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This chapter complements the one that appeared as “History of the AIB Fellows: 1975–2008” in Volume 14 of this series (International Business Scholarship: AIB Fellows on the First 50 Years and Beyond, Jean J. Boddewyn, Editor). It traces what happened under the deanship of Alan Rugman (2011–2014) who took many initiatives reported here while his death in July 2014 generated trenchant, funny, and loving comments from more than half of the AIB Fellows. The lives and contributions of many other major international business scholars who passed away from 2008 to 2014 are also evoked here: Endel Kolde, Lee Nehrt, Howard Perlmutter, Stefan Robock, John Ryans, Vern Terpstra, and Daniel Van Den Bulcke.

Since the 1970s, French researchers have elaborated a theoretical framework built around the concept of organizational identity. This theoretical framework integrates concepts from several research disciplines, including sociology, psychology, psychoanalysis, and history. Although this approach focuses primarily on improving the understanding of the internal functioning of organizations, the approach also helps marketing professionals who are responsible for managing organizational image and organizational communications. The diagnosis of an organization's identity permits marketing executives to interpret the symbolic products produced by the organization, even though these symbolic products may not have been designed in a rational or deliberate manner. Reviews the principal concepts and methods elaborated over the last 20 years by researchers working in this perspective, emphasizing the importance of these ideas for marketing specialists. Describes recent developments in identity theory based on the sociological theory developed by Pierre Bourdieu. Presents an original diagnostic methodology ‐ socioanalysis.

The “global responsibility” theme is today in the same state of affairs as the “sustainability” theme, devised by the UNO, was in the 1990s. From a meaningless compromise situation, it has gradually acquired some sense, due to the interest shown by the actors, whether these belong to the political scene, non‐governmental organizations, enterprises, etc. Insofar as the “global responsibility” theme contains the word “responsibility”, it is necessary to propose an understanding of it, with reference to the various areas supporting it (its use in law, in philosophy) before underlining the development of the theme of responsible enterprise and the search for an underlying concept. This text ends on an analysis of the ideological function of the “global responsibility” theme.

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.

This paper aims to comprehend organizational transformation (OT) as a permanent, continuous and iterative system, which integrates large transformations that, in turn, require smaller, additional transformations. For OT implementation, a conceptual model is proposed, called the four orders of OT.

Case study with a qualitative approach, used critical incident interviews, which were applied to describe both successful and unsuccessful events. Participants were chosen by convenience, and information was processed with Nvivo software.

The Colombian family holding studied was founded in 1974, and in its 47 years of existence, has implemented important transformations in its three companies. These showcase the four types of OT proposed, although third order support has been applied most often. The events that triggered said transformations are mainly of exogenous character, and broad responsibility was found on both the upper management and work team levels for implementation processes. This was also found for the indicator use and the various planning approaches used, depending upon the transformation type.

Future research is required, so as to refine and validate the conceptual OT model proposed in other types of companies and development contexts. The proposed construct permits company managers to design and more efficiently manage transformations, while satisfying the diverse orders proposed in the theoretical model.

An integrative conceptual model called “the four orders of OT” is proposed and validated in a Colombian family businesses group, which is composed of three companies.

Looks at the changes in management science methodology brought about by other fields of knowledge and how this has influenced the views of researchers. Draws the main lessons to be learned from this and thus paves the way for direct observation. Develops a set of prerequisites for in‐company observation which are capable of providing valid insights for management sciences. Concludes that the advantage of such an approach is researchers receive a greater realism and depth to their study of organisational practices which in turn makes the resulting methodology more useable in practice.

The objective of this paper is to provide insight into how the practice of sports, commonly known as a pastime or leisure activity, highlights the human agent as an organisational resource and pulling force, and how it can lie within the framework of general employee management policies. But which functions can sport fulfil?

In order to answer this question, qualitative surveys were conducted at ten company sites in France (Adidas France, Apple, 3M, Caisse d'Epargne, Crédit Immobilier de France, Lilly France, Lohr Industrie, Nestlé France, Steelcase International, Würth France). A total of 14 interviews with decision makers on company sport policies were conducted. The empirical data were then cross‐examined in two competitor observations: Steelcase and 3M France.

The study illustrates that sport at companies can take on multiple functions and forms: structures in situ, events, company sporting associations, sponsorship, and so forth. Its functions are often interrelated and integrated into human resources management (as training and motivational tools) and both internal and external communication policies. Furthermore, they contribute to the social policy of the company. Therefore, sport in business is a contributor to defining a company's identity by highlighting intangible and human resources.

This research, completed in large manufacturing and service companies, does not mention the range of sports actions carried out within the framework of intercultural management of multinationals. It could be extended to cover small and medium‐sized enterprises (SMEs) to verify the findings. The research does not deal with the effectiveness of sports actions on employees. Only an employee investigation on accepting management practices would permit the verbalization their feeling of belonging to a company and their job involvement.

This paper describes possibilities to evolve human relations through a sporting means. Collective mobilizing around sports attracts just as much top management as “secondary executives”. It creates network relations outside traditional work circuits and helps develop governance methods, management and human resources management practices, and the nature of human relations.

This paper shows how companies – although obsessed by economic performance – give the opportunity to empower staff through the means of sporting leisure activities for the purpose of a managerial target. This study unveils the uses and functions of sport in companies, and its associated attributes. It furthermore reveals contemporary transformations in the entrepreneurial world: new management styles and re‐enchantment of the company by diffusing the image of an entrepreneurial employee. Henceforth, the man or woman in the company is more than ever considered as a social being endowed with assets in the form of available resources for the purpose of management practices.