M@n@gement https://management-aims.com/index.php/mgmt <p>M@n@gement is the first open access journal in management, strategy and organization theory. Supported by the AIMS (<a href="http://www.strategie-aims.com/" target="_blank" rel="noopener">Association Internationale de Management Stratégique</a>), this well-ranked, double blind peer-reviewed journal has been publishing original research articles improving our understanding of organizational phenomena for more than 20 years. We encourage creative and novel research which relies on new and nontraditional theories, methods, and/or database.</p> AIMS en-US M@n@gement 1286-4692 <p><span style="color: #4b7d92;">Authors retain copyright of their work, with first publication rights granted to the AIMS.&nbsp;</span></p> <p>&nbsp;</p> <p>&nbsp;</p> Opening Research Data: What Does It Mean for Social Sciences? https://management-aims.com/index.php/mgmt/article/view/9123 <p>Recent international trends demonstrate multilevel efforts to ‘open’ science across its whole ecosystem and lifecycle – from capturing research data through to publishing results. In social sciences, the publication process is already largely ‘open access’ or transitioning toward it. However, opening research data raises specific issues and concerns for the field. Here, we set out to understand what open research data mean for social sciences, and if, why, and how data should be made open. We argue that while the ecosystem of actors, infrastructures, standards, and principles is starting to take structure in France and abroad, there are several barriers to the process of opening data in social sciences: (1) a misperception of the motivations for opening data (i.e., focusing on risks of exercising control over researchers and their academic freedom and overlooking motivations like data patrimonialization, pooling and potential synergies, trust-building, and broader engagement), (2) a system based on competition and the dominant process of ‘starification’ in research, (3) a lack of resources and capabilities that might further exacerbate inequalities among genders, communities, institutions, and countries, and (4) the potential risks inherent to opening data and the specific constraints posed by social science data. Against this backdrop, we investigate several ways forward to operationalize not only FAIR (Findable, Accessible, Interoperable and Reusable) but also CARE (Collective benefit, Authority to control, Responsibility, Ethics) principles for open data in social sciences, before going on to present M@n@gement’s new open data policy.</p> Héloïse Berkowitz Hélène Delacour Copyright (c) 2022 Héloïse Berkowitz, Hélène Delacour http://creativecommons.org/licenses/by-nc/4.0 2022-12-15 2022-12-15 1 15 10.37725/mgmt.v25.9123 New Ways of Working in Academia: Maneuvering in and with Ambiguity in Workspace Design Processes https://management-aims.com/index.php/mgmt/article/view/4447 <p>As a result of growing financial pressures and changing space demands, universities are increasingly looking to modernize and rationalize their workspaces through projects of&nbsp;<em>New Ways of Working</em>&nbsp;(NWoW). So far, extant research has mostly investigated the managerial construct of NWoW and its outcomes on organizational members, leaving the design process leading NWoW to be implemented in local contexts understudied. By contrast, the present study sets out to redefine NWoW as open-ended projects of organizational change that are unavoidably ambiguous and conflictual, hence seeking to overcome the tendency to conceal tensions arising at early stages of the change process under the abstract black-box of ‘resistance to change’. It is shown that ambiguity, simultaneously understood as an organizational problem causing tensions and as a rhetorical resource enabling collective action, plays a major role in the design process of such equivocal projects. This paper further advances our understanding of ambiguity as a multifaceted concept to bridge between individual rationalities and collective decision-making in the course of complex design processes.</p> Grégory Jemine François Pichault Christophe Dubois Copyright (c) 2022 Grégory Jemine, François Pichault, Christophe Dubois http://creativecommons.org/licenses/by-nc/4.0 2022-12-15 2022-12-15 16 30 10.37725/mgmt.v25.4447 The Difficult Integration of Liminal Individuals https://management-aims.com/index.php/mgmt/article/view/5732 <p>In anthropology, a rite of passage is a process voluntarily initiated to allow an individual or a group move through a difficult stage of transformation. The liminal period is the intermediate stage of this process. The idea of liminality has been widely used in the social sciences and in management. However, although it initially had a strong operational dimension for carrying out a transformation, it has become a simple concept describing the situation of individuals who are disoriented and sidelined. Nonetheless, organizational management needs operational tools to facilitate the integration of individuals during transition phases. This article seeks to understand how rituals can facilitate the integration process of liminal individuals. We study a case of ritual passage within a highly ritualized nonreligious organization: a Masonic lodge. We identify several mechanisms, activated through the ritual, that help to integrate liminal individuals. We analyze them through the&nbsp;<em>ventriloquial</em>&nbsp;perspective of communication, borrowed from the theory called Communicative Constitution of Organization (CCO). The results show that the ritual favors (1) the integration of individuals by reducing the ambiguity of the liminal situation, (2) the affirmation of a temporality, (3) the alignment of individual and collective objectives, (4) the recognition of otherness, (5) the lesser hierarchization of individuals, (6) the reduction of&nbsp;<em>hyper-subjectivity</em>, (7) the use of&nbsp;<em>declarative statements</em>, and (8) the&nbsp;<em>rise in authority</em>. We discuss the discrepancies between these results and works on liminality in management and the possible transposition of these mechanisms to various organizations.</p> François Bousquet Valérie Barbat François Cooren Copyright (c) 2022 François Bousquet, Valérie Barbat, François Cooren http://creativecommons.org/licenses/by-nc/4.0 2022-12-15 2022-12-15 31 44 10.37725/mgmt.v25.5732 A Wolf in Sheep’s Clothing: The Ambiguous Role of Multistakeholder Meta-Organisations in Sustainable Supply Chains https://management-aims.com/index.php/mgmt/article/view/4235 <p>Multistakeholder Meta-Organisations (MS-MOs) are often perceived as a ‘magic bullet’ that can tackle societal grand challenges in global supply chains. In this paper, we consider the case of the Roundtable on Sustainable Palm Oil (RSPO), and we investigate the extent to which an MS-MO reshapes the attribution of responsibility for sustainability in supply chains, especially in relation to underlying power dynamics. We conduct a multimodal critical discourse analysis of a broad range of sources, including videos and interviews. We show that through its discursive strategies, the RSPO allocates the responsibility for social and environmental issues to the two extremes of the supply chain: objectifying consumers at one end and smallholders at the other, hence reproducing and even exacerbating the traditional imbalanced power dynamics in supply chains. Our work contributes to the emerging, more critical strand of research investigating meta-organisations (MOs) and sustainable supply chain management.</p> Liliane Carmagnac Anne Touboulic Valentina Carbone Copyright (c) 2022 Liliane Carmagnac, Anne Touboulic, Valentina Carbone http://creativecommons.org/licenses/by-nc/4.0 2022-12-15 2022-12-15 45 63 10.37725/mgmt.v25.4235 Contribution of Psychological Entrepreneurial Support to the Strengthening of Female Entrepreneurial Intention in a Women-Only Incubator https://management-aims.com/index.php/mgmt/article/view/4556 <p>This article explores the contribution of psychological entrepreneurial support, based on same-gender group mentoring, to the strengthening of female entrepreneurial intention in the specific context of a women-only incubator. In other words, it examines the combined effect of gender-based differentiation and group dynamics on the process of incubating women entrepreneurs. Indeed, according to the literature on female entrepreneurship, women entrepreneurs are faced with specific challenges that influence their entrepreneurial intention such as a lack of self-confidence, caused by gender stereotypes, and conflict between family life and entrepreneurial career. More precisely, our research aims to determine how psychological entrepreneurial support is implemented in the incubation process to overcome these specific challenges, and the mechanisms for strengthening female entrepreneurial intention analyzed at both intrapersonal and interpersonal levels. Thanks to a qualitative methodology, our findings suggest that psychological entrepreneurial support delivered via same-gender group mentoring, at the beginning of the incubation process, reinforces female entrepreneurial intention, thanks to a mechanism of external approval and a process of deconstruction of gender stereotypes about female entrepreneurship. Role modeling provided by same-gender group mentoring facilitates the identity work of women entrepreneurs in search of entrepreneurial legitimacy and enables them to overcome various psychological barriers related to a lack of self-confidence or pressure stemming from the family environment. We discuss the implications of our findings on related research into business incubators and the design of mentoring programs adapted to the needs of women entrepreneurs.</p> Pascale Bueno Merino Marie-Hélène Duchemin Copyright (c) 2022 Pascale Bueno Merino http://creativecommons.org/licenses/by-nc/4.0 2022-12-15 2022-12-15 64 79 10.37725/mgmt.v25.4556 Staying Unplugged… for the Tumult of the World https://management-aims.com/index.php/mgmt/article/view/9029 Olivier Germain Samer Abdelnour Banu Ozkazanc-Pan Ana Maria Peredo Chris Steyaert Copyright (c) 2022 The Authors http://creativecommons.org/licenses/by-nc/4.0 2022-12-15 2022-12-15 80 88 10.37725/mgmt.v25.9029 Predatory Capitalism https://management-aims.com/index.php/mgmt/article/view/4555 Chahrazad Abdallah Copyright (c) 2021 Chahrazad Abdallah http://creativecommons.org/licenses/by-nc/4.0 2022-12-15 2022-12-15 89 92 10.37725/mgmt.v25.4555