CEO compensations in a stakeholders' regime : an empirical investigation with French listed companies

Ces dernières années, la publication du niveau de rémunération des dirigeants a soulevé d’intenses controverses. Un certain nombre d’études ont mis en évidence une relation positive entre le salaire des dirigeants et la performance de la société, aux Etats-Unis et en Grande- Bretagne. La rémunération des dirigeants est également proche de la structure du gouvernement d’entreprise. Or la structure française de gouvernement d’entreprise est différente de celle observée aux États-Unis ou en Grande-Bretagne. En France, la tradition voulait que l’on ne divulgue pas ou peu d’information sur le niveau de rémunération des dirigeants. Cependant depuis 2002, les sociétés cotées doivent indiquer dans leurs rapports annuels le montant des rémunérations des dirigeants et des membres du conseil d’administration. (loi NRE, 15 mai 2001). A partir d’un échantillon de 110 sociétés cotées françaises sur la période 2002-2004 (indice SBF 120), l’objet de cette recherche est d’apporter des éclairages sur la rémunération des dirigeants dans un pays connu pour être plutôt conservateur sur le sujet. Pour étudier les déterminants de la rémunération des dirigeants, nous avons utilisé trois mesures de cette rémunération : la partie fixe du salaire, le bonus annuel et la rémunération globale. Les premiers résultats montrent que les trois mesures de la rémunération des dirigeants peuvent être expliquées par la taille de la société, et la partie variable (bonus) par la performance boursière. Les résultats sur le risque sont plus mitigés et indiquent que le risque spécifique de la firme est négativement associé à la rémunération des dirigeants, ce qui confirme les résultats de Gray et Cannela (1997). Enfin, les variables de gouvernance ont un impact significatif sur le niveau de rémunération des dirigeants.CEO compensation; Corporate governance; Performance

Idea management in the age of digital innovation: An exploratory case study

(French) Pour bon nombre d’entreprises, l’innovation digitale est devenue synonyme d’impératif stratégique et de priorité opérationnelle. Paradoxalement, l’innovation digitale est un terme fourre-tout dont la signification floue rend la mise en pratique difficile. La manière dont les idées spécifiquement destinées à constituer de futures innovations digitales doivent être gérées est un phénomène récent sur lequel la littérature reste jusqu’à présent muette. Nous apportons une première compréhension empirique à ce phénomène à travers une étude de cas sur la gestion d’idées telle que pratiquée dans une entreprise traditionnelle dans le cadre de sa stratégie de transformation digitale. Nous contribuons à la littérature sur la gestion d’innovations digitales et la transformation organisationnelle en démontrant comment la digitalisation transforme la phase d’initiation de la gestion de l’innovation. Notre cas indique que l’initiation d’innovations digitales nécessite un processus de gestion des idées flexible et une participation hétérogène d’acteurs. Une gestion des idées innovantes sous forme de couples de problèmes et de solutions en constante coévolution y est propice et aide à surmonter des inerties économiques et politiques dans l’initiation d’innovations digitales. Nous espérons ainsi guider les praticiens dans la mise en œuvre d’un processus de gestion d’idées propice au développement d’innovations digitales

Idea Management in a Digital World: An Adapted Framework

The continuing emergence of new digital technologies, platforms and infrastructure has opened unprecedented possibilities for innovation. Eager to seize these opportunities, many organizations adopt idea management programs to help leverage their employees’ ideas for digital innovations. However, we lack an integrated understanding of how the logics of digital innovation affect the practice of idea management. We therefore pose the following research question: “How can idea management programs be conceptualized in light of digital innovation?”. Drawing on the disparate yet complementary conceptual building blocks of open innovation and problem-solution pairs, we develop a revised conceptualization of how idea management is practiced in a digital context. Our framework suggests that idea management programs can be used by organizations as orchestration and cognitive sensemaking devices to support the matching, forking, merging and refinement of ideas. These insights shed fresh light on how innovations form and evolve in a pervasively digital world

Towards Dynamic Exploration and Exploitation – Reviewing Ambidexterity in the Digital Era

The proliferation of digital technologies is providing organisations with new business opportunities as well as challenging them to transform their existing business models. Accordingly, IS scholars are increasingly striving to understand how incumbents are able to leverage digital technologies, while also maintaining efficiency and reliability of existing operations. A prominent concept that IS scholars have drawn upon to examine these opposing activities is ambidexterity. As yet, we however lack a synthesised view of ambidexterity approaches and outcomes in the digital era. We conduct a systematic literature review to examine what ambidexterity approaches exist for incumbents and what is known about the outcomes of ambidexterity in the digital era. We synthesise three ambidexterity approaches recently put forward by IS scholars and conclude that ambidexterity outcomes remain somewhat obscure. Finally, we suggest four avenues for future IS research on ambidexterity

TRAJECTORY OF AN IT PROJECT NETWORK: CONVERGENCE, DIVERGENCE AND ADJUSTEMENT PROCESS

The increasing failure of IT projects has led to debate about the way these projects are currently managed and to a search for new concepts and theories about project management in order to decrease the failure rate. We assume that it is important to know how to observe an on-going IT project in order to better understand the issues at stake. For this reason, without rejecting previous studies, our purpose is to present a method that may improve our understanding of IT project failure. We do this by demonstrating the value of observing the IT project as a project network. We show that IT project success or failure can be understood during the on-going project as lying along a continuum between convergence and divergence. We present the four characteristics that describe the trajectory of convergence or divergence. Our analyse is based on a longitudinal case study, The Pupitre Virtuel project, an IT project in the French educational area national. The dynamic observation of interactions of project network entities along a continuum convergent/divergent stresses the difficulty to isolate one or few failure factors. Conversely, our observation allows understanding the evolution of the project by considering the dynamic of interactions over time and the on-going redefinitions of its entities through controversies. From this perspective, it would be possible to correct the project trajectory in real time in order to avoid its collapse

The Design of the Agile Culture Transformation Canvas

In today’s fast-paced environment where priorities are constantly changing, organisations are increasingly turning towards agile. When doing so, organisations ought to consider their organisational culture because being agile is inherently a matter of culture. This is however a challenging task, in particular, because what is meant by having an agile culture highly depends on the organisation. Therefore, to help organisations in this journey we have initiated a design science research project to design the Agile Culture Transformation Canvas (ACTC). The ACTC is a visual tool that offers a collaborative space for its users to analyse their current culture, co-design their desired agile culture and define steps on how to close the gap between the two. In this short paper, we present the steps we have already taken in the design journey of the ACTC and along with the next ones planned

A Framework Proposal to Evaluate Conceptual Models Framing Wicked Managerial Concepts

Visual and collaborative canvases named visual inquiry tools have emerged as a powerful design science research (DSR) artefact to address wicked managerial problems. According to the design theory for visual inquiry tools, designing such a tool entails the development of a particular type of conceptual model, namely a parsimonious and simple conceptual model. Although the theory lists design principles that the conceptual model must abide by, it unfortunately remains silent regarding how one evaluates it in regard to them. Given that, coupled with the fundamental position evaluation holds in DSR, this research paper builds on existing prescriptive knowledge to develop a framework that supports designers in the evaluation of their conceptual model. The framework is composed of four evaluands, evaluation criteria, and guiding questions which depict, at a high-level, the questions to ask to evaluate the conceptual model. The framework is then applied to evaluate an existing conceptual model

Financial Reporting under IFRS: A Topic Based Approach

The Internatonal Finacial Reporting Standards are quite different from other sets of accounting strandards, and are fundamentally different from US-GAAP, in that they are bases on principles, and not on details rules. Financial Reporting Under IFRS: a Topic Based Approach offers a global perpective on IFRS by representing the prescribed rationale and principles and illustrating them through numerous examples from large international companies. It aims to develop the fundamentals skills necesary to read and use the information contained in all types of financial statements, through examples, activities, questions and answers. Financial Reporting Under IFRS is idealy suited to the needs of students of accounting and financial reporting, but all users of financial statements, from creditors and investors to supplier, customers, employees and goverments will benefits from its concise, topic-based approach

A Case Study of Enterprise-wide Digital Innovation: Involving Non-IT Employees

Today’s incumbent organisations are under pressure to proactively leverage their resources for digital innovation. Enterprise-wide initiatives hold potential in this regard by enabling employees across departments to contribute their knowledge, skills, and creativity towards digital innovation. However, IT units often struggle to transfer the ideas of non-IT employees into marketable digital solutions. Our understanding of how organisations coordinate and integrate employees’ contributions to digital innovation is limited, yet critical to their survival and growth. Taking a resource-based approach, we identify three complementary competences –orchestration, self-orchestration, and choreography– that support enterprise-wide digital innovation. Specifically, we report how these competences helped an incumbent organisation initiate digital innovation with its non-IT employees while making efficient use of its IT resources. Our study further shows that building these competences requires the strategic use of digital artefacts and their multiple roles in the innovation process

Sharing Leadership through Digital Collaborative Objects

This paper contributes to the understanding of the role of collaborative tools and objects in the emergence and support of shared leadership, which has been associated with positive team dy-namics and innovative outcomes. We draw on ideas from the recent discourse on viewing lead-ership as a practice that involves human actors and material or technological tools to provide the first analysis of the features of collaborative tools that can support shared leadership. We present our early findings and insights from a multiple case study of ten innovation teams in their interaction with a collaborative tool that is particularly designed for coordination. We suggest that collaborative tools can contribute to shared leadership through two facilitating fea-tures: shared problem space and shared visualisation. Through our findings, we highlight the role of collaborative tools in supporting teams in sharing leadership for the purpose of joint in-novation