Innovation & Entrepreneurship

Impact of Innovation & Entrepreneurship Research

Members of the research group contributed to the development of Entrepreneurship in the three classical main areas a professor has to perform. 

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Impact on programmes

Members of the research group work at the crossroad of Entrepreneurship and New Business Models which allow them to design several major programs. 

First, two specific majors were designed within the Kedge Global MBA. The major “Entrepreneurship and Sustainable Development” (an intensive 2-weeks program) is intended for MBA students to work on their entrepreneurship project so as to foster innovation and creativity from a sustainable perspective with specific tools (sustainable business modeling, societal impact measurement and shared value creation). The major “Driving Ecosystemic Innovation” is a focused specialization created to enable Executives to better respond to the growing need to develop and manage innovation within changing corporate environments.

In Executive Education more globally (Executive MBA, Global MBA Summer Session, etc.), members teach Innovation and Entrepreneurship, Sustainable Entrepreneurship for Global Leaders and Business Ethics to students from all over the world (Jiao Tong University, Shanghai, China; Portland University, USA; University of Sao Paulo, Brazil; University of Twente, Netherlands; Frankfurt School of Finance and Management, Germany).

Second, regarding the “Grande Ecole” Master Program (PGE), members develop a global vision and implement several approaches to foster the combination of knowledge gain (learning concepts, principles and information through academic perspective) and skills development (ability of using and successfully applying that knowledge in various contexts).

From the academic perspective, a fundamental course is a mandatory requirement for all PGE students in Bordeaux, Marseille and Toulon (“Entrepreneurship and Innovation”). In line, numerous electives are offered in the PGE to mix learning and doing: “Business Model Innovation”; "Innovative businesses in IT sector”; “Entrepreneurship, Green Economy and CSR”; “Entrepreneurship and Innovation”; “Innovation, ecosystems and value creation”; “Social Entrepreneurship”; “Sustainable Entrepreneurship”, etc. These courses address the practices of entrepreneurship and intrapreneurship, so as to improve the students’ entrepreneurial capabilities to the development of new ventures and/or new projects within an existing firm. They will contribute to restore the legitimacy and the proper meaning of the concept of business, as well as to reintroduce critical thinking in the major organizations. Their role in seizing innovative ideas from emerging trends and in bringing them to market is emphasized. In September 2015, a specific program (“Parcours d’Excellence” – Track of Excellence or Major) has started, dedicated to Entrepreneurship and its diversity: “Parcours d’Excellence Les Diversités Entrepreneuriales”).

From the professional perspective, a fundamental course for all students in all campuses (“Enterprise” and “Enterprise Mission”) is linked with the “Learning by doing” pedagogy. Students work on a business creation draft: they create a written outline evaluating all aspects of the economic viability of a business venture. A methodology, tools, as well supportive supervision and coaching towards “Pro-Act” pedagogy generates, on a voluntary basis for students, hundreds of creative projects per year. In the next months, linked with the Excellence Track “Entrepreneurship and its diversity”, a status will be implemented for the nascent students entrepreneurs in cooperation with the National Pole for Innovation and Entrepreneurship. 

Third, members designed specific Open Source Seminars (OSS) for the Master of Sciences program (Full-Time MSc), a 90-hour course using innovative pedagogical approach by cleverly blending academic, professional, and experiential learning and knowledge together. The OSS “Sustainable Entrepreneurship” explores how to do business in a socially and environmentally sustainable way, balancing the three pillars of sustainability. It combines academic learning with members of the research group, learning by doing with Enactus and professional knowledge through company visits (La Varappe), conferences (“Save the World” with Michel Bauwens, P2P Foundation) and coaching (Business Nursery). The OSS “Open innovation” prepares students to work together with a collaborative approach. To achieve this goal, disruption thinking, new business practices and autonomy are promoted through the experimentation of several methods of open source approach like Abell matrix or agile as well as interactive conferences with leaders of innovation who product digital components, medical or biotechnological innovation.

Finally, members of the research group founded and are involved in the Business Nursery (Kedge’s pre-incubator and a member of the Association of High Education Incubators), in accordance with their expertise fields, and provide on-demand instruction and/or feedback to students developing entrepreneurial project. They act in the continuity of educational activities carried out by the students and co-constructed with the programs. Kedge Business School aims to support potential entrepreneurs along the path to success and to provide a more general understanding of the business creation to all students. Indeed, this means that we formally supported 25 nascent entrepreneurs during the last thirty months while we taught entrepreneurship to hundreds of students (instilling the seeds of innovative entrepreneurial adventure).

Impact on networks

Case studies

  1. Intermed 2015 "in" basket: Processing import-export dossiers (Fr/Eng)
  2. Sony Pictures Entertainment: How does one face a cyberterrorism crisis? (Fr/Eng)
  3. A model of international organization: Schneider Electric in Russia (Fr)
  4. Blueprint: Transmission and governance in SCOPs (worker cooperatives) (Fr)
  5. Librairie des Volcans: From shareholder governance to democratic governance (Fr)
  6. La Poste: How to arbitrate over the choice of remuneration (Fr)
  7. La Poste or how GPEC (job and skills forecasting) can support a major reshuffle (Fr)
  8. Managing the unexpected, the Mann Gulch tragedy: An example of loss of meaning and resilience (Fr)
  9. Marseille Transport Authority: How to develop a crisis prevention system? (Fr)
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