Débutons le chapitre par une petite fiction.10 janvier 2023, 9 h 45 : la présidente de la section 06 du CNU reçoit un message sur le fil « Slack » dédié du ministère qui lui annonce que l'étude des dossiers de CRCT peut débuter.Elle lance alors l'application « Match » qui regarde les caractéristiques des dossiers et les met en regard des compétences de rapporteurs.Les contraintes d'éthique sont aussi respectées.Fondé sur une IA en cours d'apprentissage, un choix lui est alors proposé.Elle en discute via Zoom avec son bureau pour affiner les allocations.Certes, il y a une petite heure de travail mais ce n'est pas grave ; en 2024, cela ira encore plus vite.À 14 h 45, elle valide les choix définitifs.Ils sont alors automatiquement stockés dans une blockchain publique avec permissions.Les candidats, comme les rapporteurs, peuvent alors se connecter et utiliser leur clé privée pour vérifier leurs rapporteurs et les adresses d'envoi des documents complémentaires.Ce scénario est une fiction mais, pourtant, il ne comporte que des technologies existantes et utilisées par ailleurs.À titre d'exemple, plus de 12 millions d'utilisateurs disposent de « Slack » et un nombre encore plus grand de l'application Teams qui le concurrence dans la même catégorie : les outils de travail collaboratif.L'application « Match » est un nom inventé pour l'occasion.Mais cette fonctionnalité d'allocation est utilisée, par exemple, par l'éditeur suisse de revues Frontiers afin de proposer à un éditeur d'un numéro spécial des réviseurs adaptés pour les articles soumis.Enfin, les blockchains publiques avec permissions sont nombreuses.Carrefour et Nestlé en ont déployé une pour rassurer leurs clients sur l'origine d'un de leurs produits les plus sensibles : le lait bio infantile.Le but du présent chapitre est de proposer un panorama des technologies existantes et qui pourraient être utiles pour, premièrement, accompagner les membres du CNU dans leurs différentes activités et, deuxièmement, permettre la mise en oeuvre de nouvelles missions.Ainsi, la contribution évoquera à la fois comment les technologies mises en La disputatio au coeur du management

Enterprise social networking (ESN) is still an underused IT innovation; although its advantages are widely recognized, its adoption remains a challenge. This research aims to study the characteristics involved in the adoption process of ESN by using the integrative conceptual model of Hameed et al., which combines the individual/organizational dimensions of adoption with the three-phase adoption process dimensions (i.e., pre-adoption, adoption, and post-adoption). Based on exploratory qualitative research, our research question is twofold: What are the specific characteristics of the adoption of IT innovation involved in the adoption of ESN? What new insights into the adoption of IT innovation does ESN reveal? We identify that “security”—already well known as a characteristic of the IT innovation factor that influences adoption—is a characteristic of the organizational factor too. Eighteen characteristics identified are in line with the conceptual model but not present in the corresponding phases of the adoption of IT innovation. In terms of the innovation factor, we identify that “compatibility” and “security” are new characteristics in the pre-adoption phase, and that “business process re-engineering” is a new characteristic in the pre-adoption and adoption phases. Regarding the organizational factors, we identify that “image” and “information-sharing culture” are new characteristics in the pre-adoption phase, and that “security” is a new characteristic in all three phases. For the environmental factor, we identify that “partners support” is a new characteristic of the post-adoption phase. Finally, for the user acceptance factor, we identify that “perceived usefulness” and “attitude towards use” are new characteristics in the pre-adoption phase, “perceived playfulness” is a new characteristic in the pre-adoption and adoption phases, “user involvement” is a new characteristic in the pre-adoption and post-adoption phases, and “user age” is a new characteristic in all three phases. Overall, we underline that the most critical stage is pre-adoption: this is the period in which most of the characteristics are concentrated, and in which most of the challenges of adopting ESN arise.

This study proposes a competitive intelligence connectivist Massive Open Online Course (CI cMOOC) proof of concept and highlights the interactions among content, context and community to explore relevance in CI cMOOC behavior. The CI cMOOC proof of concept was empirically tested with an online purposive sampling to target a qualified audience of similar and dissimilar information-rich cases, providing evidence about content-context-community competing influence on CI knowledge. The results revealed how the CI learning community perceive the capability of a cMOOC to train foreknowledge practices, given the best match between its content and context. The findings outline that tailored learning approach of the instructor influences the CI learning community's satisfaction with the content. The study facilitates theory development in addressing the emerging paradigm of an open intelligence approach to cMOOC collective training. Within boundaries of empirical return on experience of qualified respondents, the research framework strengthens trust in supervised interpretive judgment of CI learners confronted with anticipating competitive challenges.

The aim of this article is to study the role of StrategicScanning in innovation processes. We seek to answer the followingquestion: how can Strategic Scanning feed an innovative designactivity? We mobilized the C-K theory which models the logic ofcreation in companies and the method of the same name. Based ona case study of 65 participants, we conducted a Strategic Scanningstudy to feed an innovative C-K design approach. The results showthat Strategic Scanning helps to provide knowledge in a C-Kprocess. It helps either to build the knowledge base of noviceparticipants, or to validate the existing knowledge of expertparticipants. The Strategic Scanning activity also makes it possibleto start the first disjunction mechanism C→K from the C0concept.

This research is reporting on the pre-adoption of Strategic Scanning (S.Scan) information systems (IS). More specifically, it relates to the pre-adoption phase, that is, the emergence of the idea of such a system and the evaluation of its need for the organization, upstream of any technological consideration. The research question is the following: what are the drivers and barriers that influence the pre-adoption of a S.Scan IS? The objective of this research is to extend knowledge on a subject that has received little attention from the scholars. Research’s originality relies on the use of isomorphic processes from neo-institutional framework to study pre-adoption in the field of S.Scan. On the basis of a multi-method research combining qualitative and quantitative exploratory studies in the specific field of sustainable supply chains (SSC), our results highlight 31 drivers and barriers to pre-adoption of S.Scan IS, ten of which have not been identified before, and five types of pressures. They therefore suggest that pre-adoption of S.Scan IS can be subject to both functional and institutional pressures. It can be driven either by competitiveness or conformism pressures, and hindered by performance objectives or lack of coercive pressures. Finally, these results put a question mark about the understanding of the strategic dimension of S.Scan IS by organisations, and the government’s role and its responsibility for promoting SSC initiatives and for the adoption of S.Scan IS on this issue.

Targeting comprises defining the part of the business environment that corresponds to organizations' strategic objectives and priorities. Targeting is not an easy process because it includes the interaction of managers who come from different organizational units that might have a fragmentary and blurred understanding of the overall issue. Through an action research, we designed and evaluated a GSS to help managers target strategic scanning in fuzzy contexts. Evaluations through interventions in 10 French organizations allowed both participants to achieve relevant targets and researchers to propose four major improvements to targeting activities: 1) use suggested lists of actors and topics as starting points to trigger and facilitate discussions, 2) define actor and topic importance to produce useful targeting results, 3) evaluate the organization's perceived capacity to be informed early enough, and 4) define a mechanism to signal scanning relevancy in the short, mid-, or long term. From a management perspective, our results help managers in their strategic scanning activity by 1) identifying information needs for strategically scanning fuzzy subjects, 2) reducing risk of strategic scanning failure, 3) enabling organizations to assess their scanning capabilities, 4) identifying scanning priorities according to a temporal horizon, and 5) fostering teamwork participation.

This research seeks to explore which configurations of causal conditions can predict inbound–outbound marketing techniques adoption. The study uses Qualitative Comparative Analysis (QCA) approach to examine the pure player's (PP) propensity to inbound marketing and the propensity of click and mortar (C&M) to outbound marketing. The explanatory factors' architecture consists of ten constructs; five reflect PP propensity to inbound marketing and five reflect C&M propensity to outbound marketing. The preliminary findings of the fuzzy set qualitative comparative analysis (fsQCA) on an Italian sample of PP and C&M confirm the validity of the conceptual framework. Furthermore, the study proposes the test of the framework to a Romanian sample of PP and C&M. The originality of the conceptual approach is relying mainly upon its revealing force based on untrained recipes to approach the complexity of organizational client interaction, enriching marketing theory and understanding new practices as actionable knowledge. The main contribution of this study is to propose new configurations of organizational propensity toward inbound–outbound marketing techniques, through learning the new meanings of complex outcomes.