Anne-Sophie Thelisson
Biographic Data
| ID | 1499990 |
|---|---|
| NAME | Anne-Sophie Thelisson |
| GIVEN NAMES | Anne-Sophie |
| FAMILY NAME | Thelisson |
| SIGNATURE | THELISSON A |
| AFFILIATIONS | UR CONFLUENCE: Sciences et Humanités |
| ORCID | 0000-0001-8853-440X |
| VERIFIED | Yes |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 1 |
| AUTHOR COUNT | 5 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2020 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 1 |
Amplified (in)visibility: How gender quotas reshape invisible labor and identity in STEM academia
Navigating the Paradoxical Currents of Higher Education: Triggers of Tensions for Business School Top Managers
Coping with paradoxical demands: The dual position of deans in French business schools
Recent studies have highlighted the major challenges faced by managers in the higher education sector and shown the contradictory demands which foster paradoxical tensions. Previous works have also underlined some specific tensions and rigidities that business school deans regularly face in their role. Yet, few studies have empirically explored which paradoxical tensions deans face and how they cope with them. Our paper addresses this gap. Using …
Coopetition in a merger process: Regulators and management of coopetitive tensions
Coopetitive tensions can arise as strategic decisions are imposed on firms that challenge them to pursue competition and collaboration with other organizations. Regulators—such as the state—can interfere in merger strategies. Using a longitudinal case study, the objective of the study is: (1) to analyze which regulators influence coopetitive tensions in a merger process (including negotiation and integration stages); and (2) to explore how coopet…
Interactions between institutional logics and cultural dynamics in the public–private integration process
This article underlines the specificities of public–private mergers by presenting the interactions between the institutional logics at stake and the cultural dynamics during the integration process of a public–private merger. The article presents a longitudinal case study of a public–private merger of two listed French companies over two years. Our study completes and enriches Schultz’s model by showing its dynamic nature and highlighting the cru…
Coping with paradoxical demands: The dual position of deans in French business schools
Recent studies have highlighted the major challenges faced by managers in the higher education sector and shown the contradictory demands which foster paradoxical tensions. Previous works have also underlined some specific tensions and rigidities that business school deans regularly face in their role. Yet, few studies have empirically explored which paradoxical tensions deans face and how they cope with them. Our paper addresses this gap. Using …
Interactions between institutional logics and cultural dynamics in the public–private integration process
This article underlines the specificities of public–private mergers by presenting the interactions between the institutional logics at stake and the cultural dynamics during the integration process of a public–private merger. The article presents a longitudinal case study of a public–private merger of two listed French companies over two years. Our study completes and enriches Schultz’s model by showing its dynamic nature and highlighting the cru…
Coopetition in a merger process: Regulators and management of coopetitive tensions
Coopetitive tensions can arise as strategic decisions are imposed on firms that challenge them to pursue competition and collaboration with other organizations. Regulators—such as the state—can interfere in merger strategies. Using a longitudinal case study, the objective of the study is: (1) to analyze which regulators influence coopetitive tensions in a merger process (including negotiation and integration stages); and (2) to explore how coopet…
Coping with paradoxical demands: The dual position of deans in French business schools
Recent studies have highlighted the major challenges faced by managers in the higher education sector and shown the contradictory demands which foster paradoxical tensions. Previous works have also underlined some specific tensions and rigidities that business school deans regularly face in their role. Yet, few studies have empirically explored which paradoxical tensions deans face and how they cope with them. Our paper addresses this gap. Using …
Amplified (in)visibility: How gender quotas reshape invisible labor and identity in STEM academia
Navigating the Paradoxical Currents of Higher Education: Triggers of Tensions for Business School Top Managers
Management and Organizational Studies (3 works) · Political science (3 works) · Business (2 works) · Computer Science (2 works) · Economics (2 works) · Higher education (2 works) · Process (computing (2 works) · Public relations (2 works) · Qualitative research (2 works) · Social science (2 works)