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This article is based on a survey of 17 Bordeaux cooperative wine producers that was conducted to gain deeper insight into the relationship between the cooperatives' democratic management and economic efficiency. The first section, which concerns methodology, presents the indicators that were used for measuring on one hand the degree of democratic management in the cooperatives and on the other hand their economic efficiency based on the level of remuneration on contributions. A linear regression established a significant inverse relationship between democracy and economic efficiency. However, the author shows that the way decisions are made (largely by board members) acts as a greater constraint than the nature of these decisions (adopted strategy) in the most democratic cooperatives. Their decisions about marketing appear to be less innovative. Democracy only reflects the professional identity of the wine producers, which is based on close regional ties and cooperative principles. The challenge today is to incorporate a commercial dimension without diluting their identity.

Certain successful enterprises launched during the last decade have given researchers, entrepreneurs, and business coaches food for thought. At the heart of their business model, there is an original value proposition that we call a “linking value proposition”. In this article, we argue that their ability to link consumers is the main explanation for the success of these enterprises and that this form of linkage is a “contact key” they propose to consumers that translates into team spirit, mutual aid, and community. We begin by discussing how a linking value proposition is conceived, cocreated, and captured. We then examine how placing linking value at the heart of the value proposition impacts all the actors involved.

Keywords: Cocréation de valeur, Communauté, Entrepreneuriat, Marketing, Proposition de valeur, Valeur de liaison, Value cocreation, Community, Entrepreneurship, Marketing, Value proposition, Linking value, Co-creación de valor, Comunidad, Emprendimiento, Marketing, Propuesta de valor, Valor de vinculación

This paper analyses the antecedents of internal and external resistance to brand name change, and its consequences on brand equity. A qualitative research, based on interviews carried out with 10 managers and 40 consumers, suggest that both internally and externally the level of implication, the perceived benefits of change, as well as the attachment to the substituted brand may decrease resistance to change. We suggest diverse means in order to optimize the management of resistance to brand change, thus favoring the transfer of the capital of the abandoned brand to the new brand.

Keywords: résistance au changement, changement de nom de marque, capital de marque, capital immatériel, resistance to change, brand name change, brand equity, immaterial capital, resistencia al cambio, cambio de nombre de marca, capital de marca, capital inmaterial

This article belongs to the expanding academic literature about selling coopetition. In particular, we focus the attention on the specificities of markets ruled by calls for tenders. We intend to contribute to this new research area with a qualitative empirical study conducted in the architecture industry. The main result lies in the proposition of a conceptual model about selling coopetition dynamics with calls for tenders. Three different forms of selling coopetition are defined and discussed: a priori coopetition, coopetitive answer and a posteriori coopetition.

Keywords: Coopétition commerciale, dynamique coopétitive, appels d'offres, architectes, Selling coopetition, coopetitive dynamics, calls for tenders, architects, Comercial coopetición, dinámica coopetitiva, licitaciones, arquitectas

Keywords: expérience 2D/3D, imagerie mentale, présence, émotions positives, satisfaction

This research investigates a neglected area: the basic roles played by personnel/human resource departments. These organizations refer to the administrative unit - called for instance "human resource department" or "personnel and labor relations department" - which provides services to managers and employees in various areas such as recruitment and hiring, wage and salary administration, labor relations, and so forth.A number of basic roles are proposed by human resource management textbooks in such countries as the United States, Great Britain, France and Canada, but there is practically no empirical study to support their claims. The few empirical studies that exist on the subject tend to be limited to a few roles (e.g., strategic, vs operational or marketing vs production) without a clearly defined theoretical framework behind. This lack of research is surprising when considering the vast amount of normative articles on the subject. This shows that, so far, the interest for the subject has come primarily from the practitioners. But the literature may be misleading without clearly defined concepts. For example the department roles, i.e. the "entity's" roles (macro level) tend to be confused with those of the professionals (micro level). Thus, there is a need to fill a gap both in theory and in practice.As a first step towards this goal, this research proposes a challenge response theoretical model to help indentify basic roles. Basic roles constitute dynamic responses that help HR departments adapt to their environment. They are called "basic" because it is thought that only a few key roles are essential to the entity's survival. The model in Figure 1 shows that the departments exist to answer at least three basic types of needs: (1 ) roles towards the organization (or business roles) (2) towards clients (service roles), and (3) towards HR management as a specialized activity in the organization (functional roles). Two roles were identified for each dimension.A questionnaire measuring the six roles identified was developed and administered to a randomly selected sample of 1000 organizations in various industries. A total of 264 questionnaires (26,4 %) was used in the analysis. The largest representation in the sample comes from manufacturing (61,6 % or 162 companies), followed by finance (11 % or 29 companies). Transportation and utilities (10,6 % or 28 companies), services (6,8 % or 18 companies), retail and Wholesale trade (6,1 % or 16 companies), and organizations in the primary sector, such as agriculture (3,8 % or 10 companies) accounted for smaller proportions in the sample. Exploratory factor analysis (common factor model, principal axis factoring, VARIMAX rotation) was chosen because the concepts are not well known.Six factors (or basic roles) emerged from factor analysis. Some (strategic and operational roles) were close to the roles anticipated, while the others (service to line managers, service to employees, and quality management) differed partly and one was left uninterpreted. A reliability coefficient (Cronbach Alpha) was calculated for the five roles retained. The results are as follows: 0,89 for the strategic role, 0,88 for the operational role, 0,83 for both service to employees and quality management roles, and 0,75 for service to line managers.These results are considered acceptable at this stage of knowledge development. The article concludes with a discussion on theoretical and practical issues regarding the study of personnel/human resource department roles. In particular, the study of roles has been useful in another study in identifying various types of HR departments based on a configuration of roles (or relative emphasis on roles).Such studies will eventually contribute to the development of a theory on HR departments. From a practical point of view, a better knowledge of HR department types will facilitate subsequent studies on their effectiveness. For instance does a particular type of HR department with a given configuration of roles (e.g. strong on operational, strategic, quality management roles) more effective than one with another configuration (e.g. strong on operational, service to employees, and quality management)? or to what extent is a given type of HR department more appropriate given a particular context (e.g., organization strategy)? Evaluating HR department's contribution is already an area where practitioners hope to receive some guidance from academics. It is clear, thus, that much more remains to be done both in theory and in practice.

This study investigated the relationships among justice dimensions (distributive, procedural, interpersonal, and informational), university image, service recovery satisfaction, and customer behavioural outcomes (trust, word of mouth, repurchase intention, and loyalty). This study adopted a cross-sectional survey approach and data were collected through a survey of 303 students of Open University Malaysia in Malaysia who experienced service failure and service recovery. The framework was tested via partial least square structural equation modelling, and the results revealed a significant relationship between justice dimensions and service recovery satisfaction in terms of procedural and interpersonal justice. Service recovery satisfaction had a significant effect on all customer behavioural outcomes investigated. University image did not have a moderating effect on the relationship between justice dimensions and service recovery satisfaction. Theoretical and practical implications of the study are discussed in this paper.

Keywords: justice dimensions, service recovery satisfaction, university image, behavioural outcomes, open and distance learning

L'adoption du concept marketing implique une certaine structure organisationnelle, et du concept ne peuvent émerger que quelques choix structurels. Il n'y aurait pas de meilleure façon d'implanter le concept marketing pour toutes les organisations, car implanter le concept leur demande d'observer leur environnement, et de faire un choix parmi les alternatives qui s'offrent à elles pour ajuster leur structure aux besoins des clients (Baligh et Burton, 1979). Si déjà en 1961 Weigand proposait d'étudier les facteurs qui pouvaient influencer la structuration de la fonction marketing, un nombre restreint d'études empiriques ont été effectuées depuis pour expliquer le phénomène. L'objet de recherche de ce mémoire se veut l'élaboration d'une typologie de classification fondée sur la structuration de la fonction marketing dans les grandes entreprises canadiennes, et …