Education
- 1997 : Enrolment for a doctoral thesis : the subject deals with the methods to teach
Entrepreneurship at students in Graduate or Masters level
- 1990 : DEA (Doctor of Advanced Studies), I.A.E. Doctoral Management Programme,
University Jean MOULIN, LYON III et E.M. LYON
Memoir on supplier-Client relationships in the industrial sector.
- 1976 : " Maîtrise " in Management, I.A.E. Université Jean MOULIN, LYON III
Experiences
- Since 1992 Professor-Researcher at E.M. LYON, Strategic Management of the SME and Entrepreneurship.
Courses taught:
- Strategic management of SME (master level, graduate level, MBA level
and executive level)
- Entrepreneurship (graduate level, master level and executive level)
- Strategic management (executive level)
- Sociology of firms (master level)
- 1990-1991 Voluntary military service with ORSTOM (Institute for Scientific Research), at Conakry, in the Guinean Republic.
Sociological, economic and statistical research on the self-employed fishing industry, research on women as creators of employment in Guinea.
- 1989-1990 Research assistant with IRE (E.M. LYON's Research institute) in the Industrial Marketing team.
Publications & Research
Research : projects and reports
L'univers stratégique des dirigeants de PMI : typologies mulitcritères (The strategic universe of the SMI manager : multi-criteria typologies) survey carried out on the basis of a research convention with DRIRE Rhone Alpes, September 1995, 3 volumes and a résumé.
Current research activity
Within the framework of a doctoral thesis, the current research project can be resumed in the following way : concentration on the central actor, i.e. the proprietor-manager of a company, in the aim of better understanding the elements and conditions likely to enlighten his strategic actions. Thus, by a qualitative approach to the manager - life-histories, for example - it will be possible to understand better the different components of a manager's social and professional history in order to examine the hypothesis that managers are involved in several overlapping social networks : that of the company, on the one hand, but also other networks such as family, etc., with which there is a relationship of interdependence. The aim is to demonstrate whether the manager's strategic decisions are conditioned by this collection of influences, and the extent to which the company's development depends upon these.