Paris Ph.D. Programme

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Strategy & Management

Mesure des flux d'externalités dans le cadre du commerce cross-canal

Ce projet de thèse de Doctorat sera réalisé en Sciences de Gestion à l’ESCP Europe sous la direction du Professeur Olivier Badot, en collaboration avec la Chaire E. Leclerc "Prospective du commerce dans la société 4.0."

Profil souhaité: marketing management / stratégie / nouvelle économie

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Plateformisation du commerce de centre-ville
Supervisor: Prof. Olivier Badot
Partnership: Chaire E. Leclerc "Prospective du commerce dans la société 4.0.
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Circular Economy, business-model innovation and institutional transformations
Supervisors: Prof. Valentina Carbone & Prof. Aurélien Acquier
Partnership: European-Union H2020 Research Project R2π Transition from linear 2 circular: policy and innovation
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Opportunities in (international) complex value chains: a stakeholders’ perspective
In strategic entrepreneurship, the analysis and exploration of opportunities is a major issue to understand the process of business creation and growth of new ventures. Many research works are based on the perspective of a face to face relation between the entrepreneur and the market (present or future). More recently, research articles have pointed out how networks matter in the emergence of opportunities. This point is critical when entrepreneurs are international entrepreneurs and deal with arm’s length relationships. The role of stakeholders, however, needs to be further explored in the creation of opportunities when value chains are complex. The purpose of this research theme is to explore in depth these processes where stakeholders are multiple. The main field of studies are (1) nano industries; (2) digital industries. (Prof. Régis Coeurderoy)

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Strategic Management & Human Capital: the paradoxical foundations of CA
Recent literature in strategic management has focused on the human capital issue as a key driver of competitive advantage. This is particularly salient when innovation and / or creativity matter. First, human capital is valuable when it emerges from the results of the learning processes the firm has gone through in developing its activities in close relations with its stakeholders. Second, human capital is often rare because it comes from an idiosyncratic process of knowledge combination. Third, as human capital stems from cooperation among employees, it is not really mobile. It is however embodied in individuals who are “human assets” potentially volatile for the company (eg, by exit). The purpose of the research is to explore the paradoxical dimensions of human capital management and the implications for sustaining competitive advantage. The main field of studies are knowledge-intensive industries, eg engineering, consulting or digital companies among others. (Prof. Régis Coeurderoy)

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Research Theme: Innovation Strategy in Creative Industries
Topic: The role of technology and digital trends in innovation: the case of fashion and luxury industries

This topic is embedded in the Lectra Chair « Fashion & Technology ».
Technology plays a key role in the fashion and luxury industries, at the level of creation, of manufacturing, of supply chain management and of retail and promotion management. The aim is to study the impact of technology in fashion and luxury industries and understand how it fosters or not innovation. This could include the analysis of the influence of technology at one or different levels of the value chain or its entirety, or the emergence of new players and/or new business models.
(Prof. Valérie Moatti & Prof. Céline Abecassis-Moedas)

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Research Theme: Innovation and Business models
Topic: Fashion and Luxury Chinese firms Innovative business models

This topic is embedded in the Lectra Chair « Fashion & Technology ».
Chinese fashion firms have traditionally been limited to sub-contracting or manufacturing for Western fashion (or luxury) brands. Some have now evolved towards the creation of their own brand with or without a dedicated retail. The aim is to analyze the new logics and business models that emerge with these changes, how it impacts how firms are organized and particularly to understand the role of technology in these evolutions. (Prof. Valérie Moatti & Prof. Céline Abecassis-Moedas)

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Sustainable Development in Fashion and Luxury
This topic is embedded in the Lectra Chair « Fashion & Technology ».
What does sustainable development mean in fashion and luxury industries? On the one hand, fashion industry is blamed for generating waste and focusing on branding and image rather than actually contributing to social and environmental improvement. Many critics have been also sent towards their processes (codes of conducts, sweat shop scandals, cotton manufacturing,…). However, several initiatives arise, among which: Toms’ business model and mission (one pair of shoes offered for each pair bought); Kering luxury group was recently awarded a prize for sustainable development by the Carbon Disclosure Project; several start-ups in fashion tend to include sustainable development in their reason for being (Miyet label, Vestiaire collective,…). At the same time, luxury is embedded in more long term consumption models and less product turnover. Is sustainable development only aimed at communication and image in the fashion industry? What are the key triggers? What is the actual impact of fashion and luxury on environmental and social performance? (Prof. Valérie Moatti & Prof. Céline Abecassis-Moedas)

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Research Theme: Value Chain Analysis – International Business
Topic: Location decisions and the value chain

This topic is embedded in the Lectra Chair « Fashion & Technology ».
The fashion industry has traditionally offshored its manufacturing for labor cost reasons. Recent research (Berger 2013, Pisano & Shih 2013) shows that offshoring may be detrimental to innovation in general and future innovation opportunities. Also, some companies in fashion and luxury (Zara, Kindy, Le Coq Sportif, Zadig et Voltaire, Armani,…) have questioned this choice and decided to relocate or to not offshore manufacturing. In this context, it is interesting to understand these different choices and how manufacturing and design locations matter for innovation in creative industries. Research in this area may include the analysis on the location of key knowledge and resources. The research could also focus on vertical integration or outsourcing and how the governance structure impacts the ability to innovate. On this dimension, opposing trends can be observed: virtual organization with the example of Nike or historical Benetton successes and highly integrated models such as Zara. (Prof. Valérie Moatti & Prof. Céline Abecassis-Moedas)

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L'innovation stratégique
L'innovation stratégique est un thème qui connaît un grand succès auprès des praticiens, notamment avec la notion de "Stratégie Océan Bleu" proposée par Kim et Mauborgne, mais dont les connexions avec la recherche académique sont encore distendues. Cette notion mérite-t-elle d'être approfondie d'un point de vue académique ? A quels champs de recherche peut-on la rattacher ? Si l'on analyse une série de cas emblématiques de cette notion en utilisant des théories établies dans la littérature académique, cela permet-il de l'enrichir ou de l'infléchir ? (Pr. Frédéric Fréry)

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Le modèle économique
Le concept de modèle économique (ou "business model"), après avoir connu un important succès auprès des praticiens, apparaît de plus en plus fréquemment dans la littérature académique. Quel est l'apport de cette notion ? Au travers de l'analyse d'une série de cas et/ou d'enquêtes auprès de praticiens, peut-on établir que la notion de modèle économique constitue une synthèse, une redite ou une avancée par rapport aux modèles établis en stratégie (chaîne de valeur, approche par les ressources, etc.) ? (Pr. Frédéric Fréry)

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Le management 2.0
L'idée que la diffusion des outils web 2.0 provoque une remise en cause des fondements du management connaît un fort retentissement auprès des praticiens sous la dénomination "management 2.0". Cependant, la littérature académique reste encore relativement distante par rapport à ce phénomène. Pourquoi ? A quels champs académiques peut-on le rattacher ? Que peut-on apprendre de l'analyse d'une série de cas emblématiques du management 2.0 au regard des théories des organisations ? (Pr. Frédéric Fréry)

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Les technologies éternellement émergentes
Les technologies éternellement émergentes. En contradiction avec les modèles établis de diffusion des innovations, certaines technologies (dont la voiture électrique, le visiophone ou le cinéma en relief) restent durablement en phase d'émergence : on annonce depuis plusieurs décennies leur succès imminent, mais elles restent pourtant confidentielles. A partir d'une analyse de la littérature consacrée à l'innovation et de l'étude d'une série de cas de technologies éternellement émergentes, peut-on expliquer ce phénomène ? Qu'est-ce qui provoque l'éternelle émergence ? Que nous apprend-elle sur la diffusion des technologies ? (Pr. Frédéric Fréry)

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