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Research areas


A company does not exist in isolation. It is constantly interacting with its environment on the economic, tax, legal, technological and societal levels… This may be seen as a constraint or conversely as an opportunity.
The Institute's activities seek to analyse the impact of this environment precisely and also to show:
● how companies manage to adapt to it
● how they act in return, by contributing to the development of the economy or by influencing the regulations that will apply to companies in the future.


Each company follows its own course. According to the sector, the stage of development, the economic context and the aims, management must answer several key questions:
● How to finance its development, develop its range of offerings and maximise value creation?
● What type of R&D policy should be implemented?
● What strategy should be adopted to integrate the company into a constantly changing international context?
● How effective will particular types of economic action be? Etc.

These strategic choices, corresponding to different growth drivers, are the keys to the competitiveness of companies.


Demographic trends, the redistribution of global economic power, technological developments, the redefinition of supplier-client relationships, new user experiences and energy transition are just some of the profound changes affecting the economy and posing challenges that companies must overcome.

Some of these companies, from start-ups to established firms, are anticipating these changes by inventing new business models, products and services. They are creating the trends and the economy of tomorrow.


The human dimension is at the heart of business. To this end, management and governance play an essential role in response to the challenges posed by a constantly changing context.

Changing mentalities, social and generational transformations and the new opportunities provided by technological developments are compelling us to rethink our approaches to corporate organisation, management and governance:

● The triangular organisational structure is sometimes called into question in favour of a more fluid, horizontal structure in which employees are gradually encouraged to accept more responsibility or even to organise themselves;
● The boundaries between working time and personal life are blurring and require a reappraisal of the company's position as the primary business environment;
● The relationship between capital contributors and corporate management (principals and agents), must strike the right balance despite sometimes conflicting objectives (as illustrated by debates about top management remuneration, the distribution of powers, the place of shareholders, the involvement of employees and the role of stakeholders in the strategic choices of companies).