Le Grand Syllabus 2017/2018
In all circumstances, especially in the case of new operations or businesses, stakeholders will by turns be partners, agents of change and allies ; but they can also rapidly become blockages, damaging the organization's operational result or its reputation. Failing to take account of this key business component, particularly with a focus on short-term costs (or time), can in certain cases endanger the entire business. Understanding who surrounds and interacts (or not) with the organization, identifying which values or elements speciﬁc to a community to build on and being able to develop lasting relations based on trust constitute key elements for a long-term relationship rooted in the direct environment. Using concrete examples taken from major groups operating internationally and other players in the public and voluntary sectors, this series of classes aims to provide each student with very pragmatic keys to the subject. Team work will be emphasized in this seminar with a group project. Required reading : Managing for stakeholders, R.Freeman, January 2007, Darden, University of Virginia ; On Mc Kinsey website, Beyond corporate social responsibility : Integrated external engagement, March 2013 | byJohn Browne and Robin Nuttall ; Why Making Money Is Not Enough, MIT Sloan, June 18, 2013, Ratan Tata, Stuart L. Hart, Aarti Sharma and Christian Sarkar ; The Business Case for Corporate Social Responsibility, June 11, 2011, by Archie B. Carroll and Kareem M. Shabana, https ://www.conferenceboard.org/retrieveﬁle.cfm ; MIT Sloan, July 15, 2003, Shareholders vs. Stakeholders Debate.
oral presentation about two or three scholarly articles to launch one of the weekly class discussions (35%) ; mid-term mini-report presenting in a descriptive way the materials collected for the ﬁnal paper (20%) ; ﬁnal paper (35%, written by a group of three students). Workload : In addition of the weekly three-hour class, half a day of personal work (individual or collective) will be required to prepare each session. Moreover, about forty hours of personal work will be necessary, during the semester, to research, conceive and write the mid-term and ﬁnal papers. Pedagogical Method : 9 time slots of 3 hours. Each class of the seminar will be organized alternating moments of lecture, group discussion about materials previously read to prepare the class, and small collective exercises during which the students will analyze data they gathered to address more precisely certain issues. Course Description : Drawing on the most recent literature in urban and political sociology, the seminar will focus on the study of new business districts, and more speciﬁcally on La Défense (in Paris) and Canary Wharf (in London), which will be compared with each other and with similar ﬁnancial centers in Europe and around the world : Midtown and Downtown Manhattan, the Loop in Chicago, Frankfurt's Bankenviertel, Amsterdam's Zuidas, etc. After a socio-historical introduction about the long-term evolutions of the residential and professional geographies of the upper classes, the seminar sessions will present and analyze a series of processes and mechanisms playing key-roles in the production and social organization of the business districts. The increasing importance of global cities within the world economy, the technologic advantages of high-rise buildings, the speciﬁc dynamics of the local real estate markets, the active role of the State in the planning and development of these districts, the interactions between local politics and the urban growth machine, and the ways NBD also cause major transformations in their neighboring areas and take part in the symbolic economy about “modernity” and “authenticity” in the city, will all be addressed. Required reading : John R. Logan & Harvey L. Molotch, Urban Fortunes : The Political Economy
BUILDING, USING AND GOVERNING NEW BUSINESS DISTRICTS : A SOCIOLOGICAL AND COMPARATIVE APPROACH
Semester : Autumn Number of hours : 27 Language of tuition : English