premium brands from Asia that can compete with those in Europe.</p>"
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
179 => Essec\Faculty\Model\Contribution {#2451
#_index: "academ_contributions"
#_id: "9525"
#_source: array:18 [
"id" => "9525"
"slug" => "technical-note-a-overview-of-the-global-luxury-industry"
"yearMonth" => "2006"
"year" => "2006"
"title" => "Technical note (A): overview of the global luxury industry"
"description" => "SOM, A. et BRISCHE, M. (2006). Technical note (A): overview of the global luxury industry. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "BRISCHE M."
]
]
"ouvrage" => ""
"keywords" => array:15 [
0 => "Luxury"
1 => "Brands"
2 => "Competition"
3 => "Italy"
4 => "France"
5 => "Moet Hennessy-Louis Vuitton (LVMH)"
6 => "Richemont"
7 => "Pinault-Printemps-Redoute (PPR)"
8 => "Gucci"
9 => "Chanel"
10 => "Burberry"
11 => "Swatch"
12 => "Hermes"
13 => "L’Oréal"
14 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4100"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This is the first of a three-case series. This technical note gives a broad overview of the global luxury industry. It tries to define the industry, discusses the trends in the industry, demand and supply and reasons for the intense competition that characterises this sector. It touches upon the key players, their background, their challenges, their strategies and their respective challenges and weaknesses. Technical note (B) discusses the luxury industry in emerging markets (focusing on India and China)."
"en" => "This is the first of a three-case series. This technical note gives a broad overview of the global luxury industry. It tries to define the industry, discusses the trends in the industry, demand and supply and reasons for the intense competition that characterises this sector. It touches upon the key players, their background, their challenges, their strategies and their respective challenges and weaknesses. Technical note (B) discusses the luxury industry in emerging markets (focusing on India and China)."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
180 => Essec\Faculty\Model\Contribution {#2452
#_index: "academ_contributions"
#_id: "9526"
#_source: array:18 [
"id" => "9526"
"slug" => "technical-note-b-luxury-industry-in-emerging-market-india-and-china"
"yearMonth" => "2006"
"year" => "2006"
"title" => "Technical note (B): luxury industry in emerging market (India and China)"
"description" => "SOM, A. et SHETTY, S. (2006). Technical note (B): luxury industry in emerging market (India and China). ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "SHETTY S."
]
]
"ouvrage" => ""
"keywords" => array:9 [
0 => "Luxury"
1 => "Brands"
2 => "Market size"
3 => "Middle-class"
4 => "Retail"
5 => "India"
6 => "China"
7 => "Russia"
8 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4101"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This is the second of a three-case series. This technical note supplements the (A) note and gives an overview of the global luxury industry providing an in-depth analysis of the luxury industry in emerging markets, notably China and India."
"en" => "This is the second of a three-case series. This technical note supplements the (A) note and gives an overview of the global luxury industry providing an in-depth analysis of the luxury industry in emerging markets, notably China and India."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
181 => Essec\Faculty\Model\Contribution {#2453
#_index: "academ_contributions"
#_id: "9527"
#_source: array:18 [
"id" => "9527"
"slug" => "technical-note-c-issues-of-luxury-industry-in-emerging-market"
"yearMonth" => "2006"
"year" => "2006"
"title" => "Technical note (C): issues of luxury industry in emerging market"
"description" => "SOM, A. (2006). Technical note (C): issues of luxury industry in emerging market. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:7 [
0 => "Luxury"
1 => "Brands"
2 => "Old and new luxury"
3 => "Luxury to mass luxury"
4 => "Counterfeit"
5 => "Grey market"
6 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4102"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This is the third of a three-case series. This note provides an in-depth analysis of the issues that individual luxury companies face and the industry as a whole is facing in emerging markets, notably in China and India."
"en" => "This is the third of a three-case series. This note provides an in-depth analysis of the issues that individual luxury companies face and the industry as a whole is facing in emerging markets, notably in China and India."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
182 => Essec\Faculty\Model\Contribution {#2454
#_index: "academ_contributions"
#_id: "9528"
#_source: array:18 [
"id" => "9528"
"slug" => "technical-note-on-the-telecommunication-industry"
"yearMonth" => "2004"
"year" => "2004"
"title" => "Technical note on the telecommunication industry"
"description" => "SOM, A. et BANZHAF, J. (2004). Technical note on the telecommunication industry. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "BANZHAF J."
]
]
"ouvrage" => ""
"keywords" => array:16 [
0 => "Managing a global corporation"
1 => "Globalisation"
2 => "Growth strategy"
3 => "Acquisition"
4 => "Integration"
5 => "Core competency"
6 => "Competitive strategy"
7 => "Synergies"
8 => "Global co-ordination"
9 => "Leadership"
10 => "Arun Sarin"
11 => "Value-added service"
12 => "Mobile phone market"
13 => "Average revenue per user (ARPU)"
14 => "Mobile phone operator"
15 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4088"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "This technical note is to accompany the case 'Vodafone: Out of Many, One' (304-625-1). The case focuses on Vodafone's growth through the acquisitions and integration of acquired units through its corporate branding strategy."
"en" => "This technical note is to accompany the case 'Vodafone: Out of Many, One' (304-625-1). The case focuses on Vodafone's growth through the acquisitions and integration of acquired units through its corporate branding strategy."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
183 => Essec\Faculty\Model\Contribution {#2455
#_index: "academ_contributions"
#_id: "9529"
#_source: array:18 [
"id" => "9529"
"slug" => "thales-group-innovating-rd"
"yearMonth" => "2006"
"year" => "2006"
"title" => "Thales group: innovating R&D"
"description" => "SOM, A. et OBERBILLIG, T. (2006). Thales group: innovating R&D. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "OBERBILLIG T."
]
]
"ouvrage" => ""
"keywords" => array:15 [
0 => "Core activities"
1 => "Core competencies"
2 => "Dual technologies"
3 => "Multi-domestic"
4 => "Global learning"
5 => "Network"
6 => "Integrated solutions"
7 => "Joint venture (JV)"
8 => "Tertiarisation"
9 => "Strategy"
10 => "Transnational"
11 => "Meta-national"
12 => "Role of the State"
13 => "Ethics"
14 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4103"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The objective of this case is to discuss and discover the issues related to the professional electronics and arms industry, a sector rarely discussed and not so well known. The case throws light upon the innovation, research and development (R&D) in the electronics and the arms business, ethical dilemma and the company's internal organisation and the role of the State."
"en" => "The objective of this case is to discuss and discover the issues related to the professional electronics and arms industry, a sector rarely discussed and not so well known. The case throws light upon the innovation, research and development (R&D) in the electronics and the arms business, ethical dilemma and the company's internal organisation and the role of the State."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
184 => Essec\Faculty\Model\Contribution {#2456
#_index: "academ_contributions"
#_id: "9537"
#_source: array:18 [
"id" => "9537"
"slug" => "the-invisible-hand-de-beers-and-emerging-markets"
"yearMonth" => "2011"
"year" => "2011"
"title" => "The invisible hand : De Beers, and emerging markets"
"description" => "SOM, A. (2011). The invisible hand : De Beers, and emerging markets. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:15 [
0 => "Diamonds"
1 => "Mining"
2 => "Jewelry"
3 => "Monopoly"
4 => "Ethics"
5 => "India"
6 => "Business strategy"
7 => "LVMH (Louis Vuitton-Moet Hennessy)"
8 => "Heritage"
9 => "Vertical integration"
10 => "Legal issues"
11 => "Emerging markets"
12 => "Conflict or blood diamonds"
13 => "Social responsibility"
14 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/3997"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "De Beers’ 122 years of strategic evolution exemplifies Adam Smith’s Invisible Hand. External factors have created a path dependency for De Beers that has led them to retailing jewelry in 2001. With a need to re-invent themselves after the end of their monopoly they leveraged on their tricky heritage in the jewelry industry. The success of their joint venture with LVMH is clouded with embedded reasons for both parties. Ironically, De Beers’ business model has fashioned their largest rising threat- the SRDSIL from India. New players and emerging markets are now chiseling the face of the diamond industry of tomorrow."
"en" => "De Beers’ 122 years of strategic evolution exemplifies Adam Smith’s Invisible Hand. External factors have created a path dependency for De Beers that has led them to retailing jewelry in 2001. With a need to re-invent themselves after the end of their monopoly they leveraged on their tricky heritage in the jewelry industry. The success of their joint venture with LVMH is clouded with embedded reasons for both parties. Ironically, De Beers’ business model has fashioned their largest rising threat- the SRDSIL from India. New players and emerging markets are now chiseling the face of the diamond industry of tomorrow."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
185 => Essec\Faculty\Model\Contribution {#2457
#_index: "academ_contributions"
#_id: "9550"
#_source: array:18 [
"id" => "9550"
"slug" => "vodafone-out-of-many-one"
"yearMonth" => "2006"
"year" => "2006"
"title" => "Vodafone: out of many, one"
"description" => "SOM, A. et BANZHAF, J. (2006). Vodafone: out of many, one. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "BANZHAF J."
]
]
"ouvrage" => ""
"keywords" => array:18 [
0 => "Managing a global corporation"
1 => "Globalisation"
2 => "Growth strategy"
3 => "Acquisition"
4 => "Integration"
5 => "Core competency"
6 => "Competitive strategy"
7 => "Restructuring"
8 => "Synergies"
9 => "Global co-ordination"
10 => "Leadership"
11 => "Arun Sarin"
12 => "Value-added service"
13 => "Mobile phone market"
14 => "Average revenue per user (ARPU)"
15 => "Mobile phone operator"
16 => "Telecommunications."
17 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4099"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case analyses Vodafone's growth through acquisitions and the subsequent integration of acquired units with a key focus on how it manages to co-ordinate its businesses on a global scale. A technical note 'Technical Note on the Telecommunication Industry' (304-625-6) is available to accompany this case."
"en" => "The case analyses Vodafone's growth through acquisitions and the subsequent integration of acquired units with a key focus on how it manages to co-ordinate its businesses on a global scale. A technical note 'Technical Note on the Telecommunication Industry' (304-625-6) is available to accompany this case."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
186 => Essec\Faculty\Model\Contribution {#2458
#_index: "academ_contributions"
#_id: "9549"
#_source: array:18 [
"id" => "9549"
"slug" => "vacheron-constantin"
"yearMonth" => "2019-07"
"year" => "2019"
"title" => "Vacheron Constantin"
"description" => "SOM, A. (2019). Vacheron Constantin. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:11 [
0 => "Watchmaking"
1 => "industry"
2 => "differentiation"
3 => "luxury"
4 => "expansion"
5 => "know-how"
6 => "aesthetics"
7 => "precision"
8 => "Switzerland"
9 => "strategy"
10 => "Strategy and General Management"
]
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/6844"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => """
<p>The Swiss watch brand Vacheron Constantin, based in the watchmaking industry's capital, Geneva, was founded in 1755 by Jean-Marc Vacheron and continued its development ever since. Vacheron Constantin produced and distributed high-end watches for a select clientele. Their vocation was to offer unique, sentimental watches, designed by master-watchmakers and in the famous Swiss tradition of watchmaking. The firm attached the highest importance to the satisfaction of its customers on both aesthetics and precision, with a price-range which started in 2017 for about fifteen thousand dollars and went up to several millions of dollars. Since its creation, the company was called a monument of the watchmaking industry. Richemont Group acquired the company in 1996 when it had more than 400 points of sale scattered in 80 countries. In 2019, Vacheron Constantin offered six different collections, after more than 250 years of activity.</p>\n
<p>This case discusses the evolution of Vacheron Constantin in the competitive watchmaking industry in Switzerland and in the world through (a) one of the finest heritage of technical know-how, recognized worldwide for its extreme precision (b) a 250-year old relationship with its customer-base and a loyalty developed through the specificities of the brand and (c) the several innovations which conducted the firm to justify its reputation as one of the best watchmakers of history.</p>
"""
"en" => """
<p>The Swiss watch brand Vacheron Constantin, based in the watchmaking industry's capital, Geneva, was founded in 1755 by Jean-Marc Vacheron and continued its development ever since. Vacheron Constantin produced and distributed high-end watches for a select clientele. Their vocation was to offer unique, sentimental watches, designed by master-watchmakers and in the famous Swiss tradition of watchmaking. The firm attached the highest importance to the satisfaction of its customers on both aesthetics and precision, with a price-range which started in 2017 for about fifteen thousand dollars and went up to several millions of dollars. Since its creation, the company was called a monument of the watchmaking industry. Richemont Group acquired the company in 1996 when it had more than 400 points of sale scattered in 80 countries. In 2019, Vacheron Constantin offered six different collections, after more than 250 years of activity.</p>\n
<p>This case discusses the evolution of Vacheron Constantin in the competitive watchmaking industry in Switzerland and in the world through (a) one of the finest heritage of technical know-how, recognized worldwide for its extreme precision (b) a 250-year old relationship with its customer-base and a loyalty developed through the specificities of the brand and (c) the several innovations which conducted the firm to justify its reputation as one of the best watchmakers of history.</p>
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
187 => Essec\Faculty\Model\Contribution {#2459
#_index: "academ_contributions"
#_id: "9551"
#_source: array:18 [
"id" => "9551"
"slug" => "volkswagen-in-china-running-the-olympic-marathon"
"yearMonth" => "2006"
"year" => "2006"
"title" => "Volkswagen in China: running the olympic marathon"
"description" => "SOM, A. et NICOLAS, E. (2006). Volkswagen in China: running the olympic marathon. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "NICOLAS E."
]
]
"ouvrage" => ""
"keywords" => array:8 [
0 => "Strategy"
1 => "Competition"
2 => "Internationalisation process"
3 => "Taxi-strategy"
4 => "Multinational corporation (MNC)"
5 => "Entry"
6 => "China"
7 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:16"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4098"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "The case discusses and highlights on one hand the internationalisation process of the German car maker Volkswagen, its internationalisation phases vis-a-vis distribution and production internationalisation, the group's strategy worldwide that synergised its strategy in China since 1985. It raises issues on localisation in the Chinese market and focuses on how MNCs can sustain their growth and a profitable growth in the hypercompetitive Chinese market."
"en" => "The case discusses and highlights on one hand the internationalisation process of the German car maker Volkswagen, its internationalisation phases vis-a-vis distribution and production internationalisation, the group's strategy worldwide that synergised its strategy in China since 1985. It raises issues on localisation in the Chinese market and focuses on how MNCs can sustain their growth and a profitable growth in the hypercompetitive Chinese market."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
188 => Essec\Faculty\Model\Contribution {#2460
#_index: "academ_contributions"
#_id: "9611"
#_source: array:18 [
"id" => "9611"
"slug" => "saint-gobain-the-expansion-option-in-india-and-or-china"
"yearMonth" => "2008"
"year" => "2008"
"title" => "Saint-Gobain: the expansion option in India and/or China"
"description" => "SOM, A. et BINDRA, H. (2008). Saint-Gobain: the expansion option in India and/or China. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "BINDRA H."
]
]
"ouvrage" => ""
"keywords" => array:8 [
0 => "India"
1 => "China"
2 => "Glass industry"
3 => "Emerging country"
4 => "Strategy"
5 => "Growth"
6 => "Expansion"
7 => "Strategy and General Management"
]
"updatedAt" => "2021-07-13 14:31:17"
"publicationUrl" => "http://dspace.essec.fr/handle/essec/4110"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Saint Gobain, is a French company and is amongst the leaders in the float glass industry. The company has the strategy of steady, strong and profitable growth. Saint Gobain has been achieving this target by both organic growth and by external growth through its acquisitions. To fuel this growth, the company is considering investments in two of the fastest growing economies in Asia, namely China and India. Not only do these countries provide a significant domestic demand but also have the potential to be used as a hub for exporting to countries in south Asia and east Africa. The company needs to analyse the investment and growth opportunities in these two countries and to evaluate whether such an investment would be in line with its overall strategy. There is a Japanese translation available."
"en" => "Saint Gobain, is a French company and is amongst the leaders in the float glass industry. The company has the strategy of steady, strong and profitable growth. Saint Gobain has been achieving this target by both organic growth and by external growth through its acquisitions. To fuel this growth, the company is considering investments in two of the fastest growing economies in Asia, namely China and India. Not only do these countries provide a significant domestic demand but also have the potential to be used as a hub for exporting to countries in south Asia and east Africa. The company needs to analyse the investment and growth opportunities in these two countries and to evaluate whether such an investment would be in line with its overall strategy. There is a Japanese translation available."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
189 => Essec\Faculty\Model\Contribution {#2461
#_index: "academ_contributions"
#_id: "11100"
#_source: array:18 [
"id" => "11100"
"slug" => "you-wont-buy-a-luxury-good-if-its-not-made-in-france-or-italy"
"yearMonth" => "2013-03"
"year" => "2013"
"title" => "You won't buy a luxury good if it's not made in France or Italy"
"description" => "SOM, A. (2013). You won't buy a luxury good if it's not made in France or Italy. <i>Live Mint</i>, pp. 1-1."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-01-27 14:58:09"
"publicationUrl" => "http://www.livemint.com/Industry/xPqlKxNAkYsdYBDEWn1wjN/Ashok-Som--You-wont-buy-a-luxury-good-if-its-not-made-in.html"
"publicationInfo" => array:3 [
"pages" => "1-1"
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Presse"
"en" => "Press"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Brands that have been built in Europe over a considerable amount of time has a path dependency. The evolution of luxury brands is a very interesting story. It has been built over time."
"en" => "Brands that have been built in Europe over a considerable amount of time has a path dependency. The evolution of luxury brands is a very interesting story. It has been built over time."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
190 => Essec\Faculty\Model\Contribution {#2462
#_index: "academ_contributions"
#_id: "11101"
#_source: array:18 [
"id" => "11101"
"slug" => "innovation-pathways-for-luxury-brands-evolution-or-reinvention"
"yearMonth" => "2020-07"
"year" => "2020"
"title" => "Innovation pathways for luxury brands – evolution or reinvention?"
"description" => "GURZKI, H.M. et SOM, A. (2020). Innovation pathways for luxury brands – evolution or reinvention? <i>The European Business Review</i>."
"authors" => array:3 [
0 => array:1 [
"bid" => "B00180355"
]
1 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
2 => array:1 [
"name" => "GURZKI Hannes Marten"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "innovation"
1 => "luxury"
]
"updatedAt" => "2023-05-31 19:07:21"
"publicationUrl" => "https://www.europeanbusinessreview.com/innovation-pathways-for-luxury-brands-evolution-or-reinvention/"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Since its inception, the luxury industry has been a growth story. Product extensions, store network expansion, entering growth markets – especially China and digital commerce – have been the drivers of the last years. Business cycles? There were some downturns during the SARS epidemic and the financial market crisis in 2009. Soon after, growth resumed at an even accelerated rate, driven by many more consumers craving luxury goods. Few thought that the diversification in terms of products, geographies, sectors, and consumers could be affected by economic downturns. All that is needed is a constant growth of the luxury clientele and their disposable incomes for marketers to turn them into customers of the brand."
"en" => "Since its inception, the luxury industry has been a growth story. Product extensions, store network expansion, entering growth markets – especially China and digital commerce – have been the drivers of the last years. Business cycles? There were some downturns during the SARS epidemic and the financial market crisis in 2009. Soon after, growth resumed at an even accelerated rate, driven by many more consumers craving luxury goods. Few thought that the diversification in terms of products, geographies, sectors, and consumers could be affected by economic downturns. All that is needed is a constant growth of the luxury clientele and their disposable incomes for marketers to turn them into customers of the brand."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
191 => Essec\Faculty\Model\Contribution {#2463
#_index: "academ_contributions"
#_id: "11102"
#_source: array:18 [
"id" => "11102"
"slug" => "the-future-of-luxury-talent"
"yearMonth" => "2019-07"
"year" => "2019"
"title" => "The Future of Luxury Talent"
"description" => "SOM, A. (2019). The Future of Luxury Talent. <i>The European Business Review</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "luxury"
1 => "talent"
]
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "https://www.europeanbusinessreview.com/the-future-of-luxury-talent/"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Leadership style and strategy that luxury brands should keep an eye on in order for them to ensure that their business philosophies and brand proposition are effectively conveyed and their brand is well presented to their target market. In this article Prof. Ashok Som weighs up the changes and challenges ahead for the luxury industry as it moves into a global mode and sets out the skill sets luxury brands will require of its employees both onboard and onboarding."
"en" => "Leadership style and strategy that luxury brands should keep an eye on in order for them to ensure that their business philosophies and brand proposition are effectively conveyed and their brand is well presented to their target market. In this article Prof. Ashok Som weighs up the changes and challenges ahead for the luxury industry as it moves into a global mode and sets out the skill sets luxury brands will require of its employees both onboard and onboarding."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
192 => Essec\Faculty\Model\Contribution {#2464
#_index: "academ_contributions"
#_id: "11114"
#_source: array:18 [
"id" => "11114"
"slug" => "flexibility-receptiveness-and-governance"
"yearMonth" => "2008-04"
"year" => "2008"
"title" => "Flexibility, Receptiveness and Governance"
"description" => "SOM, A. (2008). Flexibility, Receptiveness and Governance. <i>Business Digest</i>, pp. 5-6."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 18:37:46"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "5-6"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Interview with Ashok SOM: There is no longer any doubt that HR excellence and strong company performance go hand in hand. But what exactly is meant by HR excellence, how is it evaluated, and what skills must the HR department call upon to achieve this excellence?"
"en" => "Interview with Ashok SOM: There is no longer any doubt that HR excellence and strong company performance go hand in hand. But what exactly is meant by HR excellence, how is it evaluated, and what skills must the HR department call upon to achieve this excellence?"
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
193 => Essec\Faculty\Model\Contribution {#2465
#_index: "academ_contributions"
#_id: "11115"
#_source: array:18 [
"id" => "11115"
"slug" => "souplesse-ecoute-et-gouvernance-au-coeur-de-lexcellence-rh"
"yearMonth" => "2008-04"
"year" => "2008"
"title" => "Souplesse, écoute et gouvernance au coeur de l'excellence RH"
"description" => "SOM, A. (2008). Souplesse, écoute et gouvernance au coeur de l'excellence RH. <i>Business Digest</i>, pp. 19-20."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 18:37:46"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "19-20"
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Articles ou vidéos de vulgarisation"
"en" => "Press article, video or other popular media"
]
"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "-The link between HR excellence and business performance is further proof. But what is meant by HR excellence? What criteria are retained? Furthermore, what powers the HR function should it deploy to achieve this excellence? A Som responds by providing a lighting double between European practices and those of India, his country of origin."
"en" => "-The link between HR excellence and business performance is further proof. But what is meant by HR excellence? What criteria are retained? Furthermore, what powers the HR function should it deploy to achieve this excellence? A Som responds by providing a lighting double between European practices and those of India, his country of origin."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
194 => Essec\Faculty\Model\Contribution {#2466
#_index: "academ_contributions"
#_id: "12228"
#_source: array:18 [
"id" => "12228"
"slug" => "brunello-cucinelli-what-next-for-the-renaissance-man"
"yearMonth" => "2020-05"
"year" => "2020"
"title" => "Brunello Cucinelli: What Next for the Renaissance Man?"
"description" => "SOM, A. (2020). Brunello Cucinelli: What Next for the Renaissance Man? ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:1 [
0 => "Digitalization; Sustainability; Digital disruption; Digital humanism; Cashmere family business; Brand management; Storytelling; Luxury good; Humanistic enterprise; Italy; Fashion; Brand DNA; Cultural heritage; Foundation; Brand philosophy"
]
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "https://www.thecasecentre.org/educators/products/view?id=170172"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => "520-0060-1"
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Brunello Cucinelli, the so called 'human artisan', the renaissance man, founder of the eponymous family brand, has been able to create a new concept. He has founded an Italian house that is the perfect reflection of his philosophy of 'humanistic capitalism'. Through his vision he has created an agile and sustainable business model that encompasses his humanistic values that builds on his lifetime achievement of focusing on tradition, craftsmanship, respect for his origin and the territory, in the village of Solomeo. Not only that. He has been successful in digitalizing this concept through his different projects to transmit his dream 'to work for the moral and economic dignity of the mankind'. The digital transformation of this philosophy was to represent the ideals of 'Beauty, Humanity and Truth' which are the pillars of this unique brand, where sustainability is at the base of the daily activities. The case of Cucinelli represents, a new form of brand telling, where the digital has the aim to give to customers a more human virtual relationship."
"en" => "Brunello Cucinelli, the so called 'human artisan', the renaissance man, founder of the eponymous family brand, has been able to create a new concept. He has founded an Italian house that is the perfect reflection of his philosophy of 'humanistic capitalism'. Through his vision he has created an agile and sustainable business model that encompasses his humanistic values that builds on his lifetime achievement of focusing on tradition, craftsmanship, respect for his origin and the territory, in the village of Solomeo. Not only that. He has been successful in digitalizing this concept through his different projects to transmit his dream 'to work for the moral and economic dignity of the mankind'. The digital transformation of this philosophy was to represent the ideals of 'Beauty, Humanity and Truth' which are the pillars of this unique brand, where sustainability is at the base of the daily activities. The case of Cucinelli represents, a new form of brand telling, where the digital has the aim to give to customers a more human virtual relationship."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
195 => Essec\Faculty\Model\Contribution {#2467
#_index: "academ_contributions"
#_id: "12227"
#_source: array:18 [
"id" => "12227"
"slug" => "ferrari-the-hybrid-challenge"
"yearMonth" => "2019-07"
"year" => "2019"
"title" => "Ferrari: The Hybrid Challenge?"
"description" => "SOM, A. (2019). Ferrari: The Hybrid Challenge? ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:1 [
0 => "Automotive; Luxury; Luxury cars; Sport cars; Ferrari; Prancing horse; Marchionne; FCA; Made in Italy; Hybrid; Emerging markets; Camilleri; Italy; Cultural heritage"
]
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "https://www.thecasecentre.org/educators/products/view?id=164803"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => "319-0245-1"
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Ferrari SpA is an Italian luxury sport car manufacturer, based in Maranello and founded by Enzo Ferrari in 1947. The history of Ferrari is strictly linked with his founder. It is a story of of tradition and innovation. Enzo Ferrari felt an impressive draw to race since he was young. He debuted the first Ferrari race car, the legendary 125 Sport. The Scuderia Ferrari Race Team started to win more and more races. In 1988 Enzo Ferrari died and FCA (FIAT Chrysler Automobiles) stake in Ferrari was 90% while the remaining 10% was held by his son Piero Ferrari, who is still the Vice Chairman of the company. In 1992, FCA hired Luca Cordero di Montezemolo as CEO and Chairman of Ferrari. Montezemolo made important changes, increasing the line from two outdated models to nine new ones and a commitment to engineering excellence was instilled. A key aspect of Montezemolo's quality and branding strategy over the period from 1992 to 2014 involved holding production volumes below demand in order to generate a perception of exclusivity. On 10 September 2014, the Fiat Chrysler Automobiles group announced that Luca Cordero di Montezemolo, Ferrari's chairman for over 23 years, will retire. He was succeeded by Sergio Marchionne. In 2014, FCA Group announced its intentions to separate Ferrari SpA from FCA. The separation began in October 2015 with a restructuring that established Ferrari NV (a company incorporated in the Netherlands) as the new holding company of the Ferrari group and the subsequent sale by FCA of 10% of the shares in an IPO and concurrent listing of common shares on the New York Stock Exchange. Piero Ferrari continuing to own the 10% of shares. The fundamental purpose was to succeed in positioning the brand by bringing it closer to the valuations typically assigned to the luxury sectors rather than those of the automotive sector. By 2019, Ferrari outperformed even the most important luxury players listed in Europe, breaking away sharply from what are the numbers used by car manufacturers such as FCA, Volkswagen, BMW and Mercedes. After the untimely death of the enlightened and visionary CEO, Sergio Marchionne, in the summer of 2018, Louis Carey Camilleri, former CEO Philip Morris was named the CEO of FCA, while John Elkann, the owner of the FCA group became the President of FCA. The case discusses the (a) evolution of Ferrari, its brand DNA and its tradition to match continuously tradition with innovation (b) it analyzes how Ferrari creates a unique value in all its business areas (c) it dwells with its hybrid challenge in the face of disruption in the automobile industry be it by electric and autonomous vehicles or by introduction of SUV model (d) its strategy of demand frustration and category segregation for emerging markets."
"en" => "Ferrari SpA is an Italian luxury sport car manufacturer, based in Maranello and founded by Enzo Ferrari in 1947. The history of Ferrari is strictly linked with his founder. It is a story of of tradition and innovation. Enzo Ferrari felt an impressive draw to race since he was young. He debuted the first Ferrari race car, the legendary 125 Sport. The Scuderia Ferrari Race Team started to win more and more races. In 1988 Enzo Ferrari died and FCA (FIAT Chrysler Automobiles) stake in Ferrari was 90% while the remaining 10% was held by his son Piero Ferrari, who is still the Vice Chairman of the company. In 1992, FCA hired Luca Cordero di Montezemolo as CEO and Chairman of Ferrari. Montezemolo made important changes, increasing the line from two outdated models to nine new ones and a commitment to engineering excellence was instilled. A key aspect of Montezemolo's quality and branding strategy over the period from 1992 to 2014 involved holding production volumes below demand in order to generate a perception of exclusivity. On 10 September 2014, the Fiat Chrysler Automobiles group announced that Luca Cordero di Montezemolo, Ferrari's chairman for over 23 years, will retire. He was succeeded by Sergio Marchionne. In 2014, FCA Group announced its intentions to separate Ferrari SpA from FCA. The separation began in October 2015 with a restructuring that established Ferrari NV (a company incorporated in the Netherlands) as the new holding company of the Ferrari group and the subsequent sale by FCA of 10% of the shares in an IPO and concurrent listing of common shares on the New York Stock Exchange. Piero Ferrari continuing to own the 10% of shares. The fundamental purpose was to succeed in positioning the brand by bringing it closer to the valuations typically assigned to the luxury sectors rather than those of the automotive sector. By 2019, Ferrari outperformed even the most important luxury players listed in Europe, breaking away sharply from what are the numbers used by car manufacturers such as FCA, Volkswagen, BMW and Mercedes. After the untimely death of the enlightened and visionary CEO, Sergio Marchionne, in the summer of 2018, Louis Carey Camilleri, former CEO Philip Morris was named the CEO of FCA, while John Elkann, the owner of the FCA group became the President of FCA. The case discusses the (a) evolution of Ferrari, its brand DNA and its tradition to match continuously tradition with innovation (b) it analyzes how Ferrari creates a unique value in all its business areas (c) it dwells with its hybrid challenge in the face of disruption in the automobile industry be it by electric and autonomous vehicles or by introduction of SUV model (d) its strategy of demand frustration and category segregation for emerging markets."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
196 => Essec\Faculty\Model\Contribution {#2468
#_index: "academ_contributions"
#_id: "12229"
#_source: array:18 [
"id" => "12229"
"slug" => "realreal-the-circular-economy"
"yearMonth" => "2020-09"
"year" => "2020"
"title" => "RealReal & The Circular Economy"
"description" => "SOM, A. (2020). RealReal & The Circular Economy. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:1 [
0 => "Luxury; Innovation; Digital; Resale; New trends; Farfetch; The RealReal; Vestiaire Collective; Sustainability; New collaborations; Asian market; Marketing strategy; Brand awareness; Brand promotion; Second hand market"
]
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "https://www.thecasecentre.org/educators/products/view?id=172437"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => "320-0296-1"
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "With the advent of e-Commerce, the market of online luxury resale has been a force to reckon with. It brings to the table a new paradigm for the industry. The RealReal, went public in June 2019 and its revenue increased 51% year over year, was somewhat the proof of concept that it as a win-win situation for brands and for customers on the two sides of the product life cycle - the buyer of the luxury good who can become the seller in the future. For younger consumers craving original luxury items and at ease with shopping online, a luxury resale platform sounds as a cool getaway to enter their first luxury brand experience. In the meantime, luxury brands like Stella McCartney and Burberry reaffirmed the importance of sustainability for them, by enticing customers to enter the circular economy in fashion. The RealReal, thought to be the number one reference of luxury consignment in the US, had inked strategic partnerships with Stella McCartney and Burberry. This reassured its expertise in authenticating the luxury goods they resell. However, some luxury brands felt threatened by the lack of control over their brand image and their products price once they arrived on the second-hand market. This led Chanel to sue The RealReal in 2019. This case discusses the complex relationships The RealReal was building with luxury brands, whose products are resold on the online platform. More specifically, the case discusses: (a) what was the successful business model behind an e-Commerce luxury resale platform?; (b) how could brands like Burberry and Stella McCartney improve their brand image by becoming a part of the circular economy movement in one of the most polluting industry?; (c) to what extent were luxury brands actually able to control their reputation and image once their products arrived on the second hand market?; (d) was this sustainability in fashion awareness here to stay and could it explain the hyper growth of The RealReal, even though its shares on the stock market have never met again its IPO price?; (e) who are The RealReal true competitors: other e-Commerce platforms, luxury brands at full price or luxury vintage retail stores?; and (f) in the post-COVID what will be the future of e-Commerce platforms such as The RealReal and what lessons can luxury brands learn from its experiences."
"en" => "With the advent of e-Commerce, the market of online luxury resale has been a force to reckon with. It brings to the table a new paradigm for the industry. The RealReal, went public in June 2019 and its revenue increased 51% year over year, was somewhat the proof of concept that it as a win-win situation for brands and for customers on the two sides of the product life cycle - the buyer of the luxury good who can become the seller in the future. For younger consumers craving original luxury items and at ease with shopping online, a luxury resale platform sounds as a cool getaway to enter their first luxury brand experience. In the meantime, luxury brands like Stella McCartney and Burberry reaffirmed the importance of sustainability for them, by enticing customers to enter the circular economy in fashion. The RealReal, thought to be the number one reference of luxury consignment in the US, had inked strategic partnerships with Stella McCartney and Burberry. This reassured its expertise in authenticating the luxury goods they resell. However, some luxury brands felt threatened by the lack of control over their brand image and their products price once they arrived on the second-hand market. This led Chanel to sue The RealReal in 2019. This case discusses the complex relationships The RealReal was building with luxury brands, whose products are resold on the online platform. More specifically, the case discusses: (a) what was the successful business model behind an e-Commerce luxury resale platform?; (b) how could brands like Burberry and Stella McCartney improve their brand image by becoming a part of the circular economy movement in one of the most polluting industry?; (c) to what extent were luxury brands actually able to control their reputation and image once their products arrived on the second hand market?; (d) was this sustainability in fashion awareness here to stay and could it explain the hyper growth of The RealReal, even though its shares on the stock market have never met again its IPO price?; (e) who are The RealReal true competitors: other e-Commerce platforms, luxury brands at full price or luxury vintage retail stores?; and (f) in the post-COVID what will be the future of e-Commerce platforms such as The RealReal and what lessons can luxury brands learn from its experiences."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
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}
197 => Essec\Faculty\Model\Contribution {#2469
#_index: "academ_contributions"
#_id: "12230"
#_source: array:18 [
"id" => "12230"
"slug" => "giambattista-valli-x-hm-the-logic-of-collaboration"
"yearMonth" => "2020-11"
"year" => "2020"
"title" => "Giambattista Valli x H&M: The Logic of Collaboration"
"description" => "SOM, A. (2020). Giambattista Valli x H&M: The Logic of Collaboration. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:1 [
0 => "Luxury; Design; Masstige; Haute couture; Branding; Strategy; Fashion; Marketing; Giambattista Valli; H&M; Collab; COVID-19; Future of fashion; Project Love"
]
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "https://www.thecasecentre.org/educators/products/view?id=173239"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => "320-0336-1"
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
]
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"fr" => "Editeur"
"en" => "Publisher"
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"fr" => null
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"abstract" => array:2 [
"fr" => "Collaboration between fast fashion and celebrity designers are an increasingly common practice. The collaboration results in famous designers of luxury brands creating capsule collections and special products for fast fashion brands. Successful H&M's collaborations with designers such as Karl Lagerfeld, Versace, Balmain and Moschino among others have kept pushing the boundaries of fast fashion for the last fifteen years. In this light, the case discusses Giambattista Valli and H&M's collaboration. Giambattista Valli was born in Rome, founded his house in Paris in 2005 and embarked on Haute Couture for Paris Fashion Week in 2011. After his first collection, he was accepted as an official member of the 'Chambre Syndicale' de la Haute Couture. He was surrounded by a growing group of faithfulls from the aristocracy - the 'Valli girls'. Giambattista was relatively discreet about his private life but was exuberant when it came to expressing his vision and professional inspirations. His collaboration with H&M was unveiled at the time of the amfAR Gala, held in Cannes. It was a runaway success. Specifically, the case goes on to analyze the H&M designer collaborations, with a particular focus on Giambattista Valli's positioning of #ProjectLove. It explores the topics of: (a) democratization of the luxury business - the masstige phenomenon from both a managerial and psychological/behavioral perspective; (b) collaboration as a strategic lever for both the brands; (c) imminent risk and challenges of such a strategy; (d) the dilemma of creating consumers' confusion with the associations of distant brands; (e) the pre-conditions such as advertisement and marketing campaigns needed for such collaborations to be successful; and (f) future of collab as a strategy in the fashion business in the post-COVID world."
"en" => "Collaboration between fast fashion and celebrity designers are an increasingly common practice. The collaboration results in famous designers of luxury brands creating capsule collections and special products for fast fashion brands. Successful H&M's collaborations with designers such as Karl Lagerfeld, Versace, Balmain and Moschino among others have kept pushing the boundaries of fast fashion for the last fifteen years. In this light, the case discusses Giambattista Valli and H&M's collaboration. Giambattista Valli was born in Rome, founded his house in Paris in 2005 and embarked on Haute Couture for Paris Fashion Week in 2011. After his first collection, he was accepted as an official member of the 'Chambre Syndicale' de la Haute Couture. He was surrounded by a growing group of faithfulls from the aristocracy - the 'Valli girls'. Giambattista was relatively discreet about his private life but was exuberant when it came to expressing his vision and professional inspirations. His collaboration with H&M was unveiled at the time of the amfAR Gala, held in Cannes. It was a runaway success. Specifically, the case goes on to analyze the H&M designer collaborations, with a particular focus on Giambattista Valli's positioning of #ProjectLove. It explores the topics of: (a) democratization of the luxury business - the masstige phenomenon from both a managerial and psychological/behavioral perspective; (b) collaboration as a strategic lever for both the brands; (c) imminent risk and challenges of such a strategy; (d) the dilemma of creating consumers' confusion with the associations of distant brands; (e) the pre-conditions such as advertisement and marketing campaigns needed for such collaborations to be successful; and (f) future of collab as a strategy in the fashion business in the post-COVID world."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 4.1788745
+"parent": null
}
198 => Essec\Faculty\Model\Contribution {#2470
#_index: "academ_contributions"
#_id: "12231"
#_source: array:18 [
"id" => "12231"
"slug" => "air-france-klm-the-post-covid-scenario"
"yearMonth" => "2020-10"
"year" => "2020"
"title" => "Air France-KLM: The Post-COVID Scenario"
"description" => "SOM, A. (2020). Air France-KLM: The Post-COVID Scenario. ESSEC Business School."
"authors" => array:1 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
]
"ouvrage" => ""
"keywords" => array:1 [
0 => "Air France-KLM; COVID-19; Bailout; European airlines; Airlines mergers and acquisitions; Alliances in the airlines sector; Air France; Transavia; Air France HOP; Alexandre de Juniac; Jean-Marc Janaillac; Benjamin Smith; Etihad Airways; Code sharing; Frequent flyer programs"
]
"updatedAt" => "2021-09-24 10:33:27"
"publicationUrl" => "https://www.thecasecentre.org/educators/products/view?id=172855"
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => "320-0318-1"
]
"type" => array:2 [
"fr" => "Etudes de cas déposées"
"en" => "Published cases"
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"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
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"countries" => array:2 [
"fr" => null
"en" => null
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"abstract" => array:2 [
"fr" => "Airlines that were flag carriers of European countries have always been a symbol of pride for the individual countries. Air France and KLM, flag carriers of France and Netherlands, had merged together to fly higher than others in the European airspace. At the same time, other flag carriers such as Alitalia, Italy's flag carrier, was treading in troubled waters, with high debt to equity ratios. New airspaces had opened up for Air France-KLM in the growing markets of Africa, Asia and South America. Wishing to reach higher altitudes with competing European airlines, Air France-KLM decided to merge with Alitalia, giving it a helping hand in the process of its turnaround. However, the political and social forces were not open to this idea of letting go Alitalia, the pride and competitive advantage of Italy, though it was loss making for years together. Meanwhile, Gulf carriers, with their brand new fleet, positioned themselves as the hub-of-the-world, were searching for an opportunity to enter Europe and gain a share in the busy mature and lucrative airspace. Competition from low cost carriers such as Ryanair and EasyJet also increased. At the same time, Air France was in trouble because of its own increasing debts. In the mean-time the alliance with AF-KLM and Alitalia failed and Etihad got ownership of Alitalia with 49% stake. This also failed. The case discusses the challenges of AF-KLM in post-COVID situation. Will they be able to restructure, have a successful bail-out and compete effectively with Gulf airlines such as Emirates and Etihad?"
"en" => "Airlines that were flag carriers of European countries have always been a symbol of pride for the individual countries. Air France and KLM, flag carriers of France and Netherlands, had merged together to fly higher than others in the European airspace. At the same time, other flag carriers such as Alitalia, Italy's flag carrier, was treading in troubled waters, with high debt to equity ratios. New airspaces had opened up for Air France-KLM in the growing markets of Africa, Asia and South America. Wishing to reach higher altitudes with competing European airlines, Air France-KLM decided to merge with Alitalia, giving it a helping hand in the process of its turnaround. However, the political and social forces were not open to this idea of letting go Alitalia, the pride and competitive advantage of Italy, though it was loss making for years together. Meanwhile, Gulf carriers, with their brand new fleet, positioned themselves as the hub-of-the-world, were searching for an opportunity to enter Europe and gain a share in the busy mature and lucrative airspace. Competition from low cost carriers such as Ryanair and EasyJet also increased. At the same time, Air France was in trouble because of its own increasing debts. In the mean-time the alliance with AF-KLM and Alitalia failed and Etihad got ownership of Alitalia with 49% stake. This also failed. The case discusses the challenges of AF-KLM in post-COVID situation. Will they be able to restructure, have a successful bail-out and compete effectively with Gulf airlines such as Emirates and Etihad?"
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T20:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
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}
199 => Essec\Faculty\Model\Contribution {#2471
#_index: "academ_contributions"
#_id: "12830"
#_source: array:18 [
"id" => "12830"
"slug" => "when-building-a-brand-is-strategy-the-brand-based-view"
"yearMonth" => "2022-02"
"year" => "2022"
"title" => "When Building-a-Brand is Strategy? The Brand Based View"
"description" => "SOM, A. et ASAKAWA, K. (2022). When Building-a-Brand is Strategy? The Brand Based View. <i>The European Business Review</i>, January-February, pp. 48-54."
"authors" => array:2 [
0 => array:3 [
"name" => "SOM Ashok"
"bid" => "B00001502"
"slug" => "som-ashok"
]
1 => array:1 [
"name" => "ASAKAWA Kazuhiro"
]
]
"ouvrage" => ""
"keywords" => array:12 [
0 => "Brand based view"
1 => "resource based view"
2 => "legitimacy"
3 => "credibility"
4 => "authenticity"
5 => "person"
6 => "philosophy"
7 => "purpose"
8 => "need"
9 => "desire"
10 => "interest"
11 => "pleasure"
]
"updatedAt" => "2023-01-27 14:53:19"
"publicationUrl" => "https://www.europeanbusinessreview.com/when-building-a-brand-is-strategy-the-brand-based-view/"
"publicationInfo" => array:3 [
"pages" => "48-54"
"volume" => "January-February"
"number" => ""
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"type" => array:2 [
"fr" => "Articles"
"en" => "Journal articles"
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"support_type" => array:2 [
"fr" => "Revue professionnelle"
"en" => "Professional journal"
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"countries" => array:2 [
"fr" => null
"en" => null
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"abstract" => array:2 [
"fr" => """
At every step in a corporation, resource allocation is critical to the strategy making process and its implementation. During the process, managers face the dilemma of arbitrage. Most corporations are more concerned about their resource based values such as – technology, functionality, service – but have overlooked the importance of aspirational and emotional values of the brand. A brand is an identity. It is the reflection of what customers feel with their senses. To do this effectively corporations need to have a concrete idea of what they stand for and direct all actions in creating the brand identity that will be the basis of the brand based view. Moving from the resource based view to the brand based view the managers are in fact changing the constraint of resource from the supply side to the demand side. It is not anymore about the resource allocation that is the key to implementation but the aspiration and the pull from the consumer that will drive the implementation. As consumer aspires and pay higher prices the brand drives the growth of the corporation. This produces a visible and immediate impact designed at keeping the stakeholder in good faith while the brand trades-up.\n
\n
Clarify intent – the 3P, the story, the DNA, the desire. \n
Assign and reiterate the aspirational nature of the brand \n
Communicate about the value of the brand rather than the utility of the product \n
Align the product organization with the concept of credibility, legitimacy and authenticity \n
Co-create and integrate emotional connection \n
Deliver with transparency seamless, transaction less, personalized customer service for individuals and for the community it serves
"""
"en" => """
At every step in a corporation, resource allocation is critical to the strategy making process and its implementation. During the process, managers face the dilemma of arbitrage. Most corporations are more concerned about their resource based values such as – technology, functionality, service – but have overlooked the importance of aspirational and emotional values of the brand. A brand is an identity. It is the reflection of what customers feel with their senses. To do this effectively corporations need to have a concrete idea of what they stand for and direct all actions in creating the brand identity that will be the basis of the brand based view. Moving from the resource based view to the brand based view the managers are in fact changing the constraint of resource from the supply side to the demand side. It is not anymore about the resource allocation that is the key to implementation but the aspiration and the pull from the consumer that will drive the implementation. As consumer aspires and pay higher prices the brand drives the growth of the corporation. This produces a visible and immediate impact designed at keeping the stakeholder in good faith while the brand trades-up.\n
\n
Clarify intent – the 3P, the story, the DNA, the desire. \n
Assign and reiterate the aspirational nature of the brand \n
Communicate about the value of the brand rather than the utility of the product \n
Align the product organization with the concept of credibility, legitimacy and authenticity \n
Co-create and integrate emotional connection \n
Deliver with transparency seamless, transaction less, personalized customer service for individuals and for the community it serves
"""
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