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The concept of ba was introduced in 1996 by Ikujiro Nonaka and Noboru Konno. Since then, it has played a major role in the Japanese way of knowledge creation. It now belongs to the specialized jargon of KM out of the archipelago whose approach of KM is different from the IT oriented one in the USA. The print of Japanese culture in this concept makes it not so easy to understand through Western languages using a unique word, clear, distinct and without any shadow. Therefore this paper proposes an equivalent through the formulation of strategic knowledge community. This contribution is organized in three parts. First, it strives to define the ba concept from a Japanese cultural point of view. Then, it considers some philosophical implications of the concept, and last, it presents some case studies from the Human Health Care’s program from the Eisai Company. This paper was made possible because of an investigation program about the Japanese way of knowledge creation that is supported by the French Embassy in Japan. The global results of this investigation will be available in a book this year.

The purpose of this research is to aim to understand how the dynamic of knowledge creation takes place within a small‐firm network (SFN).

The research, qualitative in nature, was developed through the case study of the Clothing Industries Association, called AGIVEST, formed by 35 small clothing industries located in southern Brazil. This article attempts to offer a more comprehensive approach towards the creation of organizational knowledge, by shifting from an endogenous process of the individual firm to a multidirectional exogenous process within networks.

The research presents evidence that the context of a cooperation network may provide an environment of collective learning, represented above all by the interaction dynamic that occurs between the firms through the creation of several types of ba (specific context in terms of time, space and relationship), which support the process of knowledge creation.

This approach should consider the tacit, complex, interdependent and contextual nature of knowledge, overcoming the eminently IT‐oriented view defended by the Western perspective of knowledge management. It is intended that the evidence presented encourages debate and a critical attitude concerning the concepts of knowledge creation, cooperation and SFN in the academic community.

I. The Gendarmerie: Historical Background The Gendarmerie is the senior unit of the French Armed Forces. It is, however, difficult to give a precise date to its creation. What can be asserted is that as early as the Eleventh Century special units existed under the sénéchal (seneschal), an official of the King's household who was entrusted with the administration of military justice and the command of the army. The seneschal's assistants were armed men known as sergents d'armes (sergeants at arms). In time, the office of the seneschal was replaced by that of the connétable (constable) who was originally the head groom of the King's stables, but who became the principal officer of the early French kings before rising to become commander‐in‐chief of the army in 1218. The connétable's second in command was the maréchal (marshal). Eventually, the number of marshals grew and they were empowered to administer justice among the soldiery and the camp followers in wartime, a task which fully absorbed them throughout the Hundred Years War (1337–1453). The corps of marshals was then known as the maréchaussée (marshalcy) and its members as sergeants and provosts. One of the provosts, Le Gallois de Fougières, was killed at Agincourt in 1415; his ashes were transferred to the national memorial to the Gendarmerie, which was erected at Versailles in 1946.

Faisant, en mars 1984, un séjour à Agadir au Maroc et conversant avec de nombreux Marocains, j'ai été surpris d'une chose: la plupart étaient déjà venus en France pour des durées variables, en visiteurs ou pour chercher du travail, logeant chez des amis ou des cousins, travailleur émigrés. Ces personnes parlaient et écrivaient le français, connais‐saient nos journaux, nos auteurs, nos hommes politiques et écoutaient sur une chaine de la radio Royale marocaine des programmes de musique classique ou de chanteurs français.

Focuses on what can be referred to as the “fundamental philosophical issues of corporate governance”. Outlines the interdependence of various kinds of governance. Demonstrates that corporate governance is part of a bundle of governances and that, in this respect, it occupies a leading place to the degree that its principles are becoming consolidated. Then discusses in a more detailed manner what is meant by the term “dominant functionalism”. Then deals with the question of the equilibrium between sovereignty and legitimacy from the point of view of corporate governance. In effect, rules of governance (considered as the designation of a sovereign power) are searching for a legitimizing instance originating outside the framework of those rules. Finally, covers the proprietarialist origins of stakeholder theory, origins which correspond to a moderate liberal tradition.

The author presents a synthesis of research on the concept of territory in the field of tourism, taking into consideration the point of view of visitors, local population, politics an dpublic administration, as well as organizers and sales persons. His research is based on the results of studies in the alpine region as one of the most important tourism areas.

This article raises the following question: is tourism as a leisure time activity entering a period of stagnation? Research carried out in urban Montreal indicates that the increasing division of society into two classes has an effect on people's behaviour as tourists. Whatever one might believe from the figures that are regularly published, tourism is not entirely dependent on the economic cycle. For it is also greatly influenced by social developments. In our post‐modern societies, tourism growth is not at all continuous.

The analysis of organizations has a debt vis-à-vis the sociologist Max Weber who built its theoretical foundations. The concept of limited rationality was later proposed by Herbert Simon and then followed by sociologists of organizations. This paper tries to go beyond that approach. It uses a psychoanalytical perspective based on Jacques Lacan's work and on the case studies of two high-tech companies. We focus on signifiers and the role of the unconscious process inside organizations. We then propose an alternative model of interpretation of organizational dynamics different from the mainstream, which is dominated by the reference to instrumental rationality.

The world is going through a global crisis after the outbreak of coronavirus (COVID-19) in most areas of the world. Businesses particularly small ones do not work in isolation but instead are embedded in an entrepreneurial ecosystem that is dependent on environmental conditions. The disruptive changes from COVID-19 have caused serious damage to the global economy, so it is up to entrepreneurs to bring equilibrium by introducing change. This paper adopts the lens of dynamic capabilities to study how small business entrepreneurs are trying to survive and grow in an entrepreneurial ecosystem affected by coronavirus.

Using qualitative research methods, 20 Pakistani entrepreneurs have been interviewed in order to assess how the entrepreneurial ecosystem in an emerging economy has been affected by COVID-19. This enables a contemporary and realistic understanding about the way small business entrepreneurs have adjusted to a crisis.

From the data analysis, the three main dimensions of dynamic capabilities for small business entrepreneurs emerge, which involve a sensing, seizing and transforming capability.

The findings suggest that small businesses utilise the following strategies to cope with change: emergent humanitarian crisis, carte blanche agile business models and effectual business functions. These findings contribute to the literature about the challenges of current crises and how businesses can cope in this situation using a dynamic capabilities perspective.

The findings contribute to the ability of small businesses to cope during the current pandemic situations and anticipate how to manage future crises. Furthermore, the entrepreneurial practices exercised by small businesses are also presented that represent an innovative way to understand crisis management techniques by entrepreneurs in emerging economies.

These findings contribute to the literature about the challenges of current crises and how businesses can cope in this situation using a dynamic capabilities perspective.

By drawing on the existing literature of COVID-19's impact on businesses, the theoretical contribution of this paper highlights the applicability of dynamic capabilities on small businesses to survive during the global crisis.

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.