Description

Leaders of social and solidarity economy organisations are faced with the issue of their departure, whether this involves retirement, a voluntary business transfer or a restructuring of governance. These departures raise a question that has been studied very little to date: how can succession be ensured in social enterprises (employer associations, SCICs, SCOPs, hybrid structures) where the issue is not the transfer of assets, but the transfer of leadership, mission and collective governance?

This doctoral project aims to understand and theorise the mechanisms of transfer and takeover specific to social enterprises, drawing on four social enterprises to which access has been arranged: three large-scale social enterprises based in different regions, and a national network of over 600 organisations. These sites provide empirical data at different stages of the transfer process (under consideration, in progress, or completed).

Skills required

- Master’s degree in management, entrepreneurship, social economy or a related discipline. - A keen interest in social and solidarity economy organisations and governance issues. - An interest in qualitative methods and fieldwork. - The ability to navigate both the academic and professional worlds.

Bibliography

- Slitine, R., Chabaud, D., & Richez-Battesti, N. (2024). Towards local sustainability: How intermediation fosters social innovation. Technological Forecasting and Social Change, 209, 123790.
- Slitine, R., Chabaud, D. & Richez-Battesti, N. (2024). Beyond social enterprise: Bringing the territory at the core. Journal of Business Research, 176, 114577.
- Slitine, R., Chabaud, D. & Richez-Battesti, N. (2024). Le processus d’intermédiation comme levier de l’innovation sociale. Management International, 27(4).
- Deschamps, B., & Slitine, R. (2024). The creation of collective enterprises for social impact: An agency perspective. International Small Business Journal, 42(1), 14-38.
- Chabaud, D. SLITINE, R., et NICOLAS, M. Comment construire l’entrepreneuriat de territoire ? Retour d’expérience d’un acteur engagé. Entreprendre & innover, 2024, no 1, p. 154-164.
- Deschamps B., Thévenard-Puthod C. (2024), « La reprise d’entreprise par les femmes : stéréotypes liés au genre et construction de la légitimité », Revue Internationale PME, 37 (1), 27-51.
-Thévenard C., Deschamps B. (2023), « The role of male figures in the support of female successors », International Journal of Entrepreneurship and Small Business, 48 (2), 158-185.
- Cisneros L., Deschamps B., Chirita G. M., Geindre S. (2022), « Successful Family Firm Succession: Transferring External Social Capital to a Shared-leadership Team of Siblings », Journal of Family Business Strategy, 13 (3)
- Deschamps B., Lamarque T. (2021), « La stratégie du repreneur lors de la négociation d’une reprise externe d’entreprise », Management international-Mi, 25(spécial), 228-240.
- Mazari L., Berger-Douce S., Deschamps B. (2019), « La RSE comme vecteur de légitimité du repreneur externe d’une petite entreprise », RIPME, 32 (2),151-180.
- Deschamps B. (2018), « Evolution de la connaissance autour des pratiques de transmission - reprise réalisées par les personnes physiques : vers le concept de transfert d’entreprise », Revue de l’entrepreneuriat, 17 (3/4), 189-213.

Keywords

business transfer, social entrepreneurship