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<dc:title xml:lang="fr">Comportements stratégiques et changements institutionnels lors du processus initial d'accréditation internationale AACSB (2003) : le cas d'une Business School universitaire française : l'EM Strasbourg</dc:title>
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<dc:subject xml:lang="fr">Accréditation institutionnelle AACSB</dc:subject>
<dc:subject xml:lang="fr">Standards 2003</dc:subject>
<dc:subject xml:lang="fr">Changements institutionnels</dc:subject>
<dc:subject xml:lang="fr">Pressions institutionnelles</dc:subject>
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<dc:subject xml:lang="fr">Logique institutionnelle</dc:subject>
<dc:subject xml:lang="fr">Pluralisme institutionnel</dc:subject>
<dc:subject xml:lang="fr">Demandes institutionnelles conflictuelles</dc:subject>
<dc:subject xml:lang="en">AACSB accreditation</dc:subject>
<dc:subject xml:lang="en">2003 business standards</dc:subject>
<dc:subject xml:lang="en">Institutional changes</dc:subject>
<dc:subject xml:lang="en">Institutional pressures</dc:subject>
<dc:subject xml:lang="en">Strategic responses</dc:subject>
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<dcterms:abstract xml:lang="fr">Les objectifs de la thèse sont de comprendre : 1) les mécanismes de diffusion, d’adoption et d’institutionnalisation des accréditations internationales, 2) les comportements stratégiques mobilisés à l’égard notamment du processus initial d’accréditation institutionnelle AACSB, 3) les réponses stratégiques et organisationnelles pour gérer les demandes institutionnelles conflictuelles provoquées par les injonctions des 21 standards AACSB (2003) et 4) les changements opérés en vue de l’alignement aux injonctions du processus initial prescrit et des 21 standards AACSB (2003). Dans une perspective néo-institutionnaliste, nous mobilisons un cadre d’analyse alliant les comportements stratégiques et le changement institutionnel. Pour répondre aux objectifs de la recherche, une étude de cas longitudinale rétrospective et en temps réel sur 15 ans d’une business school universitaire française est menée. Les résultats de la recherche permettent d’enrichir notamment le cadre d’analyse d’Oliver (1991) d’une sixième réponse stratégique et de trois tactiques dans le cas d’un processus initial d’accréditation institutionnelle AACSB.</dcterms:abstract>
<dcterms:abstract xml:lang="en">This research aims to understand: 1) the mechanisms of diffusion, adoption and institutionalization of international accreditations, 2) the strategic behaviors adopted to respond to the initial AACSB accreditation process, 3) the strategic and organizational responses to the conflictual demands originated by the 21 AACSB 2003 standards and 4) the changes occurred in order to ensure the organizations’ alignment to the 21 AACSB 2003 standards and to the required process.Based on a neo-institutional perspective, we used two conceptual frameworks about strategic responses and institutional change. In order to comply with our objectives, we have conducted a 15-year longitudinal case study both retrospectively and in real time within the only French business school operating inside a university. The principal result of the research is the identification of a 6th new strategic response for Oliver’s (1991) framework as well as three tactics to be adopted in the initial AACSB accreditation process.</dcterms:abstract>
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