Employee Portrait

ICD Business School is distinguished by the diversity of its employees, who contribute to the school's prosperity. In order to better understand their profession and their career path, we offer you a personalized interview, allowing you to discover in detail the professions and experiences of these individuals.


Please introduce yourself.

My name is Romain ZERBIB, I am a teacher-researcher at the ICD Business School and a researcher associated with the ESSEC Chair of Managerial Innovation and Operational Excellence (IMEO). I am also the editorial director of the Management & Data Science platform.

What is your research topic?

My research focuses mainly on the dynamics of diffusion and appropriation of new management systems within organizations. A vast and fascinating subject!

Why this subject? What was the trigger?

The main trigger was undoubtedly the fact that many managers adopted - at the same time - the same management system, while evolving within different organizations, subject to different logics. This phenomenon led me to write a thesis on the subject and to continue my research on this fascinating topic: how do management practices spread and how do organizations appropriate them? 

What are the stakes?

The trajectory of new management practices is an important topic insofar as it allows us to understand the emerging trends and influences that shape the management landscape. By identifying the sources and contexts from which these new practices originate, organizations can adapt more quickly and appropriately to market changes and to the new demands of their stakeholders (customers, employees, etc.). The analysis of the dynamics of appropriation also allows for a better understanding of the complex organizational phenomena that are put in place as soon as a system is integrated into an organization. The challenge is to better understand the mechanisms at work, to learn from them, and to capitalize on the various organizational experiences.

Where are we headed in the future?

Artificial intelligence poses a major challenge to organizations. First of all, because the automation of tasks implies a redefinition of skills and organizational processes. But also because AI can challenge existing business models by introducing new competitors and changing established value chains. And finally, because AI raises fundamental questions in terms of ethics and societal responsibility. In other words, successful appropriation of AI requires proactive change management. This requires the organization to first conduct an in-depth reflection on the ethical and strategic implications of such a revolution for itself and its environment.