Research lab: LabEx Entreprendre (https://labex-entreprendre.edu.umontpellier.fr)
Job location: Rue Vendémiaire – 34000 Montpellier (France)
Application deadline: December 6, 2019
Contract period: From January 6, 2020 to September 30, 2020 (with the possibility of extension for a further three years)
Field: Management, entrepreneurship
Theme: SMEs’ digital transformation and sustainability.
Digital transformation is a growing concern for SMEs, as well as large companies, although small businesses lag behind in this area, particularly in France, according to the Deloitte report published in 2017
Online presence, social networking, web-based sales or the use of digital tools to improve productivity are major managerial challenges for small firms (Kutzner et al., 2018; Lefebvre, 2015). When IT projects expand rapidly, they substantially modify the functioning of the company. They can also be governed by entrepreneurial ambition. SMEs’ digital-based innovations represent a major potential for growth, or a condition for their survival, considering for instance the strong clients’ expectations for online purchasing (Ying-Yu et al., 2016).
The pressure exerted on SMEs to commit in their digital transformation (see for example the French government website https://www.francenum.gouv.fr/) is combined with another request: addressing sustainable development issues (Golob et al. 2013) as defined in the Brundtland report (1987). This leads to strong paradoxical tensions (Smith & Lewis, 2011). Managerial changes resulting from digitalization have complex social and environmental consequences (“uberization”, carbon footprint, etc.) (Bohnsack et al., 2019; Kauffman & Weber, 2018; Majchrzak, 2016) that can increase paradoxical tensions well-studied in the research on sustainability (Hahn et al., 2015, 2017): tensions between objectives, between levels, related to the change process, related to the context.
Thus, this research project aims to examine the link between SMEs’ digital transformation and corporate sustainable performance.
The resources theory (Penrose, 1959), the dynamic capabilities theory (Teece, 2007; 2017; Kevill et al. 2017), or the stakeholder approach could be seen as relevant theoretical frameworks.
What we are looking for:
What we can offer you:
The file shall contain the following: (i) a cover letter; (ii) a CV; (iii) a master level transcript; (iv) the master thesis; (V) a ten-page note presenting the research project on “SMEs’ digital transformation and sustainability”.
As the University of Montpellier maintains an equal opportunities and diversity policy, everyone is encouraged to apply for this position.
Bohnsack, R ; Pinkse, J. & Bidmon, C. (2019). Special issue “Sustainability in the digital age”, Business Strategy and the Environment, DOI: 10.1002/bse.2365
Brundtland G. H. (coord.) (1987), Our common future, Report of the world commission on environment and development, UNO.
Golob, U., Podnar, K., Elving, W.J., Nielsen, A.E., Thomsen, C., & Schultz, F. (2013). “CSR Communication: Quo Vadis?” Corporate Communications: An International Journal, 18(2), 176-192.
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Hahn, T., Pinkse, J., Preuss, L., & Figge, F. (2015). Tensions in corporate sustainability: Towards an integrative framework. Journal of Business Ethics, 127(2), 297-316.
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Kevill, A., Trehan, K., Easterby-Smith, M. (2017). “Perceiving ‘capability’ within dynamic capabilities: The role of owner-manager self-efficacy”. International Small Business Journal: Researching Entrepreneurship, 35(8), 883–902.
Kutzner, K., Schoormann, T., & Knackstedt, R. (2018). “Digital Transformation in Information Systems Research: a Taxonomy-based Approach to Structure the field”. Twenty-Sixth European Conference on Information Systems (ECIS), Portsmouth, UK.
Lefebvre, D. (2015). « Comment tirer profit de la transformation numérique ? », Gestion, 40(4), 93-95.
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Smith, W. K., Lewis, M. W., & Tushman, M. L. (2011). “Organizational sustainability: Organization design and senior leadership to enable strategic paradox”. In Cameron, K. & Spreitzer, G. (Eds.), The Oxford handbook of positive organizational scholarship (pp. 798-810). New York, Oxford University Press.
Shepherd, D. A., and H. Patzelt (2011). “The New Field of Sustainable Entrepreneurship: Studying Entrepreneurial Action Linking ‘What Is To Be Sustained’ With ‘What Is To Be Developed’,” Entrepreneurship Theory and Practice, 35(1), 137–163.
Teece, D. J. (2007). “Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance”. Academy of Management Journal, 28, 1319–1350.
Teece, D. J. (2017). “Business models and dynamic capabilities”. Long Range Planning, 51(1), 40–49.
Ying-Yu, K. C.; Yi-Long, J. & Bing-Li, W. (2016). “Effect of digital transformation on organisational performance of SMEs”, Internet Research; 26(1), 186-212.Apprenez-en davantage
|Intitulé||Research assistant position in entrepreneurship and SME management|
|Employer||University of Montpellier|
|Job location||163 rue Auguste Broussonnet, 34090 Montpellier|
|Publié||octobre 28, 2019|
|Date limite d'inscription||décembre 6, 2019|
|Types d'emploi||Assistant de recherche  |
|Domaines de recherche :||Économétrie,   Statistiques,   Administration des affaires,   Entrepreneuriat,   Gestion,   Économie d'entreprise  |