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The concept of accountability in the context of the evolving role of ENISA in data protection, ePrivacy and cybersecurity
No full textInternational audienceThe European Union Agency for Network and Information Security (ENISA), is one of the “third generation” of EU agencies, active in the area of cybersecurity. Over a period of years this expert agency’s fundamental regulation has been amended and replaced, and its governing bodies modified. However, a sea change occurred when ENISA received significant additional responsibilities and resources as a result of the EU Cybersecurity Act. In such context, the Chapter’s essential focus is on whether or not accountability is a concern for ENISA today, given its development. In the light of this evolution both in terms of ENISA’s fundamental regulation and its role, this chapter first provides an overview of theoretical perspectives regarding the accountability of EU agencies, as they are relevant to assess ENISA’s accountability, and describes ENISA as an expert body. Next, ENISA’s role in connection with certain aspects of EU legislation in data protection, eprivacy, and cybersecurity is detailed, and most notably its creation of ‘soft law’ in these domains. An early challenge to ENISA’s legal basis is also discussed. The evolution of ENISA’s mandate, evidencing its growing importance, is detailed, and changes to its governance structures, as one solution to accountability challenges, are studied. Finally, additional discussion of accountability of ENISA in connection with its increased law ensues, with particular attention paid to its ‘soft law’ role, and potential need for a higher level of ex ante control in the form of greater ‘proceduralisation’ of law-making, prior to a making a forward-looking conclusion
AI Act: The European Union's Proposed Framework Regulation for Artificial Intelligence Governance
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Where does flygskam come from? The role of citizens’ lack of knowledge of the environmental impact of air transport in explaining the development of flight shame
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Artificial Intelligence and the Evolution of Managerial Skills: An Exploratory Study
No full textPart 5: Digital Enabled Sustainable Organisations and SocietiesInternational audienceThis article investigates how the rise of Artificial Intelligence (AI) in organizations may affect managerial skills. We conducted qualitative and semi-structured interviews of 40 experts around the world who work with AI in a variety of disciplines and sectors. Using thematic content analysis on the data, we identify the trends showing how AI may replace, augment, or not affect managerial skills. In addition, our results highlight the technical and non-technical skills that managers should develop for successful implementation of AI. This study contributes to the scholarship in its depiction of these trends and in its empirical exploration of the links between managerial skills and AI. We also supplement existing taxonomies of managerial skills, provide future research proposals, and discuss the theoretical as well as the practical implications of our study
Managing Innovation According to Space, Time and Matter
No full textInternational audienceManaging innovation can be summed up by two famous phrases. The first is attributed to the scientist Archimedes: « Eureka, I have found it ». It applies to the individual, it is a cognitive and emotional phenomenon that leads him to feel a certain wonder and the pleasant sensation of having found a solution to the problem posed (Lubart et al., 2015). In management, this discovery or « revelation » focuses on a management situation (Amabile, 1988; Carrier and Gélinas, 2011) such as, with reference to Olso’s Manual, the design of a new product or service, a new organization or commercialization, a new business model, etc. (Lubart et al., 2015). Coming from the mind or brain of an individual, this creative idea arises a priori spontaneously from the reorganization of information, facts, knowledge, and experiences that he or she has accumulated during formal or informal research, alone or with other individuals in the organization or not, such as consumers. So this idea does not come alone. It is nurtured by an enabling context and interpersonal relationships that enable such discovery. But, this idea may prove to be a failure, hence the second phrase put forward by Winston Churchill: « Shoot for the moon, and if you miss you’ll land among the stars« . Even if the idea is original, new and promising, it is possible that it will never be applied in the organization, for economic, financial, technological or marketing reasons (St-Pierre et al., 2017). Furthermore, if it is implemented, studies indicate that the failure rate of innovations that are brought to market is around 85%. Indeed, innovation is only effective from the moment the novelty is introduced, as the etymology of the term indicates. No matter how enthusiastic he or she may be, the bearer of the idea will struggle to convince and interest enough people around him or her, hence the risk of a lack of ownership of the idea within the organization (Royer, 2002). Kotter (2016:12) explains, « The deeper you get into it, the more obvious it becomes that convincing others to ‘buy’ your ideas is both a human issue and a vital skill.« In fact, innovation implies an exploratory approach where the individual interacts both to enhance the value of his idea and to revise it according to the feedback from his interlocutors. Beyond technical knowledge or know-how, social skills, such as empathy, listening, persuasive communication and networking, are just as important. If we agree that innovation is experimenting and testing, we must admit that trial, error and failure will be part of the experiment as well. The Wright brothers spent three years trying different glider prototypes with multiple failures before they achieved their first successful motor-powered and controlled flight in an aircraft. The failures were a source of learning, allowing the two brothers to improve their idea into an innovation. In the corporate world, innovation also goes through many failures in the form of unfinished, unvalidated, or overly expensive ideas, etc. Even if it does not led to innovations, this knowledge is very useful and feeds the organization’s creative slack, i.e. a pool of ideas from which the organization can draw to innovate again (Cohendet and Simon, 2015; Gay and Szostak, 2019). This consolidates its capacity to innovate or propensity to realize innovations (Hadjimanolis, 2000; Wang and Ahmed, 2004; Kmieciak et al., 2012). It took Nestlé more than 15 years to find the right commercial and strategic formula to sell espresso to a mass market. Several times, the project was almost abandoned after several failures in the market. A brief discussion of these famous formulas applied to the world of organizations leads us to underline how difficult it is to manage innovation: it involves individuals, the organization, their capacities and resources; it requires a variably long time frame due, among other things, to potential failures; it meshes the internal space of the organization, but also the external space. However, innovation is essential to resist in a competitive market, to differentiate oneself from one’s competitors, or to create a new activity or even a new market in a disruptive manner (Porter, 1996; Kim and Mauborgne, 2005; Christensen et al., 2015). The question that many managers then ask themselves is: how to manage innovation? In other words, how do we find the ideas that give rise to innovations, select them and share them within the organization and then with other stakeholders? The purpose of this essay is to propose elements of response according to three complementary dimensions summarized in a symbolic way under the three notions: « space, time and matter ». The first is particularly concerned with space as seen from the perspective of organizational boundaries. The objective is to understand their roles in innovation, the actors involved, and the challenges posed for organizations in terms of innovation management. The second dimension focuses on presenting the emblematic processes of innovation, in particular the stage-gate from the idea to the implementation of the innovation. The third dimension refers to the material, sensitive version of innovation, i.e. the product, the service, a new organization, etc., and returns to its appropriation by individuals and the challenges faced by managers
Georges d'Avenel: an economic historian ahead of its time
No full textInternational audienceAt the end of the 19th, Georges d'Avenel produced a highly original work in various fields. Unsatisfied with the usual way to write history, he turned his attention to quantitative data to understand the past. In particular, he built series of prices of multiples goods and services from 1200 onwards. He proposed a documented analysis of long-term changes in prices as a result of the technical progress, in income and wealth inequalities as captured by the top 1%, as well as in the evolution of mentalities. His approaches were criticized both by both new professional "Republican" historians than by Conservative analysts. However, his data used by Pareto, Fisher, Frisch or Marshall are still used in current economic history and his analysis fertilized various fields in particular the Ecole des Annales
Écosystème entrepreneurial académique : vers l’élaboration d’une stratégie écosystémique efficace
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Airline Commercial Use of EU Personal Data in the Context of the GDPR, British Airways and Schrems II
No full textInternational audienceThis study, which focuses on the commercial use of personal data by U.S. airlines, uses actual cases to help analyze the application of the EU General Data Protection Regulation (GDPR) to the airline industry. It is one of the first studies to do so, and as such contributes to the literature. It begins by highlighting the British Airways GDPR penalty case, in which the UK regulator publicized its notice of intention to issue the highest administrative fine to-date under the GDPR. When the GDPR applies to them, airlines should become fully aware of key provisions of the GDPR, starting with those related to its scope and its underlying data protection principles, discussed in this study. In addition, airlines must have a legal basis to process personal data under the GDPR and, as this study shows, must have adequately prepared for data subject requests to exercise rights and potential data breaches.Several examples of the first GDPR sanctions in the airline industry are detailed, and lessons drawn. In this context, security of data is a key element. Finally, the recent Schrems II decision invalidating the EU-U.S. Privacy Shield Decision is examined, and its potential impact on the transfer of personal data from the European Union to the United States by airlines is studied, following an analysis of their privacy policies available on the Internet in the European Union
The CCPA and the GDPR Are Not the Same: Why You Should Understand Both
No full textInternational audienceThis article gives a comparative view of two main pieces of data privacy legislation from, respectively, California and the EU: the CCPA and the GDPR. While there are similarities between the two, there are differences, as well, providing challenges for compliance. For example, both instruments have extraterritorial effect, however only the GDPR is truly omnibus legislation given the CCPA carveouts for areas of federal legislation and its thresholds for application. Thus, this article aims to provide certain elements to be taken into consideration in evaluating legislation on both sides of the Atlantic