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This paper aims to focus on the intention to use of the Backstage game by teachers delivering entrepreneurship course at Tunisian public universities. A research model was developed based on a literature review of the variables that would affect the intention to use this game.

Data were collected by survey questionnaires, and a partial least square-structural equation model approach was adopted to analyze these data. Overall, the whole model was able to account for 61.3% of variance in the construct intention to use.

Results showed the relevance of both perceived behavioral control and teaching experience as the main determinants of the intention to use Backstage game. Positive and significant linkages were also found among perceived behavioral control, social influence and perceived ease of use. Moreover, it was found that perceived ease of use and social influence are significant determinants of perceived usefulness. Perceived usefulness and perceived enjoyment had significant effects on attitude towards intention to use this game.

To the best of the authors’ knowledge, this research represents the first empirical study to investigate among Tunisian university teachers their intention to use a serious game technology dedicated to making the entrepreneurship course more attractive.

Employee recognition is presented in the literature as a mean to achieve change according to a schedule already established by the management of the enterprise (planning process). Such an approach overlooks the fact that organizational change can be explained by other processes such as the political process, the interpretive process, the incremental process and the complex process. Each of these processes offers specific characteristics of change. Through this research, the author tries to answer the following question, while driving an organizational change project does employee recognition favour a change according to the planned process? The paper aims to discuss these issues.

To answer the research question, a qualitative research case study is conducted within Basic Bank, a banking leader institution on the Tunisian market. The author analysed a proposed change induced by the implementation of a Global Banking System.

The results show that monetary recognition helps develop employee motivation to change, thus, ensuring a planned change. However, its variability has encouraged the emergence of conflicts between the actors resulting in an increase of change according to the political process.

Found results enrich the previous work on the role of the staff recognition in the change process. Its originality lies in the study of the relationship between employee recognition and explanatory process of change in a dynamic perspective which enables having an overall view on the evolution of this relationship throughout the implementation of the change.