Experience

Publications

• • Ben Letaifa Soumaya, « Les écosystèmes d’innovation: Cadrage théorique ». Chapitre 1 du livre Ecosystèmes d’affaires et PME, édité par Annabelle Jaouen et Mickael Géraudel, Éditions Hermès, France.

  Hermès

• • Ben Letaifa Soumaya, « Les écosystèmes d’innovation: Cadrage théorique ». Chapitre 1 du livre Ecosystèmes d’affaires et PME, édité par Annabelle Jaouen et Mickael Géraudel, Éditions Hermès, France.

  Hermès

• Ben Letaifa, Soumaya et Jean Perrien, A new conceptual framework for greater success with integration of e-CRM, Emergent Strategies for E- Business Processes, Services and Implications: Advancing Corporate Frameworks",.

  In Lee, IGI Global, Hershey ISBN: 1935-2700, New York, vol. 3 pp.14-29, 2008

• • Ben Letaifa Soumaya, « Les écosystèmes d’innovation: Cadrage théorique ». Chapitre 1 du livre Ecosystèmes d’affaires et PME, édité par Annabelle Jaouen et Mickael Géraudel, Éditions Hermès, France.

  Hermès

• Ben Letaifa, Soumaya et Jean Perrien, A new conceptual framework for greater success with integration of e-CRM, Emergent Strategies for E- Business Processes, Services and Implications: Advancing Corporate Frameworks",.

  In Lee, IGI Global, Hershey ISBN: 1935-2700, New York, vol. 3 pp.14-29, 2008

• • Ben Letaifa Soumaya (2014), " Dans quels contextes s'exerce la stratégie?", chapitre trois de l'Éncyclopédie de la Stratégie, édité par F.Tannery (Université Lyon 2) – A.C.Martinet (Université Lyon 3),T.Hafsi (HEC Montréal) et J.P.Denis (Université Par

  Vuibert

• • Ben Letaifa Soumaya, « Les écosystèmes d’innovation: Cadrage théorique ». Chapitre 1 du livre Ecosystèmes d’affaires et PME, édité par Annabelle Jaouen et Mickael Géraudel, Éditions Hermès, France.

  Hermès

• Ben Letaifa, Soumaya et Jean Perrien, A new conceptual framework for greater success with integration of e-CRM, Emergent Strategies for E- Business Processes, Services and Implications: Advancing Corporate Frameworks",.

  In Lee, IGI Global, Hershey ISBN: 1935-2700, New York, vol. 3 pp.14-29, 2008

• • Ben Letaifa Soumaya (2014), " Dans quels contextes s'exerce la stratégie?", chapitre trois de l'Éncyclopédie de la Stratégie, édité par F.Tannery (Université Lyon 2) – A.C.Martinet (Université Lyon 3),T.Hafsi (HEC Montréal) et J.P.Denis (Université Par

  Vuibert

• Too close to collaborate? How geographic proximity could impede entrepreneurship and innovation

  Journal of Business Research

  Numerous studies focus on successful clusters to demonstrate that geographic proximity enables collaboration and innovation. Yet, practitioners still need to understand why some clusters fail to collaborate despite their geographic proximity. This longitudinal study investigates an ICT public-private innovation cluster that fails to collaborate and explores how geographic, institutional, organizational, cognitive and social proximities interplay. The findings show that: (1) social proximity is the most important proximity to achieving collaboration; (2) close geographic proximity can be a barrier to social proximity; and (3) geographic distance is seen as an accelerator of entrepreneurship and innovation. These findings contribute to the literature on clusters and innovation by arguing that contexts of high cognitive, organizational, institutional and geographic proximities do not facilitate communication and collaboration. Specifically, geographic proximity can have a negative impact on social proximity. Finally the paper illustrates that clusters created by economic policies are less prone to innovation compared to spontaneous ecosystems emerging from private entrepreneurial initiatives.

• • Ben Letaifa Soumaya, « Les écosystèmes d’innovation: Cadrage théorique ». Chapitre 1 du livre Ecosystèmes d’affaires et PME, édité par Annabelle Jaouen et Mickael Géraudel, Éditions Hermès, France.

  Hermès

• Ben Letaifa, Soumaya et Jean Perrien, A new conceptual framework for greater success with integration of e-CRM, Emergent Strategies for E- Business Processes, Services and Implications: Advancing Corporate Frameworks",.

  In Lee, IGI Global, Hershey ISBN: 1935-2700, New York, vol. 3 pp.14-29, 2008

• • Ben Letaifa Soumaya (2014), " Dans quels contextes s'exerce la stratégie?", chapitre trois de l'Éncyclopédie de la Stratégie, édité par F.Tannery (Université Lyon 2) – A.C.Martinet (Université Lyon 3),T.Hafsi (HEC Montréal) et J.P.Denis (Université Par

  Vuibert

• Too close to collaborate? How geographic proximity could impede entrepreneurship and innovation

  Journal of Business Research

  Numerous studies focus on successful clusters to demonstrate that geographic proximity enables collaboration and innovation. Yet, practitioners still need to understand why some clusters fail to collaborate despite their geographic proximity. This longitudinal study investigates an ICT public-private innovation cluster that fails to collaborate and explores how geographic, institutional, organizational, cognitive and social proximities interplay. The findings show that: (1) social proximity is the most important proximity to achieving collaboration; (2) close geographic proximity can be a barrier to social proximity; and (3) geographic distance is seen as an accelerator of entrepreneurship and innovation. These findings contribute to the literature on clusters and innovation by arguing that contexts of high cognitive, organizational, institutional and geographic proximities do not facilitate communication and collaboration. Specifically, geographic proximity can have a negative impact on social proximity. Finally the paper illustrates that clusters created by economic policies are less prone to innovation compared to spontaneous ecosystems emerging from private entrepreneurial initiatives.

• An Interview Study to Understand the Reasons Clients Change Audit Firms and the Client's Perceived Value of the Audit Service

  Current Issues in Auditing, a Journal of the American Accounting Association

  Audit firms are concerned that clients perceive the audit service as a commodity, with little value added, resulting in clients switching to firms that offer lower fees. However, the auditing literature lacks qualitative insight from clients on the reasons that they change audit firms and their perceptions of the value of audit services. To better understand the client's perspective, we conducted interviews with 20 financial managers who participate in audit firm appointment decisions. Our results suggest that the quality of the auditor-client relationship is the key determinant of auditor switching and audit value. Interestingly, price becomes an important factor only when the auditor-client relationship is mismanaged (e.g., when clients perceive that their auditor is not available to them).

• • Ben Letaifa Soumaya, « Les écosystèmes d’innovation: Cadrage théorique ». Chapitre 1 du livre Ecosystèmes d’affaires et PME, édité par Annabelle Jaouen et Mickael Géraudel, Éditions Hermès, France.

  Hermès

• Ben Letaifa, Soumaya et Jean Perrien, A new conceptual framework for greater success with integration of e-CRM, Emergent Strategies for E- Business Processes, Services and Implications: Advancing Corporate Frameworks",.

  In Lee, IGI Global, Hershey ISBN: 1935-2700, New York, vol. 3 pp.14-29, 2008

• • Ben Letaifa Soumaya (2014), " Dans quels contextes s'exerce la stratégie?", chapitre trois de l'Éncyclopédie de la Stratégie, édité par F.Tannery (Université Lyon 2) – A.C.Martinet (Université Lyon 3),T.Hafsi (HEC Montréal) et J.P.Denis (Université Par

  Vuibert

• Too close to collaborate? How geographic proximity could impede entrepreneurship and innovation

  Journal of Business Research

  Numerous studies focus on successful clusters to demonstrate that geographic proximity enables collaboration and innovation. Yet, practitioners still need to understand why some clusters fail to collaborate despite their geographic proximity. This longitudinal study investigates an ICT public-private innovation cluster that fails to collaborate and explores how geographic, institutional, organizational, cognitive and social proximities interplay. The findings show that: (1) social proximity is the most important proximity to achieving collaboration; (2) close geographic proximity can be a barrier to social proximity; and (3) geographic distance is seen as an accelerator of entrepreneurship and innovation. These findings contribute to the literature on clusters and innovation by arguing that contexts of high cognitive, organizational, institutional and geographic proximities do not facilitate communication and collaboration. Specifically, geographic proximity can have a negative impact on social proximity. Finally the paper illustrates that clusters created by economic policies are less prone to innovation compared to spontaneous ecosystems emerging from private entrepreneurial initiatives.

• An Interview Study to Understand the Reasons Clients Change Audit Firms and the Client's Perceived Value of the Audit Service

  Current Issues in Auditing, a Journal of the American Accounting Association

  Audit firms are concerned that clients perceive the audit service as a commodity, with little value added, resulting in clients switching to firms that offer lower fees. However, the auditing literature lacks qualitative insight from clients on the reasons that they change audit firms and their perceptions of the value of audit services. To better understand the client's perspective, we conducted interviews with 20 financial managers who participate in audit firm appointment decisions. Our results suggest that the quality of the auditor-client relationship is the key determinant of auditor switching and audit value. Interestingly, price becomes an important factor only when the auditor-client relationship is mismanaged (e.g., when clients perceive that their auditor is not available to them).

• The Impact of e-CRM on Organizational and Individual Behaviour: The Effect of the Remuneration and Reward System”, International Journal of Electronic Business Research, Special Issue: E-CRM, vol.3, no 2, pp13-23.

  International Journal of Electronic Business Research

• • Ben Letaifa Soumaya, « Les écosystèmes d’innovation: Cadrage théorique ». Chapitre 1 du livre Ecosystèmes d’affaires et PME, édité par Annabelle Jaouen et Mickael Géraudel, Éditions Hermès, France.

  Hermès

• Ben Letaifa, Soumaya et Jean Perrien, A new conceptual framework for greater success with integration of e-CRM, Emergent Strategies for E- Business Processes, Services and Implications: Advancing Corporate Frameworks",.

  In Lee, IGI Global, Hershey ISBN: 1935-2700, New York, vol. 3 pp.14-29, 2008

• • Ben Letaifa Soumaya (2014), " Dans quels contextes s'exerce la stratégie?", chapitre trois de l'Éncyclopédie de la Stratégie, édité par F.Tannery (Université Lyon 2) – A.C.Martinet (Université Lyon 3),T.Hafsi (HEC Montréal) et J.P.Denis (Université Par

  Vuibert

• Too close to collaborate? How geographic proximity could impede entrepreneurship and innovation

  Journal of Business Research

  Numerous studies focus on successful clusters to demonstrate that geographic proximity enables collaboration and innovation. Yet, practitioners still need to understand why some clusters fail to collaborate despite their geographic proximity. This longitudinal study investigates an ICT public-private innovation cluster that fails to collaborate and explores how geographic, institutional, organizational, cognitive and social proximities interplay. The findings show that: (1) social proximity is the most important proximity to achieving collaboration; (2) close geographic proximity can be a barrier to social proximity; and (3) geographic distance is seen as an accelerator of entrepreneurship and innovation. These findings contribute to the literature on clusters and innovation by arguing that contexts of high cognitive, organizational, institutional and geographic proximities do not facilitate communication and collaboration. Specifically, geographic proximity can have a negative impact on social proximity. Finally the paper illustrates that clusters created by economic policies are less prone to innovation compared to spontaneous ecosystems emerging from private entrepreneurial initiatives.

• An Interview Study to Understand the Reasons Clients Change Audit Firms and the Client's Perceived Value of the Audit Service

  Current Issues in Auditing, a Journal of the American Accounting Association

  Audit firms are concerned that clients perceive the audit service as a commodity, with little value added, resulting in clients switching to firms that offer lower fees. However, the auditing literature lacks qualitative insight from clients on the reasons that they change audit firms and their perceptions of the value of audit services. To better understand the client's perspective, we conducted interviews with 20 financial managers who participate in audit firm appointment decisions. Our results suggest that the quality of the auditor-client relationship is the key determinant of auditor switching and audit value. Interestingly, price becomes an important factor only when the auditor-client relationship is mismanaged (e.g., when clients perceive that their auditor is not available to them).

• The Impact of e-CRM on Organizational and Individual Behaviour: The Effect of the Remuneration and Reward System”, International Journal of Electronic Business Research, Special Issue: E-CRM, vol.3, no 2, pp13-23.

  International Journal of Electronic Business Research

• Understanding Business Ecosystems ; How Firms Succeed In The New World Of Convergence ?

  De Boeck

  "Understanding Business Ecosystems: How Firms Succeed in the New World of Convergence? builds on strategic management and innovation management academic contributions to better understand theoretical and empirical challenges of business ecosystems. Even if the concept of business ecosystem was coined in 1993, it will « lie fallow » during more than ten years before gaining scholars' interest. Managers will however recognize the relevance of this concept as it grasps the complexity of their business reality in terms of new collaborative and innovative strategies. Thus, the main purpose of this book is twofold. On the one hand, the objective is to identify the epistemological and theoretical fundamentals of business ecosystems, and on the other hand, the purpose is to analyse the various managerial challenges. This volume analyses in particular the issues of knowledge management, coopetition strategies, platforms, governance, etc. Understanding Business Ecosystems: How Firms Succeed in the New World of Convergence? is finally a key reference book that innovates by integrating for the first time well known French speaking scholars' contributions from the strategy and innovation management fields. Understanding

• • Ben Letaifa Soumaya, « Les écosystèmes d’innovation: Cadrage théorique ». Chapitre 1 du livre Ecosystèmes d’affaires et PME, édité par Annabelle Jaouen et Mickael Géraudel, Éditions Hermès, France.

  Hermès

• Ben Letaifa, Soumaya et Jean Perrien, A new conceptual framework for greater success with integration of e-CRM, Emergent Strategies for E- Business Processes, Services and Implications: Advancing Corporate Frameworks",.

  In Lee, IGI Global, Hershey ISBN: 1935-2700, New York, vol. 3 pp.14-29, 2008

• • Ben Letaifa Soumaya (2014), " Dans quels contextes s'exerce la stratégie?", chapitre trois de l'Éncyclopédie de la Stratégie, édité par F.Tannery (Université Lyon 2) – A.C.Martinet (Université Lyon 3),T.Hafsi (HEC Montréal) et J.P.Denis (Université Par

  Vuibert

• Too close to collaborate? How geographic proximity could impede entrepreneurship and innovation

  Journal of Business Research

  Numerous studies focus on successful clusters to demonstrate that geographic proximity enables collaboration and innovation. Yet, practitioners still need to understand why some clusters fail to collaborate despite their geographic proximity. This longitudinal study investigates an ICT public-private innovation cluster that fails to collaborate and explores how geographic, institutional, organizational, cognitive and social proximities interplay. The findings show that: (1) social proximity is the most important proximity to achieving collaboration; (2) close geographic proximity can be a barrier to social proximity; and (3) geographic distance is seen as an accelerator of entrepreneurship and innovation. These findings contribute to the literature on clusters and innovation by arguing that contexts of high cognitive, organizational, institutional and geographic proximities do not facilitate communication and collaboration. Specifically, geographic proximity can have a negative impact on social proximity. Finally the paper illustrates that clusters created by economic policies are less prone to innovation compared to spontaneous ecosystems emerging from private entrepreneurial initiatives.

• An Interview Study to Understand the Reasons Clients Change Audit Firms and the Client's Perceived Value of the Audit Service

  Current Issues in Auditing, a Journal of the American Accounting Association

  Audit firms are concerned that clients perceive the audit service as a commodity, with little value added, resulting in clients switching to firms that offer lower fees. However, the auditing literature lacks qualitative insight from clients on the reasons that they change audit firms and their perceptions of the value of audit services. To better understand the client's perspective, we conducted interviews with 20 financial managers who participate in audit firm appointment decisions. Our results suggest that the quality of the auditor-client relationship is the key determinant of auditor switching and audit value. Interestingly, price becomes an important factor only when the auditor-client relationship is mismanaged (e.g., when clients perceive that their auditor is not available to them).

• The Impact of e-CRM on Organizational and Individual Behaviour: The Effect of the Remuneration and Reward System”, International Journal of Electronic Business Research, Special Issue: E-CRM, vol.3, no 2, pp13-23.

  International Journal of Electronic Business Research

• Understanding Business Ecosystems ; How Firms Succeed In The New World Of Convergence ?

  De Boeck

  "Understanding Business Ecosystems: How Firms Succeed in the New World of Convergence? builds on strategic management and innovation management academic contributions to better understand theoretical and empirical challenges of business ecosystems. Even if the concept of business ecosystem was coined in 1993, it will « lie fallow » during more than ten years before gaining scholars' interest. Managers will however recognize the relevance of this concept as it grasps the complexity of their business reality in terms of new collaborative and innovative strategies. Thus, the main purpose of this book is twofold. On the one hand, the objective is to identify the epistemological and theoretical fundamentals of business ecosystems, and on the other hand, the purpose is to analyse the various managerial challenges. This volume analyses in particular the issues of knowledge management, coopetition strategies, platforms, governance, etc. Understanding Business Ecosystems: How Firms Succeed in the New World of Convergence? is finally a key reference book that innovates by integrating for the first time well known French speaking scholars' contributions from the strategy and innovation management fields. Understanding

• THE UNEASY TRANSITION FROM SUPPLY CHAINS TO ECOSYSTEMS: THE DILEMMA OF VALUE CREATION AND VALUE CAPTURE

  Management Decision

  Many marketing and management scholars have discussed the limitations of unbalanced perspectives (customer- or seller-centric) in building a comprehensive view of how value is created and shared (Gummesson, 2008). As the concepts of “value” and “resources” are increasingly evoked in networks such as ecosystems of innovation, an exploration of how value creation and capture evolve in these networks is relevant. Based on a field study, this paper adopts a multilevel perspective on value creation and capture and illustrates how these processes need to move from a dyadic economic focus to a network socioeconomic one. This multi-actor perspective requires different beneficiaries to 1) embrace an ecosystemic mindset to foster actors’ commitment; 2) adopt ecosystem management to align firms’ objectives with the ecosystem’s objectives; and 3) build a sustainable social community to nurture dynamic collaboration. The findings highlight the uneasy transition from supply-chains management to ecosystem management and provide a framework for understanding how value creation and capture should be coupled throughout the ecosystem lifecycle. Finally, five theoretical and managerial recommendations are made for leveraging ecosystemic capabilities and better managing value creation and capture in ecosystems.

• • Ben Letaifa Soumaya, « Les écosystèmes d’innovation: Cadrage théorique ». Chapitre 1 du livre Ecosystèmes d’affaires et PME, édité par Annabelle Jaouen et Mickael Géraudel, Éditions Hermès, France.

  Hermès

• Ben Letaifa, Soumaya et Jean Perrien, A new conceptual framework for greater success with integration of e-CRM, Emergent Strategies for E- Business Processes, Services and Implications: Advancing Corporate Frameworks",.

  In Lee, IGI Global, Hershey ISBN: 1935-2700, New York, vol. 3 pp.14-29, 2008

• • Ben Letaifa Soumaya (2014), " Dans quels contextes s'exerce la stratégie?", chapitre trois de l'Éncyclopédie de la Stratégie, édité par F.Tannery (Université Lyon 2) – A.C.Martinet (Université Lyon 3),T.Hafsi (HEC Montréal) et J.P.Denis (Université Par

  Vuibert

• Too close to collaborate? How geographic proximity could impede entrepreneurship and innovation

  Journal of Business Research

  Numerous studies focus on successful clusters to demonstrate that geographic proximity enables collaboration and innovation. Yet, practitioners still need to understand why some clusters fail to collaborate despite their geographic proximity. This longitudinal study investigates an ICT public-private innovation cluster that fails to collaborate and explores how geographic, institutional, organizational, cognitive and social proximities interplay. The findings show that: (1) social proximity is the most important proximity to achieving collaboration; (2) close geographic proximity can be a barrier to social proximity; and (3) geographic distance is seen as an accelerator of entrepreneurship and innovation. These findings contribute to the literature on clusters and innovation by arguing that contexts of high cognitive, organizational, institutional and geographic proximities do not facilitate communication and collaboration. Specifically, geographic proximity can have a negative impact on social proximity. Finally the paper illustrates that clusters created by economic policies are less prone to innovation compared to spontaneous ecosystems emerging from private entrepreneurial initiatives.

• An Interview Study to Understand the Reasons Clients Change Audit Firms and the Client's Perceived Value of the Audit Service

  Current Issues in Auditing, a Journal of the American Accounting Association

  Audit firms are concerned that clients perceive the audit service as a commodity, with little value added, resulting in clients switching to firms that offer lower fees. However, the auditing literature lacks qualitative insight from clients on the reasons that they change audit firms and their perceptions of the value of audit services. To better understand the client's perspective, we conducted interviews with 20 financial managers who participate in audit firm appointment decisions. Our results suggest that the quality of the auditor-client relationship is the key determinant of auditor switching and audit value. Interestingly, price becomes an important factor only when the auditor-client relationship is mismanaged (e.g., when clients perceive that their auditor is not available to them).

• The Impact of e-CRM on Organizational and Individual Behaviour: The Effect of the Remuneration and Reward System”, International Journal of Electronic Business Research, Special Issue: E-CRM, vol.3, no 2, pp13-23.

  International Journal of Electronic Business Research

• Understanding Business Ecosystems ; How Firms Succeed In The New World Of Convergence ?

  De Boeck

  "Understanding Business Ecosystems: How Firms Succeed in the New World of Convergence? builds on strategic management and innovation management academic contributions to better understand theoretical and empirical challenges of business ecosystems. Even if the concept of business ecosystem was coined in 1993, it will « lie fallow » during more than ten years before gaining scholars' interest. Managers will however recognize the relevance of this concept as it grasps the complexity of their business reality in terms of new collaborative and innovative strategies. Thus, the main purpose of this book is twofold. On the one hand, the objective is to identify the epistemological and theoretical fundamentals of business ecosystems, and on the other hand, the purpose is to analyse the various managerial challenges. This volume analyses in particular the issues of knowledge management, coopetition strategies, platforms, governance, etc. Understanding Business Ecosystems: How Firms Succeed in the New World of Convergence? is finally a key reference book that innovates by integrating for the first time well known French speaking scholars' contributions from the strategy and innovation management fields. Understanding

• THE UNEASY TRANSITION FROM SUPPLY CHAINS TO ECOSYSTEMS: THE DILEMMA OF VALUE CREATION AND VALUE CAPTURE

  Management Decision

  Many marketing and management scholars have discussed the limitations of unbalanced perspectives (customer- or seller-centric) in building a comprehensive view of how value is created and shared (Gummesson, 2008). As the concepts of “value” and “resources” are increasingly evoked in networks such as ecosystems of innovation, an exploration of how value creation and capture evolve in these networks is relevant. Based on a field study, this paper adopts a multilevel perspective on value creation and capture and illustrates how these processes need to move from a dyadic economic focus to a network socioeconomic one. This multi-actor perspective requires different beneficiaries to 1) embrace an ecosystemic mindset to foster actors’ commitment; 2) adopt ecosystem management to align firms’ objectives with the ecosystem’s objectives; and 3) build a sustainable social community to nurture dynamic collaboration. The findings highlight the uneasy transition from supply-chains management to ecosystem management and provide a framework for understanding how value creation and capture should be coupled throughout the ecosystem lifecycle. Finally, five theoretical and managerial recommendations are made for leveraging ecosystemic capabilities and better managing value creation and capture in ecosystems.

• • Ben Letaifa Soumaya et Yves Rabeau (2012), « Évolution des relations coopétitives et rationalités des acteurs dans les écosystèmes d’innovation », Management International, vol 16 no 2, (hiver 2012)

  Management International

• • Ben Letaifa Soumaya, « Les écosystèmes d’innovation: Cadrage théorique ». Chapitre 1 du livre Ecosystèmes d’affaires et PME, édité par Annabelle Jaouen et Mickael Géraudel, Éditions Hermès, France.

  Hermès

• Ben Letaifa, Soumaya et Jean Perrien, A new conceptual framework for greater success with integration of e-CRM, Emergent Strategies for E- Business Processes, Services and Implications: Advancing Corporate Frameworks",.

  In Lee, IGI Global, Hershey ISBN: 1935-2700, New York, vol. 3 pp.14-29, 2008

• • Ben Letaifa Soumaya (2014), " Dans quels contextes s'exerce la stratégie?", chapitre trois de l'Éncyclopédie de la Stratégie, édité par F.Tannery (Université Lyon 2) – A.C.Martinet (Université Lyon 3),T.Hafsi (HEC Montréal) et J.P.Denis (Université Par

  Vuibert

• Too close to collaborate? How geographic proximity could impede entrepreneurship and innovation

  Journal of Business Research

  Numerous studies focus on successful clusters to demonstrate that geographic proximity enables collaboration and innovation. Yet, practitioners still need to understand why some clusters fail to collaborate despite their geographic proximity. This longitudinal study investigates an ICT public-private innovation cluster that fails to collaborate and explores how geographic, institutional, organizational, cognitive and social proximities interplay. The findings show that: (1) social proximity is the most important proximity to achieving collaboration; (2) close geographic proximity can be a barrier to social proximity; and (3) geographic distance is seen as an accelerator of entrepreneurship and innovation. These findings contribute to the literature on clusters and innovation by arguing that contexts of high cognitive, organizational, institutional and geographic proximities do not facilitate communication and collaboration. Specifically, geographic proximity can have a negative impact on social proximity. Finally the paper illustrates that clusters created by economic policies are less prone to innovation compared to spontaneous ecosystems emerging from private entrepreneurial initiatives.

• An Interview Study to Understand the Reasons Clients Change Audit Firms and the Client's Perceived Value of the Audit Service

  Current Issues in Auditing, a Journal of the American Accounting Association

  Audit firms are concerned that clients perceive the audit service as a commodity, with little value added, resulting in clients switching to firms that offer lower fees. However, the auditing literature lacks qualitative insight from clients on the reasons that they change audit firms and their perceptions of the value of audit services. To better understand the client's perspective, we conducted interviews with 20 financial managers who participate in audit firm appointment decisions. Our results suggest that the quality of the auditor-client relationship is the key determinant of auditor switching and audit value. Interestingly, price becomes an important factor only when the auditor-client relationship is mismanaged (e.g., when clients perceive that their auditor is not available to them).

• The Impact of e-CRM on Organizational and Individual Behaviour: The Effect of the Remuneration and Reward System”, International Journal of Electronic Business Research, Special Issue: E-CRM, vol.3, no 2, pp13-23.

  International Journal of Electronic Business Research

• Understanding Business Ecosystems ; How Firms Succeed In The New World Of Convergence ?

  De Boeck

  "Understanding Business Ecosystems: How Firms Succeed in the New World of Convergence? builds on strategic management and innovation management academic contributions to better understand theoretical and empirical challenges of business ecosystems. Even if the concept of business ecosystem was coined in 1993, it will « lie fallow » during more than ten years before gaining scholars' interest. Managers will however recognize the relevance of this concept as it grasps the complexity of their business reality in terms of new collaborative and innovative strategies. Thus, the main purpose of this book is twofold. On the one hand, the objective is to identify the epistemological and theoretical fundamentals of business ecosystems, and on the other hand, the purpose is to analyse the various managerial challenges. This volume analyses in particular the issues of knowledge management, coopetition strategies, platforms, governance, etc. Understanding Business Ecosystems: How Firms Succeed in the New World of Convergence? is finally a key reference book that innovates by integrating for the first time well known French speaking scholars' contributions from the strategy and innovation management fields. Understanding

• THE UNEASY TRANSITION FROM SUPPLY CHAINS TO ECOSYSTEMS: THE DILEMMA OF VALUE CREATION AND VALUE CAPTURE

  Management Decision

  Many marketing and management scholars have discussed the limitations of unbalanced perspectives (customer- or seller-centric) in building a comprehensive view of how value is created and shared (Gummesson, 2008). As the concepts of “value” and “resources” are increasingly evoked in networks such as ecosystems of innovation, an exploration of how value creation and capture evolve in these networks is relevant. Based on a field study, this paper adopts a multilevel perspective on value creation and capture and illustrates how these processes need to move from a dyadic economic focus to a network socioeconomic one. This multi-actor perspective requires different beneficiaries to 1) embrace an ecosystemic mindset to foster actors’ commitment; 2) adopt ecosystem management to align firms’ objectives with the ecosystem’s objectives; and 3) build a sustainable social community to nurture dynamic collaboration. The findings highlight the uneasy transition from supply-chains management to ecosystem management and provide a framework for understanding how value creation and capture should be coupled throughout the ecosystem lifecycle. Finally, five theoretical and managerial recommendations are made for leveraging ecosystemic capabilities and better managing value creation and capture in ecosystems.

• • Ben Letaifa Soumaya et Yves Rabeau (2012), « Évolution des relations coopétitives et rationalités des acteurs dans les écosystèmes d’innovation », Management International, vol 16 no 2, (hiver 2012)

  Management International

• «How to Leverage Social Collaboration through Innovation Platforms? A Service-dominant logic approach”.

  International Conference on Information Systems, Orlando, US, December, 15-19, 2012

• • Ben Letaifa Soumaya, « Les écosystèmes d’innovation: Cadrage théorique ». Chapitre 1 du livre Ecosystèmes d’affaires et PME, édité par Annabelle Jaouen et Mickael Géraudel, Éditions Hermès, France.

  Hermès

• Ben Letaifa, Soumaya et Jean Perrien, A new conceptual framework for greater success with integration of e-CRM, Emergent Strategies for E- Business Processes, Services and Implications: Advancing Corporate Frameworks",.

  In Lee, IGI Global, Hershey ISBN: 1935-2700, New York, vol. 3 pp.14-29, 2008

• • Ben Letaifa Soumaya (2014), " Dans quels contextes s'exerce la stratégie?", chapitre trois de l'Éncyclopédie de la Stratégie, édité par F.Tannery (Université Lyon 2) – A.C.Martinet (Université Lyon 3),T.Hafsi (HEC Montréal) et J.P.Denis (Université Par

  Vuibert

• Too close to collaborate? How geographic proximity could impede entrepreneurship and innovation

  Journal of Business Research

  Numerous studies focus on successful clusters to demonstrate that geographic proximity enables collaboration and innovation. Yet, practitioners still need to understand why some clusters fail to collaborate despite their geographic proximity. This longitudinal study investigates an ICT public-private innovation cluster that fails to collaborate and explores how geographic, institutional, organizational, cognitive and social proximities interplay. The findings show that: (1) social proximity is the most important proximity to achieving collaboration; (2) close geographic proximity can be a barrier to social proximity; and (3) geographic distance is seen as an accelerator of entrepreneurship and innovation. These findings contribute to the literature on clusters and innovation by arguing that contexts of high cognitive, organizational, institutional and geographic proximities do not facilitate communication and collaboration. Specifically, geographic proximity can have a negative impact on social proximity. Finally the paper illustrates that clusters created by economic policies are less prone to innovation compared to spontaneous ecosystems emerging from private entrepreneurial initiatives.

• An Interview Study to Understand the Reasons Clients Change Audit Firms and the Client's Perceived Value of the Audit Service

  Current Issues in Auditing, a Journal of the American Accounting Association

  Audit firms are concerned that clients perceive the audit service as a commodity, with little value added, resulting in clients switching to firms that offer lower fees. However, the auditing literature lacks qualitative insight from clients on the reasons that they change audit firms and their perceptions of the value of audit services. To better understand the client's perspective, we conducted interviews with 20 financial managers who participate in audit firm appointment decisions. Our results suggest that the quality of the auditor-client relationship is the key determinant of auditor switching and audit value. Interestingly, price becomes an important factor only when the auditor-client relationship is mismanaged (e.g., when clients perceive that their auditor is not available to them).

• The Impact of e-CRM on Organizational and Individual Behaviour: The Effect of the Remuneration and Reward System”, International Journal of Electronic Business Research, Special Issue: E-CRM, vol.3, no 2, pp13-23.

  International Journal of Electronic Business Research

• Understanding Business Ecosystems ; How Firms Succeed In The New World Of Convergence ?

  De Boeck

  "Understanding Business Ecosystems: How Firms Succeed in the New World of Convergence? builds on strategic management and innovation management academic contributions to better understand theoretical and empirical challenges of business ecosystems. Even if the concept of business ecosystem was coined in 1993, it will « lie fallow » during more than ten years before gaining scholars' interest. Managers will however recognize the relevance of this concept as it grasps the complexity of their business reality in terms of new collaborative and innovative strategies. Thus, the main purpose of this book is twofold. On the one hand, the objective is to identify the epistemological and theoretical fundamentals of business ecosystems, and on the other hand, the purpose is to analyse the various managerial challenges. This volume analyses in particular the issues of knowledge management, coopetition strategies, platforms, governance, etc. Understanding Business Ecosystems: How Firms Succeed in the New World of Convergence? is finally a key reference book that innovates by integrating for the first time well known French speaking scholars' contributions from the strategy and innovation management fields. Understanding

• THE UNEASY TRANSITION FROM SUPPLY CHAINS TO ECOSYSTEMS: THE DILEMMA OF VALUE CREATION AND VALUE CAPTURE

  Management Decision

  Many marketing and management scholars have discussed the limitations of unbalanced perspectives (customer- or seller-centric) in building a comprehensive view of how value is created and shared (Gummesson, 2008). As the concepts of “value” and “resources” are increasingly evoked in networks such as ecosystems of innovation, an exploration of how value creation and capture evolve in these networks is relevant. Based on a field study, this paper adopts a multilevel perspective on value creation and capture and illustrates how these processes need to move from a dyadic economic focus to a network socioeconomic one. This multi-actor perspective requires different beneficiaries to 1) embrace an ecosystemic mindset to foster actors’ commitment; 2) adopt ecosystem management to align firms’ objectives with the ecosystem’s objectives; and 3) build a sustainable social community to nurture dynamic collaboration. The findings highlight the uneasy transition from supply-chains management to ecosystem management and provide a framework for understanding how value creation and capture should be coupled throughout the ecosystem lifecycle. Finally, five theoretical and managerial recommendations are made for leveraging ecosystemic capabilities and better managing value creation and capture in ecosystems.

• • Ben Letaifa Soumaya et Yves Rabeau (2012), « Évolution des relations coopétitives et rationalités des acteurs dans les écosystèmes d’innovation », Management International, vol 16 no 2, (hiver 2012)

  Management International

• «How to Leverage Social Collaboration through Innovation Platforms? A Service-dominant logic approach”.

  International Conference on Information Systems, Orlando, US, December, 15-19, 2012

• • Ben Letaifa, Soumaya et Michèle Paulin (2011), «Et si les banques agissaient comme catalyseur de l'innovation sociale et levier de développement des PME?», Revue Gestion, vol.36, no 2, été 2011

  Revue Gestion