COLLOQUE INTERNATIONAL
3rd International Conference on Multidisciplinary Research in Management and Economics
I. OVERVIEW
In a world of constant change, firms are put under constant pressure in several ways. They should manage wisely the interests of all their stakeholders (e.g. customers, suppliers, employees, shareholders and public administration). Also, firms should, in a medium term, provide sufficient and sustainable growth to cover their business needs and ensure their financial stability.
In the long term, firms must control all the factors that determine the future dynamism of the sector in which they operate. In other terms, firms must remain particularly vigilant in confronting the forces that drive this dynamism and never lose a sense of strategic direction regarding the evolving complex advances which sometimes cause abrupt and drastic transformations.
Regardless of the management mode, companies must reinvent themselves and readapt their strategies to better manage the environmental uncertainty in order to guarantee a sustainable competitive advantage. Therefore, all the firms’ departments must adhere to these changes in strategy whether they are HR, marketing, production, R&D or others. These departments must have realistic visions and be in alignment with the transformations and new environmental challenges which sometimes are regarded as radical. With the advent of modern technologies, the company must get the most of the new challenges to generate new potential opportunities.
The exploration of these unconventional conjectural advances cannot be linear as it does not justify short-term forecasts. Although this may generate a sense of skepticism, the company must manage with an interdisciplinary approach even if the challenges are more drastic in a specific function of the company.
Over the last decade, many forces have been acting to transform the business ecosystem including new technologies, which is sometimes very turbulent and limited for companies in terms of adaptation. Thus, the management must be capable of examining all the benefits and pitfalls and evaluating the various scenarios in order to be able to support its competitiveness and development.
However, playing on pricing, quality or both to be more productive is no longer sufficient to survive. In fact, these traditional operating modes are not only less effective but also subject to be much less functional in the future due to the changes in competitive forces drivers which are gaining in importance in particularly, from the technological aspect.
Irrespective of the anatomy of the business, the economic situation, the interdependent various forces which can threaten its survival in the current context, and the dynamism managerial must be orchestrated. Like the single notes and chords of a melody that are then woven into a polyphony, the success of a dynamic company arises from a constellation of factors that together create a symphonic system. And, as for the multiple threads of polyphonic music, there can be harmony and dissonance as different melodies change, intertwine, catch up and fall behind. Thus the latest progress related to the digitization such as block chain and crypto finance have almost become the new current standards in several countries and have forced companies to organize themselves already internally to be able to cope with the external environment.
And in a world where new progress seems destined to grow further, the survival of a company depends on the responsiveness of its management to innovate in order to adapt to the many distinct and diverse technological aspects while striking the right balance within its functions (finance, HR, R&D, marketing, etc.).
This inward looking reveals that all business practices and operational management that are essential to its functioning, must support the aspirations and imperatives that are emerging from the evolution of competitive markets; nurture innovative and adaptation capabilities which facilitate a perpetual search for the necessary means to balance the internal cooperation between business functions (finance, HR, R&D, marketing, etc.), the competition, and innovation with risk taking management.
Given this, business functions should not be static and closed vis-à-vis external development, in particular the new technologies; on the contrary, they must be dynamic to adapt to advent innovations. Management, for its part, must provide clear and effective guidance complemented by tacit and explicit rules.
The aim of this conference is to bring together scholars, doctoral students and practitioners from different countries to discuss theoretical and practical issues in all areas of management and economics. The conference provides a leading interdisciplinary platform for researchers and practitioners to present and discuss the most recent innovations, trends and concerns, as well as the challenges encountered and the solutions adopted in the fields of management and economics. The symposium is currently presenting a prize which will be awarded to the best paper based on the quality, importance and originality of the research. We invite scholars, researchers, practitioners and doctoral students to submit their work for paper presentations or posters.
II. THEMES OF THE CONFERENCE
We are interested in papers addressing, but not limited to, the following themes: • Entrepreneurial innovation and performance management. • Participatory finance, risk management and financial engineering. • Corporate Finance and Financial Reporting. • Management control and performance management. • Governance and performance of public organizations. • Audit and internal control. • Human resource management practices and innovation. • Logistics and Supply Chain Management. • Social and solidarity economy. • Applied Economics & Econometrics; • Information system management. • Tourism and innovation. • Digital transformation and business performance. • Marketing, commerce & digitalization. • Management, strategy & governance, economic intelligence.
III. SUBMITTED WORKS
• Research papers: Manuscripts proposed by professors, researchers and doctoral students. The submitted article should not exceed 48,000 words (approximately 15 pages).
• Current research work: A doctoral workshop is planned to allow research students (doctoral and master levels) to present their work progress (5 to 6 pages).
This colloquium is associated with the special issue of the Moroccan Journal of Business Studies (MJBS) (ISSN 2665-8976). The submitted papers are sent for peer reviewing. All the accepted papers will have the opportunity to be considered for publication in the special issue of the journal.
IV. SUBMISSION GUIDELINE
The article must be preceded by an ABSTRACT in French and English which should not exceed 250 words and 5 keywords separated by commas. The manuscript should be in Times New Roman (12 pt.), 1.5 line spacing. The paragraph should be justified with a 1.25 cm indent (A4 paper size).
Title (Times New Roman, 20) Full name(s) of author(s) Full affiliation (Affiliation, Laboratory, Function, Telephone, Email Address)
The manuscript structure should be as follows:
- I. TITLE 1
-
- 1.1. Subtitle
-
- 1.1.1. Subtitle 1
- 1.1.2. Subtitle 2
- I. TITLE 2
-
- 1.1. Subtitle
-
- 1.1.1. Subtitle 1
- 1.1.2. Subtitle 2
- ... TITLE N
- CONCLUSION
REFERENCES
• Books:
LAST NAME, Initial of First Name., (Year), Title of the work, Place of publication: Publisher, x p.
Exemple : BEAUD, M., (1985), L'art de la thèse, Paris : Editions La Découverte, 156 p.
• Articles:
LAST NAME, Initial of First Name., (Year), "Title of the article", Name of the periodical, Volume (n°), pp. x - y.
Exemple : MIGNON, S., (2009), "La pérennité organisationnelle: un cadre d’analyse". Revue Française de Gestion, vol 2, n°192, pp.75-89.
• Websites citation:
LAST NAME, Initial of First Name., (Year), "Document title", http: // full address (consulted on day / month / year).
PS: Footnotes appear in the text in superscript in continuous numbering. The notes are placed at the bottom of the page concerned (size 10). Footnotes should be used for additional information on the content of the sentence and not to reference an article or report.
V. IMPORTANT DATES
| Abstract submission | 15 February 2022 |
| Notification of acceptance | 26 February 2022 |
| Full paper submission | 25 March 2022 |
| Notification of manuscript review | 20 April 2022 |
| Colloquium date | 18, 19 May 2022 |
The authors can send their abstracts/manuscripts in French or English to the following e-mail address: icrm2022@emaa.ma
Information and Details :
For more information, you are invited to contact the organizing committee directly using: Email: icrm2022@emaa.ma Tél : +212-528-21-49-70 Website : www.emaa.ma/mjbs
VI. REGISTRATION FEES
| Registration before April 30, 2022 | |
| Lecturer-researchers and professionals | 1000 MAD (100 €) |
| Doctoral students | 500 MAD (50 €) |
| Inscription Avant le 09 Mai 2022 | |
| Lecturer-researchers and professionals | 1300 MAD (130 €) |
| Doctoral students | 800 MAD (80 €) |
• The payment of the registration fees must be made to the bank account of EMAA Business School - Bank Name: BMCE. - Account Number:011 010 0000 01 210 00 04629 73 - SWIFT CODE: BMCEMAMC
• The payment receipt must be scanned and sent to the following email address: icrm2022@emaa.ma, You should clearly indicate in the e-mail the full name of the participant(s). A letter of acceptance and invitation will be issued for the participants.
VII. COLLOQUIUM COMMITTEES
1. HONORARY PRESIDENTS:
• Dr. BENDOU Abdelaziz Président de l’Université Ibn Zohr • Dr. LAFOU Tarik Président d’EMAA Business School
2. ORGANIZING COMMITTEES :
• BELGNAOUI Lalla Touhfa, EMAA Business School, Agadir, Maroc • DEHBI Sara, EMAA Business School, Agadir, Maroc • ALAOUI MDAGHRI Anas, EMAA Business School, Agadir, Maroc • CHAKIR LAMRANI Houda, EMAA Business School, Agadir, Maroc • EL BAKKOURI Bouchra, EMAA Business School, Agadir, Maroc • EL HARRANE Mohamed Charif, EMAA Business School, Agadir, Maroc • FAOUZI Hicham, EMAA Business School, Agadir, Maroc • OUBAALI Farid, EMAA Business School, Agadir, Maroc • LAHBABI Youssef, EMAA Business School, Agadir, Maroc • RAKI Samira, EMAA Business School, Agadir, Maroc • JABBAR Hassan, EMAA Business School, Agadir, Maroc • ALAOUI Hicham, EMAA Business School, Agadir, Maroc • OUTOUHAJ Farida, EMAA Business School, Agadir, Maroc • TERRAH Mohamed, EMAA Business School, Agadir, Maroc
3. REVIEWING COMMITEES :
• ABOUSSI Leila, EST, Université Ibn Zohr, Agadir, Maroc • ABRIANE Ahmed, FSJES, Université Ibn Zohr, Agadir, Maroc • AHSINA Khalifa, FSJES, Université Ibn Zohr, Ait Melloul, Maroc • AJERAME Malika, FSJES, Université Ibn Zohr, Agadir, Maroc • ALAOUI MDAGHRI Anas, EMAA Business School, Agadir, Maroc • AMAJID Ghizlane, EST, Université Ibn Zohr, Agadir, Maroc • ANGADE Khadija, ENCG, Université Ibn Zohr, Agadir, Maroc • BARAKAT Ouafa, ENCG, Université Ibn Zohr, Agadir, Maroc • BATRICH Hassan, FSJES, Université Ibn Zohr, Agadir, Maroc • BELGNAOUI Lalla Touhfa, EMAA, Agadir, Maroc • BINKKOUR Mohamed, FSJES, Université Ibn Zohr, Agadir, Maroc • CHAKIR LAMRANI Houda, EMAA Business School, Agadir, Maroc • CHOUKRI Mohamed, FSJES, Université Mohammed Premier, Oujda, Maroc • DEHBI Sara, EMAA Business School, Agadir, Maroc • DRISSI Salma, FSJES, Université Ibn Zohr, Ait Melloul, Agadir, Maroc • EL BADRAOUI Khalid, ENCG, Université Ibn Zohr, Agadir, Maroc • EL BAKKOURI Bouchra, EMAA Business School, Agadir, Maroc • EL BAKKOURI Alae EST, Université Ibn Zohr, Guelmim, Maroc • EL HARRANE Mohamed Charif, EMAA Business School, Agadir, Maroc • EL OUAFA IDRISS, FLASH, Université Ibn Zohr, Ait Melloul, Maroc • EL OUIDANI Abdelkbir, FSJES, Université Ibn Zohr, Agadir, Maroc • FRIMOUSSE Soufiane, Université de CORSE PASCAL-PAOLI, France • HAIRANE Dahbi, EST, Université Ibn Zohr, Agadir, Maroc • KAMRAN Khan, Université de Vérone, Verona, Italie • KARAMA Lalla Asma, ENCG, Université Ibn Zohr, Agadir, Maroc • KOUKKOUS Abdelatif, FSJES, Université Ibn Zohr, Agadir, Maroc • LAHBABI Youssef, EMAA Business School, Agadir, Maroc • LAHFIDI Abdelhaq, ENCG, Université Ibn Zohr, Agadir, Maroc • LAFOU Tarik, EMAA Business School, Agadir, Maroc • MOUDJARE HELGATH Bybert, Université Saint Jean Paul II, Yaoundé, Cameroun • OUBAALI Farid, EMAA Business School, Agadir, Maroc • OUBDI Lahsen, ENCG, Université Ibn Zohr, Agadir, Maroc • OUMLIL Rachid, Université Ibn Zohr, Agadir, Maroc • PERETTI Jean-Marie, Université de CORSE P ASCAL-P AOLI, France • RAKI Samira, EMAA Business School, Agadir, Maroc • SAIR Aziz, ENCG, Université Ibn Zohr, Dakhla, Maroc • SERGHINI Meryem, FSJES, Université Ibn Zohr, Agadir, Maroc • SKOURI Hassan, ENCG, Université Ibn Zohr, Agadir, Maroc • SOUAF Malika, ENCG, Université Ibn Zohr, Agadir, Maroc • TOUIMER Abdessamad, EMAA, Agadir, Maroc • UL-MUJAHID SHAH Saif, Université nationale des langues modernes, Islamabad, Pakistan