Strategic management has its theoretical roots in all the human and social sciences. A global view of an organization must nourish an essentially artistic approach to leadership. Therefore, by its very nature, it’s a field teeming with ideas from economics, sociology, organizational theory and psychology, etc., but there are few clear-cut answers that can be applied by executives.
Therefore, the research that is conducted in strategic management is similar to that put forward by Hippocrates for medicine: it must be done in the patient’s ward. The equivalent of the patient’s ward for strategic management is the company and its executives. Consequently, the closer we are to companies, the more we will be able to understand, explain and develop theories.
For that to happen, the company must collaborate and we must, in return, offer a broader view, an interrogation, and an objectivity that executives themselves cannot have. That is essentially the type of relationship we have and would like to maintain with companies; they gain a wider perspective and avoid near-sightedness. We gain a privileged access to the field and to managerial experimentation that can advance knowledge.
Over the years, we have worked closely with numerous companies. We have produced, among other things, cases, conferences, stimulating reflection activities, studies and books. We are presently collaborating (or have already collaborated) with the following enterprises:
- Centraide of Greater Montreal
- Fondation Lucie et André Chagnon
- Société de transport de Montréal (STM)
- Walter Group of Companies (Canada)
- Gildan Activewear Inc. (Canada)
- Cevital (Algeria)
- Amor Benamor (Algeria)
- Groupe des sociétés Hasnaoui (Algeria)
- SEPC (Sichuan Electric Power Corporation)
- Guodian Corporation (Chinese national electric grid)
- Sonatrach (Algeria)
- Groupe La Poste (France)
- Redmed-Group – petroleum services (Algeria)
- Alliance Assurances (Algeria)
- Société des alcools du Québec (SAQ)
- Many other Canadian and Chinese enterprises