Entity

Time filter

Source Type

Nord-Pas-de-Calais, France

SKEMA Business School is a school created by the merger of two French schools, CERAM Business School and Groupe ESC Lille in 2009.The school offers bachelors, masters, MBA, doctoral and executive education programs in China, France, Morocco and, since 2010, in the US. The school is ranked 27th in the Financial Times Master in Management 2012 ranking. The Master of Financial Markets & Investments is ranked 10th worldwide . Wikipedia.


Shao J.,SKEMA Business School | Muller R.,Norwegian School of Management
International Journal of Project Management | Year: 2011

Growth in the use of programs to achieve organizational strategy has led to a requirement to understand the leadership competences of effective program managers. This paper presents the results of the first stage of a larger study on the influence of leadership on program results. A qualitative, inductive interview-based approach was used with 15 program managers from a range of industries in China, Sweden, The Netherlands and the UK. The purpose of this qualitative study is: a) to develop the constructs for program context and program success in the research model in order to design a questionnaire for the subsequent quantitative study; b) to collect data from program managers on the magnitude and mix of leadership competences needed for successful program management. In addition to the development of measurement dimensions for program context and program success, the results also show that program managers' leadership competences are a key success factor in program management and program managers' leadership styles are contingent on program context. © 2011 Elsevier Ltd. and IPMA. Source


Medina R.,SKEMA Business School
International Journal of Project Management | Year: 2014

This paper presents empirical results from a study that aims to increase our understanding of the project manager's involvement in competence management in larger Swedish project-oriented organisations. Projects are today the predominant way of performing work. Organisations are also paying more attention to competence as competitive advantage. However, the logical interrelated connection between these two fields is still not understood.This study adopted a post-positivistic perspective starting with a qualitative step with in-depth interviews followed by a quantitative web survey.The major contributions are the framework that constitutes human resource management (HRM) competence management practices related to projects followed by the importance of project managers' involvement in the company's long-term goal in terms of competence.For researchers, these findings contribute to integrating project management into the HRM field. For practitioners, there is a need to review the project manager's participation in competence management. © 2014 Elsevier Ltd and IPMA. Source


Prayag G.,SKEMA Business School
International Journal of Tourism Research | Year: 2012

The purpose of this research is to assess the influence of socio-demographic characteristics on destination image and loyalty, thereby offering a segmentation perspective of visitors to the island of Mauritius. A self-administered survey of hotel guests was undertaken and resulted in a sample of 705 respondents. Using a k-means clustering algorithm and discriminant analysis, three clusters of visitors were identified. Different image attributes predict visitors' revisit and recommendation intentions. These findings allow destination marketers to adapt the marketing mix elements to different segments while enabling a destination to emphasize the relevant attributes in promotion and positioning efforts. © 2011 John Wiley & Sons, Ltd. Source


Vona F.,OFCE science Po | Vona F.,SKEMA Business School | Patriarca F.,University of Rome La Sapienza
Ecological Economics | Year: 2011

Within rich countries, a large dispersion in the capacity of generating environmental innovations appears correlated to the level of inequality. Previous works analyze the relationship between inequality and environmental quality in a static setting. This paper builds a dynamic model more suitable to analyze technological externalities driven by the emergence of a new demand for green products. Under fairly general assumptions on technology and preferences, we show that: 1. the relationship between inequality and environmental innovation is highly non-linear and crucially depends on per-capita income; 2. an excessive inequality harms the development of environmental technologies especially in rich countries. Key to our results is the fact that externalities generated by pioneer consumers of green products benefit the entire population only for relatively low income distances. The empirical analysis robustly confirms our theoretical results, that is: whereas for rich countries inequality negatively affects the diffusion of innovations, per-capita income is paramount in poorer ones. © 2011 Elsevier B.V. Source


Basu R.,SKEMA Business School
International Journal of Project Management | Year: 2014

The purpose of this paper is to establish the key role of quality in the 'iron triangle of cost, time and quality' and highlight the importance of implementing the people related 'organisation quality' amongst key stakeholders to deliver the success criteria of a project.The field research design comprised three stages.Stage 1: Semi-structured interviewsStage 2: Questionnaire surveys followed by a conceptual research model. The research model was validated by Partial Least Squares (PLS) modellingStage 3: Case studies of two comparable large projects based organisations (Heathrow Terminal 5 and High Speed 1).As a substantive contribution to knowledge the research defined project quality with three dimensions (viz. Design Quality, Process Quality and Organisation Quality) and identified the lack of attention to details to Organisation Quality. A mixed methodology of Partial Least Squares (PLS) and case studies was applied. The findings also helped to develop a simple but effective tool APEX (Assessing Process Excellence) to assess the key constructs of project quality and excellence. The paper also provides a summary of the best practices for managing quality. © 2013 . Source

Discover hidden collaborations