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The purpose of this paper is to present an example of a fully operational impact assessment system called Business School Impact System (BSIS). It is designed specifically for business schools with a particular emphasis on their local and regional impact. Since its creation, the process has been adapted to schools of engineering and indeed to entire universities. The question of its relevance to all organisations is on the table.

Talking about measurement raises methodological issues that are common to all organisations. The methodology used in this chapter, particularly in its second part, is mainly inductive, based on direct experience in interviewing 44 business schools in 15 countries. The system was designed on the basis of a survey among around 20 actors of the education industries (deans, journalists). First of all, the system involves an extensive self-assessment phase based on the BSIS impact measurement framework consisting of 7 major impact dimensions and about 100 indicators. This is followed up by a two-day visit by two experienced experts (former deans) who engage in challenging discussions with internal practitioners and external stakeholders.

The question of the relevance of the dimensions used by business schools for companies is systematically asked, and it is argued that the seven dimensions of impact can be applied to all organisations whatever their mission.

The methodology has not yet been tested on private organisations.

The process can be easily adapted to companies and could permit them to assess in a shared framework their impact. So, the practical implications are potentially large.

One of the seven dimensions of impact is the social impact of the organisation and indeed the implications are significant in the social field.

To the best of the authors’ knowledge, the transfer of a process of impact measurement from the educational sector to companies is studied for the first time.

The FNEGE and then EFMD have been interested in defining a methodology that would make it possible to highlight the impact of a business school on its home territory. This has led to the development of the “Business School Impact System” (BSIS), which is introduced in this paper. The paper aims to discuss these issues.

The paper is structured as follows. The authors first present the methodological issues of the work that led us to develop the “BSIS” (EFMD, 2014). In a second section, the authors present BSIS in more detail.

Based on the exploratory interviews and the literature review, the authors could first identify three main categories of impact: the financial impact; the impact on the regional community; and the impact on attractiveness and image.

The first benefit of BSIS is linked to the creation of an information system on impact. Second, the BSIS process increases the awareness inside the business school regarding the significance of this issue. Third, the authors observe that for numerous members of the business school the question of the impact of their activity gives them a better image of their job, of what they are doing and why they are doing it. Fourth, the BSIS report constitutes a powerful tool for communication with the stakeholders. The final benefit lies in the reviewers’ recommendations on how to improve the impact of the business school.

Following the example of Anglo‐Saxon companies, French companies are increasingly establishing codes of conduct specific to the use of information and communication technologies (ICT). A review of literature reveals that such codes have multiple goals, such as improving efficiency of use, IS security awareness, and ethics. This paper aims to identify organizational factors influencing the adoption and diffusion of a formal code of conduct.

A survey was administered to 505 companies. In order to highlight the emerging nature of this practice, the study was conducted in similar conditions for two consecutive years (2002 and 2003).

Results indicate that though still marginal, the adoption of ICT codes of conduct concerns an increasing number of companies. This practice is related to the degree of standardization, technological context (the degree of virtualization and the strategic importance placed on ICT by the management) and size of the organization. However, the adoption of ICT codes of conduct is not associated with specific industry sectors and nationalities.

The study was conducted in France and a generalization of the results to other countries may be questionable.

The paper deals with a topic that has received little attention to date. The contribution of this paper is two‐fold: a previously unperformed review of research involving ICT codes of conduct, and empirical results describing the organizational factors of an ICT code of conduct diffusion. It allows a better understanding of this emerging IS management practice.

This paper aims at explaining why “Globally Responsible Humanism (GRH)” is presented here as the pivot for a re-foundation of European Business Schools’ culture. Explaining the concept and its difference with traditional European Humanism, the related argumentation is organized around two main parts: the first one explains why the European Union and its business schools do not make sense in a globalization process driven by the financialized economy; the second one shows how a sustainable exposition of European management students to a transcultural approach, a postcolonial perspective, and critical thinking, can lead to their training as future globally responsible leaders in New Business Schools for Societal Studies.

An international political sociology perspective, applied to the interpretation of globalization trends, and a critical thinking approach to education allow for a questioning of the values and contents of mainstream business learning.

The new proposed transversal, postcolonial and interdisciplinary pedagogical approach regarding business education is conducive to closely related operational tracks: on the one hand, how to improve the skills and systemic understanding of students’ global environment; on the other hand, how to lead, organize and manage the coherent “GRH”-driven business school.

The originality of this paper stems from the combination of critical works issued from the social and human sciences realms to revisit business education.

The purpose of this paper is to present personal testimony of one of the early researchers on small to medium‐sized enterprises (SMEs) and entrepreneurship in France.

The story of a half‐century evolution is divided into five decades, of SME and entrepreneurship development in France. The development of the French academic system of research on SME and entrepreneurship is described through some teams.

During the two early decades (1955‐1975), both the social legitimacy and economic competitiveness sharply and deeply lowered, while that after the world crisis (1975) until nowadays (2005), the social, political, and economic interest for SME and entrepreneurship has continuously increased.

The academic research pioneered SME during the 1960s, and entrepreneurship during the 1980s. The historical development of the national network of teams and associations is described, increasingly including the international context.

Beyond the personal testimony, this contribution enlightens the problems entailed by the lack of legitimacy of the spirit of enterprise anchored in French society, and, more generally, in all the societies averse to individual risk taking.

The testimony is based on the personal experience of one scholar who early promoted in the French academic system Master and Doctoral courses on SME and entrepreneurship. It outlines some original concepts relative to small firms.

The field of commercial (or public) food services in France has never been so open. The development of new concepts under the impulsion of an Americanization that many contest, the necessity of mastering management, new techniques and processes with constantly evolving regulations (9 May 1995, HACCP method), the adoption of a strategy of internal growth by some and expansion through acquisitions by others, the explosion of thematic food services or the launch of new formulas by major food specialists, all go to show the turbulent framework in which the players in this field of activity are evolving.

The purpose of this research is to conduct a literature review on the evolution, antecedents, and outcomes of luxury consumption (LC). To accomplish our goal, we used a combination of bibliometrics and systematic approaches to review 165 articles published between 1998 and 2019. The investigation revealed that the evolution of LC is mostly driven by consumer motivation and is influenced by cultural and psychological variables. Furthermore, we explored the aforementioned antecedents of LC along four major axes. Antecedents related to (1) individual characteristics, (2) brand components, (3) cultural and social values, and (4) organizational strategies. Furthermore, based on the outcomes of LC, we found two categories (individual traits and social values). The chapter concludes by proposing a broader research agenda for the future.