Full Professor of Family Business and Entrepreneurship
Full Professor of Family Business and Entrepreneurship
The IPAG Entrepreneurship and Family Business Center is a center of excellence in research, teaching and skills transfer for entrepreneurship and family businesses. The center's mission is to educate future generations, generate research and generate knowledge to contribute to the understanding of the entrepreneurial concept and the growth/prosperity of family businesses.
The center actively supports rigorous and excellent scientific research in the field of entrepreneurship and family business. The multidisciplinary and multicultural research team produces international quality research on a variety of topics related to entrepreneurship, leadership, management and governance of small, medium and large family businesses around the world. The research is published through scientific articles, study reports, case studies, training programs and national and international conferences.
Academic excellence is central but without neglecting practical relevance. The IPAG Entrepreneurship and Family Business Center engages family business owners, managers, entrepreneurs and professionals in a continuous exchange and in a protected environment to discuss and learn from each other in relation to the latest and most relevant research knowledge. Also, and in this sense, IPAG Business School offers an ecosystem dedicated to entrepreneurship and Family Business open to design Thinking, innovation, creativity, and multi-skilling as a source of new skills.
To this aim, the incubator 1to9 Factory by IPAG Business School is offered free of charge to student project leaders, but also to graduates. A new location as well as a new program of individual and collective support allow us to better meet the expectations of our future entrepreneurs on our two campuses in Paris and Nice. The national status of student-entrepreneur has been created and is offered to our students through the "PEPITE" program.
The master's program, renamed "Entrepreneurship and Project Management", allows students to develop 360° skills that will enable them to take on strategic functions in the company. New programs come to consolidate our pedagogical models and will allow us to widen our training offer. In addition, our pedagogy is exclusively oriented towards practice via Learning-by-doing by integrating in our courses the "weekend challenge", "Marathon Pitch", Strategic Company Audit, theater courses, Master Class and Hackaton.
We have also created the EDIP chair "Entrepreneurship, Digital Innovation and Performance", which aims to set up research focused on issues in the field of entrepreneurship, family business, digital innovation and SME performance. The EDIP chair develops European projects on the entrepreneurship issues of disadvantaged groups, in particular prisoners, senior citizens, people with disabilities etc., and how entrepreneurship can help these groups achieve social and economic inclusion. The chair is also interested in the performance issues of SMEs and the impact of digital innovation on their processes. Finally, the EDIP Chair proposes to understand at the macroeconomic level the stakes and impact of entrepreneurship on public policies in OECD countries.
The organization of conferences as well as participation in European projects will help to establish the reputation of the IPAG Business School's "Entrepreneurship and Family business" and thus promote the rapid integration of our students into national and international companies.
In conclusion, never forget that your time is limited, so don't waste it living a life that would not be yours. Don't let yourself be trapped in dogma, don't let other people's ideas direct your life. Don't let the screams of others cover your inner voice.
And above all: "Have the courage to follow your heart, have the courage to follow your intuition". At IPAG Entrepreneurship and Family Business center we are :
Navigating the conundrum of family leadership succession
What drives succession choices in family firms? What are the performance implications of each succession choice? These are questions of vital relevance for every business owner. The focus is on the pool of potential family heirs, the planning and governance of succession processes, aiming to add to the debate on the drivers of succession choices and consequences.
Internationalizing family firms: from global to “glocal”
Exploring the different behaviors and processes of internationalizing family firms which are of extreme importance to family firms’ owners and managers is one fundamental research line of the IFBI. The main focus is on (among others): how does family firms’ heterogeneity impact their international behaviors and paths? Which is the impact of incoming generations on family firms’ international growth?
Who are we (WAW)? Shaping family firm identity over time
What does it mean for family members to identify with their family firm? And, what does it mean for non-family members? How to keep the family and the firm identity across generations? “Who Are We” (WAW) aims at better understanding what are family firms’ specific identity features and how is a family firm identity formed and maintained over time.
Women in family firms: how daughters become the boss
In the age of globalization and digitalization, the role of women in society is changing rapidly. It is more common to have daughters who take over their family firms even in classical manufacturing industries. Understanding the antecedents of those succession choices and the related degree of commitment towards them is part of one of the IFBI’s research directions. The role of mothers and parental role modelling is also explored
Looking at the other side: Asian family firms through corporate governance and institutions
The aim is to contribute to the understanding of institutional complementarities that constitute informal governance mechanisms (e.g., political connections, personal networks, cultural values) adopted by Asian family firms (e.g., China, India, and Vietnam) by considering a wider set of institutional factors (i.e. political environment, cultural values, social norms) embedded in the Asian context.
Branding strategies’ implications on family firms’ entrepreneurial action
The aim is to provide a framework which helps categorizing family firms’ brands and logos based on their features (e.g., color, shape, what is represented, type of words). Why are some family firms’ logo the way they are? What they intend to communicate? Is there any relationship between those logos and degree of risk-taking of those companies? How does a good logo increase family firms’ competitive advantage?
Strategy models of family businesses in luxury and fashion
Hermes, Gucci, Louis Vuitton are just few of the companies (mostly family-owned) which have designed particular business models in the luxury and fashion industry allowing them to survive different threats. Which are the special features of those business models? How to they differ from each other? The aim is to untangle their business models, their unique value propositions, the architecture behind, and the role of the owning family.
The international family business research forum (IFBRF)
The IFBRF provides a unique platform for developing family business research in a structured, stimulating, challenging and friendly environment. The Forum aims to address questions such as: (a) what are the underlying unexpressed research questions that may help to move the field one step forward? (b) Which theories should we use to explain the behavior and identity of business families and family firms? (c) Which are the contributions we should disseminate among family owners, managers and business families? We invite submissions from the international family firm research community, to discuss together the state of the art of the research on family firms and to develop the ideas presented in the Forum for leading international journals. Call for paper: download.
Visiting research professor and young researchers program
IFBI welcomes scholars from all over the world for short, medium, and long-term research stays. The aim is to foster collaboration, promote scholarship especially for young researchers and create network and exchange opportunities across cultures and contexts to promote family business research and practice. We are happy to welcome and support scholars within our campuses (Paris and Nice). Applications for the “IFBI Visiting Research Professor and Young Researchers Program” are accepted every year in September.
Subconference on family business research at IRMBAM
The subconference on Family Business Research organized at the International Research Meeting in Business and Management (IRMBAM) welcomes both theoretical and empirical contributions on family business research, with emphasis on management and governance; entrepreneurial behaviors and dynamics; succession; internationalization; innovation; financing choices; emotional dynamics and conflict management; as well as empirical and theoretical studies which help bringing forward the understanding of the family business phenomenon across different countries and cultures.
Successful transgenerational entrepreneurial practices (STEP) project
Through its affiliates the IFBI is actively participating in the STEP project by researching and promoting the practices of transferring the entrepreneurial spirit towards the next family generations. We thus recognize the importance of passing on the entrepreneurial mindset and capabilities that will enable the next generations to sustain and create new entrepreneurial endeavors for the firm and the family.
IPAG Observatory of French family firms (IOFFF)
Creating the first Observatory of French Family Firms aims at offering a solid and reliable database to collect longitudinal data on family structure, ownership, corporate governance, financial and social performance of French family firms across regions and industries. The database will be used as (a) basis of research projects/papers to disseminate worldwide knowledge on the French Family Business Model, and (b) to deliver every two years a national report on the current status of French family firms plus a series of sectorial reports.
IPAG family enterprise congress (IFEC)
A yearly conference hosted in France mainly organized by a team of IPAG Students. The team of IPAG identifies a topic/theme which is important for French Family Firms. The theme will be discussed with the IFBI’s Executive Leadership Team which decides on the final approval. After that the IFEC team will design the Congress structure by having as main unit “the bridging workshop” which is organized as the combination between a family entrepreneur (who has a story to tell) and a professor/researcher expert on that topic. The main congress participants will be family business owners and managers from all over France. The main aim of IFEC is to be a platform for French family business owners and managers to exchange their ideas and current issues in a scientific and trustworthy environment.
Practitioners’ forum series (PFS)
It is a series of Forum organized by IFBI and hosted by a family firm. The topic is strictly related to the experience of the hosting family firm which is usually a best practice or a good case to learn from. The forum is usually limited to max thirty participants (family business owners and managers).
It is part of the IFBI’s Executive Education Programs and has the aim to train in an ad-hoc program next generation members on what does it mean and what does it take to takeover one day their own family firm. The program aims at fostering learning, discussions, interactions and exchanges among participants through real-world examples and specifically focusing upon governance, ownership, succession, conflicts and growth (among others) issues which are of utmost importance for the long-term sustainability of the family firm.
Publications and academic recognition
A. Calabro, J.-P. Ahrens, M. Woywode, J. Huybrechts, « An Intergeneration Solidarity Perspective on Succession Intentions in Family Firms », Entrepreneurship Theory & Practice, vol. , pp., 2020.
A. Calabro, D. Gimenez and D. Urbano, « The Neglected Role of Formal and Informal Institutions in Women's Entrepreneurship: A Multi-level Analysis », Journal of International Entrepreneurship (JIEN), 2020. (publication en ligne january 2020)
A. Calabro, A.S. Loehde, M. Torchia, « Understanding the Main Drivers of Family Firm Longevity: The Role of Business Family Learning », International Studies of Management and Organization (ISMO), 2020.
A. Calabro, A. Kallmünzer, A. Mauracher, J. Gast, S. Kraus, « Internationalization of family firms: The role of networks and coopetition », European Journal of International Management, pp. 1-26, 2020.
A. Calabro, M. Cameran, D. Campa, A. Pettinicchio, « Financial Reporting in Family Firms: A Socioemotional Wealth Approach toward Information Quality », Journal of Small Business Management (JSBM), 2020.
A. Calabro, D. Jimenez, S. Kraus, M. Torchia, « The Role of Human Capital on Family Firm Innovativeness: The Strategic Leadership Role of Family Board Members », International Entrepreneurship & Management Journal (IEMJ), 2020.
A. Calabro, A-S. Loehde, S. Kraus, M. Torchia, « Joint (Ad)Ventures – Family firms’ entry mode choices for emerging markets, International Journal of Entrepreneurial Behavior & Research, 2020.
A. Calabro, G. Campopiano, R. Basco, « The ‘Most Wanted’: The Role of Family Strategic Resources and Family Involvement in CEO Succession Intention », Family Business Review, 2020.
A. Calabro, S. Candli, P. Galbadon, M. Torchia, « Effects of Task conflict on board task performancez in family firms: the importance of board openness », Journal of Family Business Strategy, vol. , 2020.
A. Calabro, Loehde, Campopiano, « Beyond agency and stewardship theory: Shareholder-manager relationships and governance structures in family firms », Management Decision, vol. , 2020.
A. Calabro, « International Expansion of Family Firms in the Arab World », Revue de l’Entrepreneuriat, vol. , 2020.
A. Calabro, D. Gimenez, L. Edelman, A. Dawson, « Women Entrepreneurs’ Progress in the Venturing Process: The Impact of Risk Aversion and Culture », Small Business Economics, 2020.
B. Gaies, A. Maalaoui, L. Dana, « Do self-employment determinants have a gender at the macro level? A cross-national panel analysis of OECD countries », International Journal of Entrepreneurship and Small Business, 2020.
V. Dutot, « A social identity perspective of social media's impact on satisfaction with life », Psychology and Marketing, vol. 37 (6), pp. 759-772, 2020.
R. Lissillour, J. Rodriguez, « A strategic alignment to leverage the role of Corporate university: A qualitative case study of Chinese high-technology company ZTE », Gestion 2000, 2020.
A. Kozan, S. Touboul, « You Cannot Hide Forever Luke : Understanding the Strategic Use of Sustainability Disclosure in the Short and Long Term », Management, vol. 23 (1), pp. 19-37, 2020.
A. Maalaoui, S. Le Loarne, M. Razgallah, « Does Knowledge Management Explain the Poor Growth of Social Enterprises? A Systematic Literature Review », Journal of Knowledge Management, vol. 4 (7), pp. 1513-1532, 2020.
A. Maalaoui, T. Niemand, J.P. Coen Rigtering, A. Kallmünzer, S. Kraus, « Digitalization in the financial industry: A contingency approach of entrepreneurial orientation and strategic vision on digitalization », European Management Journal, 2020.
A. Maalaoui, N. Kailer, S. Kraus, W. Czakon, P. Klimas, « Entrepreneurial failure: A synthesis and conceptual framework », European Management Review, 2020.
A. Maalaoui, V. Ratten, S. Heilbrunn, S. Kraus, M. Brannback, « Disadvantage Entrepreneurship: Decoding a new area of research, European Management Review, 2020.
A. Maalaoui, R. Germon, S. Leloarne, M. Razgallah, « The role of sexual orientation in entrepreneurial intention: the case of Parisian LGB », Journal of Organizational Change Management, 2020.
A. Maalaoui, R. Germon, N. Omrani, C. Perez, G. Bertrand, « Geographic dimension, information asymetry, and the success of crowdfunding campaigns », International Journal of Entrepreneurship and Small Business, 2020. (en ligne depuis may 2019, parution en 2021)
A. Maalaoui, S. Leloarne, J. Partiouche, M. Razgallah, « Antecedents of well-being for artisan entrepreneurship: a first exploratory study », International Journal of Entrepreneurship & Small Business, 2020. (en ligne depuis 2019)
A. Maalaoui, E. Tornikoski, J. Partouche, I. Safraou, « Why Some Third Age Individuals Develop Entrepreneurial Intentions: Exploring the Psychological Effects of Posterity », Journal of Small Business Management (JSBM), vol. 58 (3), 2020.
A. Maalaoui, B. Gaies, « “Knocked up” and Entrepreneurship: possible or not possible? Exploring Parenthood dimension », Revue de l’entrepreneuriat, vol. , 2020.
Article : Le rôle de l'entreprise dans le développement durable Effet de la tendance au rajeunissement sur l'intention entrepreneuriale chez les personnes âgées, Adnane Maalaoui, Imen Safraou et Judith Partouche.
Le papier : Les personnes âgées et l'intention d'entreprendre : Exploration de l'effet modérateur de la postérité, Adnane Maalaoui, Erno Tornikoski, Imen Safraou et Judith Partouche
Gimenez Jimenez, D. A., Calabrò, A., Edelman, L. F., Minola, T., & Cassia, L. (2018). The impact of affective commitment and in-group-collectivism on daughters’ succession intentions. Academy of Management Proceedings, 1, 17353.
Vincent-Ponroy, J., Le, P.L., & Pradies, C. (2018). Advancing family business research through organizational identity: a multilevel model of Family Firm Identity construction by non-family members”.
Calabrò, Campopiano, Basco, (2017) “Principal-principal conflicts and family firm growth: The moderating role of business family identity”, Journal of Family Business Management, Vol. 7 Issue: 3, pp.291-308
Sponsor & Donor
IFBI is largely financed through private donations which are invested in supporting research, teaching, and practice-transfer activities on family business. Your philanthropic financing aims at advancing the knowledge and understanding of family businesses. Different types of sponsorship are possible such as individual donations, project-based financing, financing specific research positions or entering the IFBI Family Owners Circle (FOC).
The IFBI Family Owners Circle is made up by family owners/managers which commit to finance the Institute for at least three years. Family owners and managers part of the IFBI FOC will meet at least once a year in an ad-hoc two days event which is organized and directed by the IFBI team. The IFBI FOC is also a unique opportunity to be in direct and protected connection with other family business members to exchange ideas and experiences.
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Votre interlocuteur : Chérine ZGAYA-BOUZOUITA
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