Essec\Faculty\Model\Profile {#2216
#_id: "B00000476"
#_source: array:40 [
"bid" => "B00000476"
"academId" => "1993"
"slug" => "sibieude-thierry"
"fullName" => "Thierry SIBIEUDE"
"lastName" => "SIBIEUDE"
"firstName" => "Thierry"
"title" => array:2 [
"fr" => "Professeur émérite"
"en" => "Emeritus Professor"
]
"email" => "sibieude@essec.edu"
"status" => "ACTIF"
"campus" => "Campus de Cergy"
"departments" => []
"phone" => "+33 (1) 34 43 37 28"
"sites" => []
"facNumber" => "1993"
"externalCvUrl" => "https://faculty.essec.edu/en/cv/sibieude-thierry/pdf"
"googleScholarUrl" => "https://scholar.google.com/citations?user=yI7TYZkAAAAJ"
"facOrcId" => "https://orcid.org/"
"career" => array:10 [
0 => Essec\Faculty\Model\CareerItem {#2225
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "1996-08-19"
"endDate" => "2023-10-01"
"isInternalPosition" => true
"type" => array:2 [
"fr" => "Positions académiques principales"
"en" => "Full-time academic appointments"
]
"label" => array:2 [
"fr" => "Professeur enseignant"
"en" => "Teaching 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 {#2226
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2003-01-01"
"endDate" => "2022-08-31"
"isInternalPosition" => true
"type" => array:2 [
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]
"label" => array:2 [
"fr" => "Professeur titulaire de la chaire Innovation et Entrepreneuriat Social"
"en" => "Chaired Professor of the chair "Innovation et Entrepreneuriat Social""
]
"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 {#2227
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2008-01-01"
"endDate" => null
"isInternalPosition" => true
"type" => array:2 [
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]
"label" => array:2 [
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"en" => "ESSEC Antropia Social Incubator Director"
]
"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}
}
3 => Essec\Faculty\Model\CareerItem {#2228
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "2015-01-01"
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"isInternalPosition" => true
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]
"label" => array:2 [
"fr" => "Directeur ESSEC AFRIQUE"
"en" => "ESSEC AFRIQUE Director"
]
"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}
}
4 => Essec\Faculty\Model\CareerItem {#2229
#_index: null
#_id: null
#_source: array:7 [
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"endDate" => "1960-05-20"
"isInternalPosition" => true
"type" => array:2 [
"en" => "Professional appointments"
"fr" => "Positions professionnelles"
]
"label" => array:2 [
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]
"institution" => array:2 [
"fr" => "Compagnie Générale des Eaux"
"en" => "Compagnie Générale des Eaux"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
5 => Essec\Faculty\Model\CareerItem {#2230
#_index: null
#_id: null
#_source: array:7 [
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"isInternalPosition" => true
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"label" => array:2 [
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]
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"en" => "Etablissement Cergy-Téléservice"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
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+"parent": Essec\Faculty\Model\Profile {#2216}
}
6 => Essec\Faculty\Model\CareerItem {#2231
#_index: null
#_id: null
#_source: array:7 [
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"isInternalPosition" => true
"type" => array:2 [
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]
"label" => array:2 [
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"en" => "Marketing and Sales Director"
]
"institution" => array:2 [
"fr" => "Etablissement Cergy-Téléservice"
"en" => "Etablissement Cergy-Téléservice"
]
"country" => array:2 [
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"en" => "France"
]
]
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}
7 => Essec\Faculty\Model\CareerItem {#2232
#_index: null
#_id: null
#_source: array:7 [
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]
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"fr" => "La Cinq SA"
"en" => "La Cinq SA"
]
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"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
8 => Essec\Faculty\Model\CareerItem {#2233
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "1960-05-20"
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"type" => array:2 [
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]
"label" => array:2 [
"fr" => "Professeur/Conseiller"
"en" => "Professor/Advisor"
]
"institution" => array:2 [
"fr" => "Institut de Gestion Internationale Agro-alimentaire (IGIA)"
"en" => "Institut de Gestion Internationale Agro-alimentaire (IGIA)"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
9 => Essec\Faculty\Model\CareerItem {#2234
#_index: null
#_id: null
#_source: array:7 [
"startDate" => "1960-05-20"
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"isInternalPosition" => true
"type" => array:2 [
"en" => "Professional appointments"
"fr" => "Positions professionnelles"
]
"label" => array:2 [
"fr" => "Directeur du développement"
"en" => "Development Director"
]
"institution" => array:2 [
"fr" => "Le Quotidien de Paris"
"en" => "Le Quotidien de Paris"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"diplomes" => array:4 [
0 => Essec\Faculty\Model\Diplome {#2218
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "2000"
"label" => array:2 [
"en" => "Doctorat in Geography and Environment Management"
"fr" => "Doctorat en Géographie et Gestion de l'Environnement"
]
"institution" => array:2 [
"fr" => "Université Cergy-Pontoise"
"en" => "Université Cergy-Pontoise"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
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}
1 => Essec\Faculty\Model\Diplome {#2220
#_index: null
#_id: null
#_source: array:6 [
"diplome" => "DIPLOMA"
"type" => array:2 [
"fr" => "Diplômes"
"en" => "Diplomas"
]
"year" => "1982"
"label" => array:2 [
"en" => "Maîtrise in Business Management"
"fr" => "Maîtrise de gestion des entreprises"
]
"institution" => array:2 [
"fr" => "Université Paris-Dauphine, PSL"
"en" => "Université Paris-Dauphine, PSL"
]
"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" => "1982"
"label" => array:2 [
"en" => "Licence in Law"
"fr" => "Licence en droit"
]
"institution" => array:2 [
"fr" => "Université Paris X Nanterre"
"en" => "Université Paris X Nanterre"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+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" => "1982"
"label" => array:2 [
"en" => "DEUG in Decision Support Mathematics"
"fr" => "DEUG de mathématiques d'aide à la décision"
]
"institution" => array:2 [
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"en" => "Université Paris-Dauphine, PSL"
]
"country" => array:2 [
"fr" => "France"
"en" => "France"
]
]
+lang: "en"
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}
]
"bio" => array:2 [
"fr" => null
"en" => null
]
"department" => array:2 [
"fr" => "Droit et environnement de l’entreprise"
"en" => "Public & Private Policy"
]
"site" => array:2 [
"fr" => ""
"en" => ""
]
"industrrySectors" => array:2 [
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]
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]
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]
"distinctions" => array:3 [
0 => Essec\Faculty\Model\Distinction {#2235
#_index: null
#_id: null
#_source: array:6 [
"date" => "2005-01-01"
"label" => array:2 [
"fr" => "Einsenhower Fellow"
"en" => "Einsenhower Fellow"
]
"type" => array:2 [
"fr" => "Bourses"
"en" => "Grants"
]
"tri" => " 2 "
"institution" => array:2 [
"fr" => "Eisenhower Fellowships"
"en" => "Eisenhower Fellowships"
]
"country" => array:2 [
"fr" => "États-Unis"
"en" => "United States of America"
]
]
+lang: "en"
+"parent": Essec\Faculty\Model\Profile {#2216}
}
1 => Essec\Faculty\Model\Distinction {#2236
#_index: null
#_id: null
#_source: array:6 [
"date" => "2006-04-01"
"label" => array:2 [
"fr" => "Chevalier de l'Ordre National du Mérite"
"en" => "Chevalier de l'Ordre National du Mérite"
]
"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}
}
2 => Essec\Faculty\Model\Distinction {#2237
#_index: null
#_id: null
#_source: array:6 [
"date" => "2012-04-01"
"label" => array:2 [
"fr" => "Chevalier de la Légion d'Honneur"
"en" => "Chevalier de la Légion d'Honneur"
]
"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}
}
]
"teaching" => []
"otherActivities" => array:5 [
0 => Essec\Faculty\Model\ExtraActivity {#2215
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "1960-05-20"
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"uuid" => "501"
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"subType" => array:2 [
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"en" => "Member of a professional association, of an expert group or of a board of directors"
]
"label" => array:2 [
"fr" => "Vice-Président du Conseil Général du Val d'Oise"
"en" => "Vice-President of the Conseil Général du Val d'Oise"
]
"institution" => array:2 [
"fr" => null
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]
"country" => array:2 [
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]
]
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+"parent": Essec\Faculty\Model\Profile {#2216}
}
1 => Essec\Faculty\Model\ExtraActivity {#2219
#_index: null
#_id: null
#_source: array:9 [
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"uuid" => "501"
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"en" => "Member of a professional association, of an expert group or of a board of directors"
]
"label" => array:2 [
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"en" => "President of the Commission Environnement"
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"fr" => null
"en" => null
]
"country" => array:2 [
"fr" => "France"
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]
]
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+"parent": Essec\Faculty\Model\Profile {#2216}
}
2 => Essec\Faculty\Model\ExtraActivity {#2222
#_index: null
#_id: null
#_source: array:9 [
"startDate" => "1960-05-20"
"endDate" => null
"year" => null
"uuid" => "501"
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"fr" => "Activités professionnelles"
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"fr" => "Membre d'une association professionnelle, d'un groupe d'experts ou d'un conseil d'administration"
"en" => "Member of a professional association, of an expert group or of a board of directors"
]
"label" => array:2 [
"fr" => "Président de l'Association "la Clé pour l'Autisme""
"en" => "President of the Association "la Clé pour l'Autisme""
]
"institution" => array:2 [
"fr" => null
"en" => null
]
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"fr" => null
"en" => null
]
]
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+"parent": Essec\Faculty\Model\Profile {#2216}
}
3 => Essec\Faculty\Model\ExtraActivity {#2223
#_index: null
#_id: null
#_source: array:9 [
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"uuid" => "501"
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"fr" => "Membre d'une association professionnelle, d'un groupe d'experts ou d'un conseil d'administration"
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"fr" => null
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]
"country" => array:2 [
"fr" => "France"
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]
]
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+"parent": Essec\Faculty\Model\Profile {#2216}
}
4 => Essec\Faculty\Model\ExtraActivity {#2224
#_index: null
#_id: null
#_source: array:9 [
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"endDate" => "1995-12-31"
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"uuid" => "502"
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]
"subType" => array:2 [
"fr" => "Consulting"
"en" => "Consulting"
]
"label" => array:2 [
"fr" => "Conseil pour diverses organisations, dont l'Institut BVA-Sibenson Environnement, le Conseil Général du Val d'Oise, PME-PMI, etc."
"en" => "Consulting for various organizations, including l'Institut BVA-Sibenson Environnement, Conseil Général du Val d'Oise, PME-PMI, etc."
]
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]
"country" => array:2 [
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]
]
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+"parent": Essec\Faculty\Model\Profile {#2216}
}
]
"theses" => []
"indexedAt" => "2024-11-21T23:21:22.000Z"
"contributions" => array:14 [
0 => Essec\Faculty\Model\Contribution {#2239
#_index: "academ_contributions"
#_id: "2942"
#_source: array:18 [
"id" => "2942"
"slug" => "cas-en-entrepreneuriat-social"
"yearMonth" => "2011-06"
"year" => "2011"
"title" => "Cas en Entrepreneuriat Social"
"description" => "PACHE, A.C. et SIBIEUDE, T. (2011). <i>Cas en Entrepreneuriat Social</i>. Éditions Management et Société (EMS), 151 pages."
"authors" => array:2 [
0 => array:3 [
"name" => "PACHE Anne-Claire"
"bid" => "B00010680"
"slug" => "pache-anne-claire"
]
1 => array:3 [
"name" => "SIBIEUDE Thierry"
"bid" => "B00000476"
"slug" => "sibieude-thierry"
]
]
"ouvrage" => ""
"keywords" => array:2 [
0 => "Entrepreneuriat social"
1 => "Etude de cas"
]
"updatedAt" => "2021-09-06 16:57:02"
"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" => """
Les organisations à finalité sociale (associations humanitaires, entreprises d'insertion, institutions de micro-finance, etc.) sont confrontées à des enjeux stratégiques et de gestion très particuliers, requérant de leurs dirigeants la capacité à mettre en synergie mission sociale et impératifs économiques. Ainsi :\n
• Comment Médecins sans Frontières gère sa mobilisation de ressources ?\n
• Comment l'entreprise d'insertion Table de Cana structure sa gouvernance ?\n
• Comment le mouvement Habitat et Humanisme fait cohabiter bénévoles et salariés ?\n
• Comment Planet Finance accompagne les institutions de microfinance à évaluer leur performance sociale ?\n
• Comment l'association Unis-Cité a-t-elle choisi de se développer sur le territoire français ?\n
Régulièrement utilisés dans le cadre d'enseignements de la Chaire Entrepreneuriat Social de l'ESSEC, ces 5 cas :\n
• décrivent des situations réelles que ces entreprises ont rencontrées,\n
• sont présentés via un descriptif complet et des annexes permettant une compréhension approfondie de l'entreprise et son environnement,\n
• comportent des notes pédagogiques et des pistes de réflexion.\n
Ce manuel offre la possibilité aux enseignants d'accompagner très concrètement les étudiants dans leur acquisition des compétences en entrepreneuriat social.
"""
"en" => """
Organizations with social purpose (humanitarian associations, insertion companies, institutions of microphone-finance, etc.) are confronted with very specific strategic and management issues, requiring their leaders to have the capacity to synergise a social mission and economic imperatives. \n
• How do Doctors without borders manage to mobilize their resources? • How does the insertion company Count of Cana structure its governorship? \n
• How does the Habitat and Humanism movement allow the cohabitation of voluntary and paid persons?\n
• How does Planet Finance accompany the microfinance institutions to evaluate their social performance?\n
• How did the association Unis-Cité come to choose French territory for development? \n
Regularly used within the framework lesson of Social the Entrepreneuriat Pulpit of ESSEC, these 5 cases: \n
• describe real situations which these companies encountered,\n
• are presented via a complete description and appendices allowing a thorough comprehension of the company and its environment,\n
• comprise teaching notes and lines of thinking. \n
This handbook offers the possibility for teachers to very concretely accompany the students in their acquisition of competences in social entrepreneurship.
"""
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T23:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.8789015
+"parent": null
}
1 => Essec\Faculty\Model\Contribution {#2241
#_index: "academ_contributions"
#_id: "2971"
#_source: array:18 [
"id" => "2971"
"slug" => "dessinons-notre-maison-repenser-les-services-publics-avec-les-usagers"
"yearMonth" => "2013-11"
"year" => "2013"
"title" => "Dessinons notre maison. Repenser les services publics avec les usagers"
"description" => "SIBIEUDE, T., KAUFFMANN, G. et MICHEL, D.A. (2013). <i>Dessinons notre maison. Repenser les services publics avec les usagers</i>. Conseil général du Val d’Oise, 121 pages."
"authors" => array:3 [
0 => array:3 [
"name" => "SIBIEUDE Thierry"
"bid" => "B00000476"
"slug" => "sibieude-thierry"
]
1 => array:1 [
"name" => "KAUFFMANN G."
]
2 => array:1 [
"name" => "MICHEL D.-A."
]
]
"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" => "Ce livre est né d’une conviction forte : c’est qu’il est nécessaire de penser autrement les politiques publiques, dans un contexte socio-économique caractérisé par un climat de défiance à l’égard des institutions. Le modèle de gestion des années 80 n’est plus de mise. Il devient urgent de susciter l’imagination, la créativité et la capacité à innover de tous pour imaginer la Cité de demain."
"en" => "Ce livre est né d’une conviction forte : c’est qu’il est nécessaire de penser autrement les politiques publiques, dans un contexte socio-économique caractérisé par un climat de défiance à l’égard des institutions. Le modèle de gestion des années 80 n’est plus de mise. Il devient urgent de susciter l’imagination, la créativité et la capacité à innover de tous pour imaginer la Cité de demain."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T23:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.8789015
+"parent": null
}
2 => Essec\Faculty\Model\Contribution {#2243
#_index: "academ_contributions"
#_id: "3166"
#_source: array:18 [
"id" => "3166"
"slug" => "lentreprise-sociale-aussi-a-besoin-dun-business-plan"
"yearMonth" => "2011-06"
"year" => "2011"
"title" => "L'entreprise sociale (aussi) a besoin d'un business plan"
"description" => "SIBIEUDE, T. et TRELLU-KANE, M. (2011). <i>L'entreprise sociale (aussi) a besoin d'un business plan</i>. Rue de l'Echiquier, 319 pages."
"authors" => array:2 [
0 => array:3 [
"name" => "SIBIEUDE Thierry"
"bid" => "B00000476"
"slug" => "sibieude-thierry"
]
1 => array:1 [
"name" => "TRELLU-KANE M."
]
]
"ouvrage" => ""
"keywords" => array:4 [
0 => "Business plan sociale"
1 => "Entreprise sociale"
2 => "Finalité sociale"
3 => "Impacte sociale"
]
"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" => """
Cet ouvrage propose une méthodologie d’élaboration d’un business plan adaptée à des projets à finalité sociale. Véritable manuel pour agir, il permet aux porteurs de projets et aux étudiants de développer leurs compétences en management, de comprendre les cadres théoriques et les modèles d’intervention dans le champ de l’entrepreneuriat social. Il constitue un outil utile pour concevoir une stratégie de mise en oeuvre efficace et pérenne, et met en évidence les éléments spécifiques à un projet à finalité sociale — comme les indicateurs d’évaluation de l’impact social.\n
Synthèse de nombreuses années de pratique pédagogique auprès d’entrepreneurs sociaux en herbe, ce manuel bénéficie également de l’expérience acquise par les deux auteurs au sein d’Antropia.
"""
"en" => "This work proposes a methodology of developing a business plan adapted to projects with social purpose. A true handbook, it allows project carriers and students to develop their competences in management, to understand the theory and models of intervention in the field of social entrepreneurship. It constitutes a useful tool to conceive an effective and sustainable strategy of implementation, and highlights the elements specific to a project of social purpose - such as evaluation indicators of the social impact. A synthesis of many years of teaching practice alongside social contractors in the making, this handbook also benefits from the experience gained by its two authors at the heart of Antropia."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T23:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.8789015
+"parent": null
}
3 => Essec\Faculty\Model\Contribution {#2240
#_index: "academ_contributions"
#_id: "3344"
#_source: array:18 [
"id" => "3344"
"slug" => "une-grande-ecole-pourquoi-pas-moi-le-droit-au-merite"
"yearMonth" => "2011-06"
"year" => "2011"
"title" => "Une grande école : Pourquoi pas moi ? Le droit au mérite"
"description" => "DARDELET, C., HERVIEU-WANE, F. et SIBIEUDE, T. (2011). <i>Une grande école : Pourquoi pas moi ? Le droit au mérite</i>. Armand Colin-Longman, 201 pages."
"authors" => array:3 [
0 => array:3 [
"name" => "SIBIEUDE Thierry"
"bid" => "B00000476"
"slug" => "sibieude-thierry"
]
1 => array:1 [
"name" => "DARDELET C."
]
2 => array:1 [
"name" => "HERVIEU-WANE F."
]
]
"ouvrage" => ""
"keywords" => array:4 [
0 => "Droit au mérite"
1 => "Egalité des chances"
2 => "Grande école"
3 => "Quartiers défavorisés"
]
"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" => """
Ascenseur social en panne, peur du déclassement, la société française semble sclérosée et enfermée dans son pessimisme. Face à ce constat, il est tentant d’accuser l’école républicaine, de blâmer les classes préparatoires et les grandes écoles d’entretenir la reproduction des élites. Il est effectivement urgent de restaurer plus d’égalité des chances dans l’accès à l’enseignement supérieur et de former des cadres représentatifs de la diversité sociale et culturelle du pays. \n
Certains établissements ont mis en place des voies réservées sur critères territoriaux. D’autres, à l’image de l’Essec, ont choisi de développer un système original de tutorat entre des étudiants et des lycéens issus de milieux populaires ou de quartiers défavorisés. Ce dispositif fait tomber les autocensures, restaure la confiance en soi, redonne du capital culturel et rend possible des parcours d’excellence pour des jeunes qui n’auraient jamais imaginé les atteindre. \n
Dix ans après son lancement, ce programme, illustré dans cet ouvrage par des analyses et de nombreux témoignages, a indéniablement ouvert des pistes réalistes et pertinentes pour que le droit au mérite redevienne réalité.
"""
"en" => "A broken down social elevator, with fear of losing status, the French company seems sclerosed and locked up in its pessimism. In view of this, it is tempting to blame the republican school, the preparatory classes and the 'grandes écoles' for maintaining production of the elite. It is true that measures must be taken to restore more equal opportunities in the access to higher education, and to train executives that are representative of the country's social and cultural diversity. Certain establishments have set up channels reserved on territorial criteria. Others, such as ESSEC, have chosen to develop an original system of tutoring between students and high-school pupils from working-class or disadvantaged areas. This device curtails self-censorships, restores self-confidence, regenerates cultural capital, and makes courses of excellence attainable to young people who would never have imagined attending them. Ten years after its launching, this program, illustrated in this work by analyses and many testimonies, has undeniably opened realistic and sustainable ways in which 'right' and merit can become reality once again."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T23:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.8789015
+"parent": null
}
4 => Essec\Faculty\Model\Contribution {#2244
#_index: "academ_contributions"
#_id: "9711"
#_source: array:18 [
"id" => "9711"
"slug" => "les-rouages-economiques-de-lenvironnement"
"yearMonth" => "1993-10"
"year" => "1993"
"title" => "Les Rouages Economiques de l'Environnement"
"description" => "SIBIEUDE, T. (1993). <i>Les Rouages Economiques de l'Environnement</i>. Paris: Editions de l'Atelier."
"authors" => array:1 [
0 => array:3 [
"name" => "SIBIEUDE Thierry"
"bid" => "B00000476"
"slug" => "sibieude-thierry"
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 18:37:46"
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T23:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.8789015
+"parent": null
}
5 => Essec\Faculty\Model\Contribution {#2238
#_index: "academ_contributions"
#_id: "9756"
#_source: array:18 [
"id" => "9756"
"slug" => "pme-pmi-integrer-lenvironnement-dans-votre-gestion"
"yearMonth" => "1995-02"
"year" => "1995"
"title" => "PME-PMI : Intégrer l'environnement dans votre gestion"
"description" => "SIBIEUDE, T. et FOUGERAT, D. (1995). <i>PME-PMI : Intégrer l'environnement dans votre gestion</i>. Paris: Economica."
"authors" => array:2 [
0 => array:3 [
"name" => "SIBIEUDE Thierry"
"bid" => "B00000476"
"slug" => "sibieude-thierry"
]
1 => array:1 [
"name" => "FOUGERAT D."
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2020-12-17 18:37:46"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => null
"volume" => null
"number" => null
]
"type" => array:2 [
"fr" => "Livres"
"en" => "Books"
]
"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" => "2024-11-21T23:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.8789015
+"parent": null
}
6 => Essec\Faculty\Model\Contribution {#2242
#_index: "academ_contributions"
#_id: "9767"
#_source: array:18 [
"id" => "9767"
"slug" => "environnement-et-amenagement-du-territoire"
"yearMonth" => "1996-03"
"year" => "1996"
"title" => "Environnement et aménagement du territoire"
"description" => "SIBIEUDE, T. et PAQUOT, T. (1996). Environnement et aménagement du territoire. <i>Le Monde des Villes</i>."
"authors" => array:2 [
0 => array:3 [
"name" => "SIBIEUDE Thierry"
"bid" => "B00000476"
"slug" => "sibieude-thierry"
]
1 => array:1 [
"name" => "PAQUOT T."
]
]
"ouvrage" => ""
"keywords" => []
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T23:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.8789015
+"parent": null
}
7 => Essec\Faculty\Model\Contribution {#2245
#_index: "academ_contributions"
#_id: "9775"
#_source: array:18 [
"id" => "9775"
"slug" => "la-valorisation-des-dechets-par-le-recyclage"
"yearMonth" => "1996-03"
"year" => "1996"
"title" => "La valorisation des déchets par le recyclage"
"description" => "SIBIEUDE, T. (1996). La valorisation des déchets par le recyclage. <i>Espace pour Demain</i>."
"authors" => array:1 [
0 => array:3 [
"name" => "SIBIEUDE Thierry"
"bid" => "B00000476"
"slug" => "sibieude-thierry"
]
]
"ouvrage" => ""
"keywords" => []
"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" => null
"en" => null
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T23:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.8789015
+"parent": null
}
8 => Essec\Faculty\Model\Contribution {#2246
#_index: "academ_contributions"
#_id: "3893"
#_source: array:18 [
"id" => "3893"
"slug" => "lentrepreneuriat-social-champ-privilegie-et-source-active-dinnovation-force-de-changement"
"yearMonth" => "2007-01"
"year" => "2007"
"title" => "L'entrepreneuriat social : champ privilégié et source active d'innovation, force de changement"
"description" => "SIBIEUDE, T. (2007). L'entrepreneuriat social : champ privilégié et source active d'innovation, force de changement. Dans: <i>L'art de l'innovation</i>. 1st ed. L'Harmattan, pp. 139-150."
"authors" => array:1 [
0 => array:3 [
"name" => "SIBIEUDE Thierry"
"bid" => "B00000476"
"slug" => "sibieude-thierry"
]
]
"ouvrage" => "L'art de l'innovation"
"keywords" => array:1 [
0 => "Entrepreneurs sociaux"
]
"updatedAt" => "2021-09-06 14:06:32"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "139-150"
"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 entrepreneurs sociaux mettent leur volonté d'innover au service de besoins sociétaux. La finalité sociale est supérieure à la finalité économique."
"en" => "Social entrepreneurs want to innovate for needs of society. Social aim is higher than economic aim."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T23:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.8789015
+"parent": null
}
9 => Essec\Faculty\Model\Contribution {#2247
#_index: "academ_contributions"
#_id: "12659"
#_source: array:18 [
"id" => "12659"
"slug" => "entreprises-a-mission-et-raison-detre-changer-lentreprise-pour-un-monde-plus-durable-label-fnege-2021"
"yearMonth" => "2020-07"
"year" => "2020"
"title" => "Entreprises à mission et raison d'être. Changer l'entreprise pour un monde plus durable [Label FNEGE 2021]"
"description" => "AUTISSIER, D., BRETONES, L., JACQUILLAT, E., MARTIN, D.G. et SIBIEUDE, T. [Eds] (2020). <i>Entreprises à mission et raison d'être. Changer l'entreprise pour un monde plus durable [Label FNEGE 2021]</i>. Malakoff: Dunod."
"authors" => array:5 [
0 => array:2 [
"name" => "AUTISSIER David"
"bid" => "B00406284"
]
1 => array:3 [
"name" => "SIBIEUDE Thierry"
"bid" => "B00000476"
"slug" => "sibieude-thierry"
]
2 => array:1 [
"name" => "BRETONES Luc"
]
3 => array:1 [
"name" => "JACQUILLAT Emery"
]
4 => array:1 [
"name" => "MARTIN Didier G."
]
]
"ouvrage" => ""
"keywords" => []
"updatedAt" => "2023-07-27 14:55:49"
"publicationUrl" => "https://www.cairn.info/entreprises-a-mission-et-raison-d-etre--9782100810840.htm?contenu=presentation"
"publicationInfo" => array:3 [
"pages" => ""
"volume" => ""
"number" => ""
]
"type" => array:2 [
"fr" => "Direction d'ouvrage"
"en" => "Book editor"
]
"support_type" => array:2 [
"fr" => "Editeur"
"en" => "Publisher"
]
"countries" => array:2 [
"fr" => null
"en" => null
]
"abstract" => array:2 [
"fr" => "Le besoin de réenchanter l’entreprise. Désengagement. Sens. Désaveu générationnel. L’émergence de nouvelles formes de gouvernance. L’émergence de la « raison d’être ( Purpose). Les start-up américaines et leur désir de changer le monde. La « raison d’être » d’une entreprise, c’est quoi ? Affichage ou réalités. Les entreprises à mission. La loi Pacte. La notion de mission et ses déclinaisons. Des exemples d’entreprise à mission françaises. Camif. Patagonia. Danone. Maif. Groupama… Les entreprises à mission dans d’autres pays. « Zappos » aux Etats-Unis. « Buurtzorg » aux Pays-Bas. Des banques innovantes en Russie. Comment devenir une entreprise à mission. Quelle méthodologie ? Les facteurs clés d’échec. Les facteurs clés de succès."
"en" => "Le besoin de réenchanter l’entreprise. Désengagement. Sens. Désaveu générationnel. L’émergence de nouvelles formes de gouvernance. L’émergence de la « raison d’être ( Purpose). Les start-up américaines et leur désir de changer le monde. La « raison d’être » d’une entreprise, c’est quoi ? Affichage ou réalités. Les entreprises à mission. La loi Pacte. La notion de mission et ses déclinaisons. Des exemples d’entreprise à mission françaises. Camif. Patagonia. Danone. Maif. Groupama… Les entreprises à mission dans d’autres pays. « Zappos » aux Etats-Unis. « Buurtzorg » aux Pays-Bas. Des banques innovantes en Russie. Comment devenir une entreprise à mission. Quelle méthodologie ? Les facteurs clés d’échec. Les facteurs clés de succès."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T23:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.8789015
+"parent": null
}
10 => Essec\Faculty\Model\Contribution {#2248
#_index: "academ_contributions"
#_id: "9062"
#_source: array:18 [
"id" => "9062"
"slug" => "lentrepreneuriat-social-force-de-changement"
"yearMonth" => "2006-06"
"year" => "2006"
"title" => "L'entrepreneuriat social : force de changement"
"description" => "SIBIEUDE, T. (2006). L'entrepreneuriat social : force de changement. <i>Les Echos</i>, pp. 10-11."
"authors" => array:1 [
0 => array:3 [
"name" => "SIBIEUDE Thierry"
"bid" => "B00000476"
"slug" => "sibieude-thierry"
]
]
"ouvrage" => ""
"keywords" => array:3 [
0 => "Entrepreneur social"
1 => "Utilité sociale"
2 => "Valeur sociale"
]
"updatedAt" => "2020-12-17 18:37:46"
"publicationUrl" => null
"publicationInfo" => array:3 [
"pages" => "10-11"
"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" => "L 'entrepreneur social ne recherche pas le profit pour le profit mais une réponse alternative aux grandes questions de sociales. Son innovation , espère-t-il doit être à la base d'un changement profond dans la société. L'article dresse un portrait de l'entrepreneur social en détaillant plusieurs initiatives (service volontaire, " Une Grande Ecole : pourquoi pas moi ? ", les jardins de Cocagne..). Les entrepreneurs sociaux mettent leur volonté au service de besoins sociétaux. La finalité sociale ets supérieure à la finalité économique"
"en" => "A social entrepreneur is not looking for the profit for itself, but for an answer to the big social issues. His innovation will be hopefully the basis of a major social change. The article presents several initiatives like volunteer civil service, "A top Business School : why not me?" or "Les jardins de Cocagne" Social enterprises have a social value bigger than the economic value."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T23:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.8789015
+"parent": null
}
11 => Essec\Faculty\Model\Contribution {#2249
#_index: "academ_contributions"
#_id: "6331"
#_source: array:18 [
"id" => "6331"
"slug" => "la-privatisation-de-la-collecte-et-de-lenfouissement-des-dechets-municipaux-de-chennai-madras"
"yearMonth" => "2001-04"
"year" => "2001"
"title" => "La privatisation de la collecte et de l'enfouissement des déchets municipaux de Chennai (Madras)"
"description" => "SALLEZ, A. et SIBIEUDE, T. (2001). La privatisation de la collecte et de l'enfouissement des déchets municipaux de Chennai (Madras)."
"authors" => array:2 [
0 => array:3 [
"name" => "SALLEZ Alain"
"bid" => "B00000461"
"slug" => "sallez-alain"
]
1 => array:3 [
"name" => "SIBIEUDE Thierry"
"bid" => "B00000476"
"slug" => "sibieude-thierry"
]
]
"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" => "La ville de Chennai, capitale de l'Etat du Tamil Nadu en Inde, était confrontée depuis de nombreuses années à des problèmes d'encombrement des déchets sur la voirie publique, incompatibles avec la sécurité sanitaire et l'attraction touristique de la ville. Un appel d'offre de délégation du service ramassage et d'enfouissement des déchets a pu être réalisé. Les aspects légaux, managériaux et sociaux de cette délégation de service public font l'objet de cette étude du cas de Chennait."
"en" => "The city of Chennai, capital of Tamil Nadu State in India had been confronted for years to heavy garbage littering on public roads, incompatible with sanitary security and the rouristic attractiveness of the city. A call for bids has been organized to delegate the collect and burying of households garbage. The legal, management and social aspects of this delegation are the key points of this care study"
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T23:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.8789015
+"parent": null
}
12 => Essec\Faculty\Model\Contribution {#2250
#_index: "academ_contributions"
#_id: "8013"
#_source: array:18 [
"id" => "8013"
"slug" => "enjeux-et-perspectives-du-societariat-des-groupes-mutualistes-complexes-face-aux-strategies-de-developpement-a-lechelle-groupe-quelques-enseignements-du-cas-du-groupe-macif"
"yearMonth" => "2008-05"
"year" => "2008"
"title" => "Enjeux et perspectives du sociétariat des groupes mutualistes complexes face aux stratégies de développement à l'échelle groupe : quelques enseignements du cas du groupe MACIF"
"description" => "SIBIEUDE, T. et VIDAL, R. (2008). <i>Enjeux et perspectives du sociétariat des groupes mutualistes complexes face aux stratégies de développement à l'échelle groupe : quelques enseignements du cas du groupe MACIF</i>. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SIBIEUDE Thierry"
"bid" => "B00000476"
"slug" => "sibieude-thierry"
]
1 => array:1 [
"name" => "VIDAL R."
]
]
"ouvrage" => ""
"keywords" => array:8 [
0 => "Capital social"
1 => "Coopératives"
2 => "Economie sociale"
3 => "Groupes complexes"
4 => "Mutuelles d'assurance"
5 => "Réseaux sociaux"
6 => "Responsabilité sociétale de l'entreprise"
7 => "Sociétariat"
]
"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" => "Les groupes complexes de l'économie sociale, notamment les Sociétés d'Assurance Mutuelle (SAM), voient aujourd'hui coexister en leur sein clients et sociétaires. Cette évolution économique et juridique, considérée comme nécessaire au développement, a produit une augmentation relative du nombre des clients par rapport aux sociétaires, dans des proportions variables selon les entreprises. Elle a également été concomitante d'une diminution de la vigueur du sociétariat, liées aux évolutions sociétales, alors que les liens sociaux, le rôle des réseaux sociaux et territoriaux, les sentiments d'appartenance et de communauté, restent des caractéristiques et des actifs intangibles majeurs des groupes mutualistes. Dans une période où ces entreprises doivent s'organiser pour assurer leur développement et répondre à des contextes plus concurrentiels, cette situation soulève plusieurs enjeux qui ont été identifiés et analysés, en particulier pour les groupes mutualistes d'assurance, dans le cadre d'une recherche-action menée avec le groupe MACIF, partenaire fondateur de la Chaire Entrepreneuriat Social de l'ESSEC. Face à ces enjeux, un équilibre entre obligations et droits, cohésion interne et ouverture aux acteurs sociaux, relations internes et relations à des acteurs externes, est à trouver (dans le cadre juridique actuel), afin de mieux associer les clients au groupe et aux sociétaires et de renforcer la cohésion et la gestion groupe. Cette évolution peut passer par l'offre elle-même, par la gestion commerciale, par des actions sociétales ou par des actions d'animation du sociétariat, ouvertes aux clients, sans remettre en cause la gouvernance, dans une approche managériale globale. Il apparaît par ailleurs que le développement des attentes de performances sociétales, en termes de Responsabilité Sociétale de l'Entreprise (RSE) et de contribution à un développement soutenable (aux plans social, écologique et économique, en termes d'équité territoriale et de gouvernance), interfère directement avec la question sociétaires / clients / groupe complexe, dans une perspective mutualiste où la RSE n'est pas simple communication mais est intégrée à la stratégie de développement de l'entreprise. Le capital social auquel se rattache le sociétariat et son animation, est alors à conserver, à développer ou à redéployer, dans des arbitrages et des synergies avec les autres formes de capital (humain, naturel et économique). Cette approche de type " sustainable business " offre un regard pratique utile au projet et à l'activité à la fois politique et économique d'une société mutualiste. Des évolutions de l'organisation et des actions de lobbying semblent également nécessaires. L'analyse a été conduite dans le cadre d'une approche fondée notamment sur la théorie des parties prenantes, la théorie des ressources et les concepts de capital social, de responsabilité sociétale de l'entreprise, de développement durable et de " sustainable business "."
"en" => "This paper presents an action research conducted with the MACIF group. It explores the origins and consequences of the joint management of both "pure clients" and "members" in a mutual insurance group owning non-mutual subsidiaries. In the past decade, cooperative and mutual corporations have created non-mutual subsidiaries to enter new markets or to capture new market segments while maintaining their governance equilibrium at the "holding" mutual/cooperative level. These changes led to the growth of a "pure client" client base (clients linked to the mutual group only by a commercial relationship, via the non-mutual subsidiaries) and the decrease in numbers of the "members" client base (clients linked to the mutual group by a membership as well as a commercial relationship). At the same time, membership commitment is weakening, due to societal changes. This article proposes various management strategies to address this issue, assuming governance structures and rules remaining unchanged. It namely shows that Corporate Social Responsibility, sustainable business as well as community involvement strategies are key levers that cooperative and mutual companies can use to both increase participation of "pure clients" in the mutual life (leading these clients to become members along a gradual "commitment path" related to community and social concerns) and enhance commitment of "members", without jeopardizing the specificities of their status.This paper presents an action research conducted with the MACIF group. It explores the origins and consequences of the joint management of both "pure clients" and "members" in a mutual insurance group owning non-mutual subsidiaries. In the past decade, cooperative and mutual corporations have created non-mutual subsidiaries to enter new markets or to capture new market segments while maintaining their governance equilibrium at the "holding" mutual/cooperative level. These changes led to the growth of a "pure client" client base (clients linked to the mutual group only by a commercial relationship, via the non-mutual subsidiaries) and the decrease in numbers of the "members" client base (clients linked to the mutual group by a membership as well as a commercial relationship). At the same time, membership commitment is weakening, due to societal changes. This article proposes various management strategies to address this issue, assuming governance structures and rules remaining unchanged. It namely shows that Corporate Social Responsibility, sustainable business as well as community involvement strategies are key levers that cooperative and mutual companies can use to both increase participation of "pure clients" in the mutual life (leading these clients to become members along a gradual "commitment path" related to community and social concerns) and enhance commitment of "members", without jeopardizing the specificities of their status."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T23:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.8789015
+"parent": null
}
13 => Essec\Faculty\Model\Contribution {#2251
#_index: "academ_contributions"
#_id: "8175"
#_source: array:18 [
"id" => "8175"
"slug" => "le-programme-une-grande-ecole-pourquoi-par-moi-dune-action-de-responsabilite-societale-de-lessec-a-la-responsabilite-societale-des-grandes-ecoles-francaises"
"yearMonth" => "2008-05"
"year" => "2008"
"title" => "Le programme "Une grande école : pourquoi par moi ?" D'une action de responsabilité sociétale de l'ESSEC à la responsabilité sociétale des grandes écoles françaises"
"description" => "SIBIEUDE, T. et VIDAL, R. (2008). <i>Le programme "Une grande école : pourquoi par moi ?" D'une action de responsabilité sociétale de l'ESSEC à la responsabilité sociétale des grandes écoles françaises</i>. ESSEC Business School."
"authors" => array:2 [
0 => array:3 [
"name" => "SIBIEUDE Thierry"
"bid" => "B00000476"
"slug" => "sibieude-thierry"
]
1 => array:1 [
"name" => "VIDAL R."
]
]
"ouvrage" => ""
"keywords" => array:8 [
0 => "Capital social"
1 => "Développement socialement durable"
2 => "Diversité"
3 => "Egalité des chances"
4 => "Entrepreneuriat social"
5 => "Ouverture sociale"
6 => "RSE"
7 => "ZUP, ZES"
]
"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 2002, l'ESSEC met en œuvre un programme pédagogique spécifique, " Une grande école : pourquoi pas moi ?®" (PQPM), destiné à accompagner des lycéens, sélectionnés sur des critères sociaux et d'excellence scolaire, issus de milieux modestes et défavorisés. Il s'agit de permettre à ces jeunes de se projeter avec plus d'atouts dans leur futur professionnel, en commençant par accroître leurs chances de poursuivre des études supérieures ambitieuses dans les filières post-baccalauréat de leurs choix, en particulier les filières classes préparatoires / grandes écoles. Les modalités de ce programme font intervenir l'institution ESSEC dans son ensemble, des professeurs, des élèves de l'école, ainsi que des acteurs des lycées partenaires, des communautés éducatives et des intervenants hors éducation nationale. Le programme est porté par la Chaire Entrepreneuriat Social de l'ESSEC et son essaimage est assuré à l'échelle de la Conférence des Grandes Ecoles par le biais d'un Label. Ce programme illustre plusieurs thématiques reconnues de la RSE (Responsabilité Sociale de l'Entreprise), appliquée au cas d'une école de gestion : " dynamiques organisationnelles ", " incorporation de la RSE au cursus " (intégration au métier et à la stratégie), " materiality " des enjeux de RSE au sens de la Global Reporting Initiative, " institutionnalisation de la RSE ", et plus globalement illustre des aspects (sociaux et sociétaux) de la " responsabilité de l'enseignement de la gestion dans le monde contemporain " .L'approche de la RSE mise en œuvre par PQPM est de nature stratégique, parce qu'elle touche aux fondamentaux du métier de l'enseignement et à des éléments clefs du rôle sociétal, social et macroéconomique de l'enseignement supérieur. Elle est orientée vers l'innovation sociétale et le dialogue avec les parties prenantes, pour un développement socialement soutenable. Elle repose également largement sur un projet et une dynamique entrepreneuriale. Aussi, en complément d'éléments de cadrage propres à la RSE, le programme PQPM peut être analysé à l'aune des théories de l'entrepreneuriat social, du capital social, du développement socialement durable (DSD) et par la " capability approach "."
"en" => "This paper presents the context, the principles, the operational process and a CSR oriented analytical framework for the ESSEC PQPM educational program. Since 2002, ESSEC Business School has set up a dedicated educational program " Une grande école : pourquoi pas moi ?®", "A top higher education: why not for me?", aka "PQPM", for "PourQuoi Pas Moi", "Why not for Me ?" aimed to support high school pupils from modest or disadvantaged social background and geographic area. These high school pupils are selected on the basis of social and scholastic criteria (promising scholastic results, will to succeed), jointly by ESSEC and their high school. The goals of PQPM program are triple: to support disadvantaged high school pupils whose modest family background - many from immigration - limits their possibilities to access high-level education (specialties and fields from their own choice) and therefore ambitious professional careers, as well as personal achievement, to contribute to the diversification of recruitment in French higher education and social inclusion, to provide ESSEC MBAs students the chance to discover the extensive social diversity of French society through an innovative learning experience. Height high school are involved directly in the local territory of ESSEC Campus (Cergy Pontoise urban area, north-west of Paris, Val d'Oise), whereas at French national level, about thirty French higher education schools are using a PQPM national label ensuring the respect of the method and principles, to develop their own similar program. Inside the ESSEC and for its territory, the PQPM program is run and developed by the ESSEC Social Entrepreneurship Center Team, as a real social enterprise, with a specific operational team (3 persons). The keys points of PQPM are the following: same entrance exams for university education for all students: no quota system, but a selection (merit) / compensation and support scheme, tutoring lasting for 3 hrs/week for over 3 years of high school period, located in the ESSEC campus, double tutoring: student tutoring (ESSEC MBAs) and professor tutoring (high schools' professors), involvement of ESSEC MBAs students, to run the program and through tutoring, freedom of choice for the pupils about their future higher education (Business School as well as engineer, medical, scientist, law school, etc.): "each Person as far as possible in his own track". Pupils tutoring lasting 100 hrs in 1st high school year, 140 hrs in the 2nd & 3rd years, as follows: tutoring sessions lasting 3 hrs/week at ESSEC campus, cultural trips: museums, theatre, opera, shows, heritage sites, etc. workshops: oral & written techniques with an actress from a local artistic center, "social codes" with sociologists, personalized help through support to set up a personal educational project, etc., individual follow up meetings with students and professor-tutors, company visits - "Shadowing of typical professional day work". PQPM program shows several characteristics from a CSR program focused on the social issue of allowing higher education to deprived young people / urban areas high school pupils (which is an issue that can be considered satisfying the "materiality" criteria from GRI sustainable reporting approach): partnership, participation and inclusive governance process including a wide range of stockholders, social sustainability: personal capabilities improvement, social capital and social equity, entrepreneurship: PQPM, a small social business, run with the MBAs volunteers, experimentation / innovation: pedagogic and institutional innovations, (positive) altruism, ethical concern, political contribution of ESSEC in the French public sphere, through the national PQPM label and the involvement of ESSEC Social Entrepreneurship Center team in the French national debate on social inclusion in higher education, a part of the global ESSEC strategy, community involvement: in the urban area of Cergy Pontoise and the Val d'Oise department."
]
"authors_fields" => array:2 [
"fr" => "Management"
"en" => "Management"
]
"indexedAt" => "2024-11-21T23:21:42.000Z"
]
+lang: "en"
+"_type": "_doc"
+"_score": 6.8789015
+"parent": null
}
]
"avatar" => "https://faculty.essec.edu/wp-content/uploads/avatars/B00000476.jpg"
"contributionCounts" => 14
"personalLinks" => array:2 [
0 => "<a href="https://orcid.org/" target="_blank">ORCID</a>"
1 => "<a href="https://scholar.google.com/citations?user=yI7TYZkAAAAJ" target="_blank">Google scholar</a>"
]
"docTitle" => "Thierry SIBIEUDE"
"docSubtitle" => "Emeritus Professor"
"docDescription" => "Department: Public & Private Policy<br>Campus de Cergy"
"docType" => "cv"
"docPreview" => "<img src="https://faculty.essec.edu/wp-content/uploads/avatars/B00000476.jpg"><span><span>Thierry SIBIEUDE</span><span>B00000476</span></span>"
"academ_cv_info" => ""
]
#_index: "academ_cv"
+lang: "en"
+"_type": "_doc"
+"_score": 5.0369525
+"parent": null
}
