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Prof. Dorra YAHIAOUI
Management, Kedge Business School, 13288 Marseille, France

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0 Innovation
0 Internationalization
0 Leadership
0 Multinational entreprises
0 HRM practices

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Journal article
Published: 17 February 2021 in Annals of Tourism Research
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This paper investigates how COVID-19 is impacting different accommodation types, and whether travellers' choices regarding accommodation type are affected by the need for physical distance. Study 1 shows that travellers are very reluctant to book shared flats on Airbnb during the pandemic. However, full flats – controlling for price levels - are preferred to hotel rooms. Study 2 clarifies the process behind the increased choice for full flats, i.e., the need for physical distance. In Study 3, we actively manipulate physical distance and show that assuring physical distance will reduce the concerns towards hotel and shared flat options. Apart from enlightening the psychological process behind accommodation choice, the study offers operators actionable suggestions on how to maximise bookings despite the pandemic.

ACS Style

Stefano Bresciani; Alberto Ferraris; Gabriele Santoro; Katia Premazzi; Roberto Quaglia; Dorra Yahiaoui; Giampaolo Viglia. The seven lives of Airbnb. The role of accommodation types. Annals of Tourism Research 2021, 88, 103170 .

AMA Style

Stefano Bresciani, Alberto Ferraris, Gabriele Santoro, Katia Premazzi, Roberto Quaglia, Dorra Yahiaoui, Giampaolo Viglia. The seven lives of Airbnb. The role of accommodation types. Annals of Tourism Research. 2021; 88 ():103170.

Chicago/Turabian Style

Stefano Bresciani; Alberto Ferraris; Gabriele Santoro; Katia Premazzi; Roberto Quaglia; Dorra Yahiaoui; Giampaolo Viglia. 2021. "The seven lives of Airbnb. The role of accommodation types." Annals of Tourism Research 88, no. : 103170.

Journal article
Published: 25 December 2020 in Journal of Business Research
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Asymmetry issues between partners concern the complementarity of assets across firms differing substantially in size, origin, experience, and objective, for which scholars highlight the importance of digital technologies (DTs) and learning. However, factors that influence partners to invest in DTs and learning remain underexplored. This study investigates how the collaborative context (complementarity, commitment, and compatibility) of asymmetric alliances affect the decision to digitise to enhance learning. We use six case studies of asymmetric alliances between partners from an emerging market and developed markets operating in varied sectors. The study reveals the types of collaborations under which partners can exploit DTs to develop learning capabilities. It also offers an adapted framework for such collaborations in the aspects of complementarity (absorptive capacity), compatibility (organisational culture and reciprocity), and commitment (objectivity and stability of the alliance). The results underline that high collaboration motivates partners to invest in digital platforms, leading to joint learning.

ACS Style

Jihene Cherbib; Hela Chebbi; Dorra Yahiaoui; Alkis Thrassou; Georgia Sakka. Digital technologies and learning within asymmetric alliances: The role of collaborative context. Journal of Business Research 2020, 125, 214 -226.

AMA Style

Jihene Cherbib, Hela Chebbi, Dorra Yahiaoui, Alkis Thrassou, Georgia Sakka. Digital technologies and learning within asymmetric alliances: The role of collaborative context. Journal of Business Research. 2020; 125 ():214-226.

Chicago/Turabian Style

Jihene Cherbib; Hela Chebbi; Dorra Yahiaoui; Alkis Thrassou; Georgia Sakka. 2020. "Digital technologies and learning within asymmetric alliances: The role of collaborative context." Journal of Business Research 125, no. : 214-226.

Journal article
Published: 13 February 2017 in International Marketing Review
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Purpose The purpose of this paper is to operationalise the collaborative cross-border innovation process employed by multinational corporations in their effort to penetrate new markets. Design/methodology/approach The paper is based on the case study of a leading European telecommunications group (OPERACOM). Methodologically it relies on 32 interviews, observation and secondary data analysis, and is theoretically founded on an extensive (mostly narrative and partly meta-synthetic) literature review. Findings The findings show that two new activities merit inclusion in the collaborative cross-border innovation process: strategic marketing anticipation and pre-opportunity studies. In this context, three strategic marketing levers are elucidated: subsidiaries’ knowledge integration, communication/coordination mechanisms, and collaboration-governance; interrelating on the way the activities and elements comprising the breadth and depth of the process’ continuum. Research limitations/implications These stem from and are inherent to the very nature of the research (case study), which proscribes generalisations. Additionally, the research’s long-term span subjects the results to some inevitable potential temporal distortions. Practical implications The research findings, owing to their detailed and activity-specific disposition, constitute a case prototype towards further and/or corresponding application to organisations of this and/or other industries; presenting executives with an existing and market-tested positive paradigm of the innovation aspect of the collaborative market-entry mechanism. Originality/value Carrying significant scholarly and executive value, the research substantially and specifically enhances the understanding of innovation as an integral part of the internationalisation process, describing and prescribing explicit processes and actions throughout the horizontal and vertical organisational axes.

ACS Style

Hela Chebbi; Dorra Yahiaoui; Alkis Thrassou. Multi-country collaborative innovation in the internationalisation process. International Marketing Review 2017, 34, 109 -137.

AMA Style

Hela Chebbi, Dorra Yahiaoui, Alkis Thrassou. Multi-country collaborative innovation in the internationalisation process. International Marketing Review. 2017; 34 (1):109-137.

Chicago/Turabian Style

Hela Chebbi; Dorra Yahiaoui; Alkis Thrassou. 2017. "Multi-country collaborative innovation in the internationalisation process." International Marketing Review 34, no. 1: 109-137.

Article
Published: 27 November 2016 in Thunderbird International Business Review
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Ambidextrous leadership is a key factor in the success of emerging market firms’ venturing into advanced economies. Although the definition of ambidextrous leadership is universal, its operationalization is culturally contingent. This conceptual paper examines Indian companies, increasingly recognized for their ambidexterity, and aims to explain this phenomenon by using Indian cultural dimensions. Five propositions relating to charisma, inspirational motivation, intellectual stimulation, individualized consideration, and Indian ambidextrous leadership are developed. We show that the seven cultural variables characterizing Indian ambidextrous leadership (nurturant, personal touch, expertise, simple living and high thinking, loyalty, self-sacrifice, and the giving model of motivation) reinforce the recent successful internationalization by Indian companies.

ACS Style

Hela Chebbi; Dorra Yahiaoui; Demetris Vrontis; Alkis Thrassou. The Impact of Ambidextrous Leadership on the Internationalization of Emerging-Market Firms: The Case of India. Thunderbird International Business Review 2016, 59, 421 -436.

AMA Style

Hela Chebbi, Dorra Yahiaoui, Demetris Vrontis, Alkis Thrassou. The Impact of Ambidextrous Leadership on the Internationalization of Emerging-Market Firms: The Case of India. Thunderbird International Business Review. 2016; 59 (3):421-436.

Chicago/Turabian Style

Hela Chebbi; Dorra Yahiaoui; Demetris Vrontis; Alkis Thrassou. 2016. "The Impact of Ambidextrous Leadership on the Internationalization of Emerging-Market Firms: The Case of India." Thunderbird International Business Review 59, no. 3: 421-436.

Journal article
Published: 29 August 2016 in The International Journal of Human Resource Management
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This paper presents a theoretical framework of the role of HR practices in overcoming the differences and conflicts between the source and recipient of knowledge during the exploitation of synergies in the post-merger integration (PMI) process. The presented analysis of an international case study explores the crucial yet neglected relationship in M&A between the context and process variables in the PMI stage. The results of the analysis suggest a model that includes the unique characteristics of and relationship between source and recipient, knowledge integration mechanisms and the role of HR practices during the knowledge transfer process. Directions for future research are finally suggested.

ACS Style

Dorra Yahiaoui; Hela Chebbi; Yaakov Weber. HR practices, context and knowledge transfer in M&A. The International Journal of Human Resource Management 2016, 27, 2415 -2435.

AMA Style

Dorra Yahiaoui, Hela Chebbi, Yaakov Weber. HR practices, context and knowledge transfer in M&A. The International Journal of Human Resource Management. 2016; 27 (20):2415-2435.

Chicago/Turabian Style

Dorra Yahiaoui; Hela Chebbi; Yaakov Weber. 2016. "HR practices, context and knowledge transfer in M&A." The International Journal of Human Resource Management 27, no. 20: 2415-2435.

Back matter
Published: 21 March 2016 in Competitiveness Review: An International Business Journal
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ACS Style

Dorra Yahiaoui; Hela Chebbi. Editorial. Competitiveness Review: An International Business Journal 2016, 26, 1 .

AMA Style

Dorra Yahiaoui, Hela Chebbi. Editorial. Competitiveness Review: An International Business Journal. 2016; 26 (2):1.

Chicago/Turabian Style

Dorra Yahiaoui; Hela Chebbi. 2016. "Editorial." Competitiveness Review: An International Business Journal 26, no. 2: 1.

Journal article
Published: 01 January 2013 in Global Business and Economics Review
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This article responds to the lack of research on the way a new idea is transformed into a market-accepted new product. Through non-participant observation and multiple interviews, an empirical investigation within a large French telecommunications operator (OPERACOM), shows that companies should integrate an exploration activity into the innovation process. In order to facilitate its implementation by managers, the research proposes a synthesis of features, comprising the exploration axes/criteria (technology, client use and business value), the participants (clients/creative users, designers, partners), the organisational system (exploration centre, core team), the governance as well as the added value of the activity. The paper further combines theoretical findings with empirical data to identify the managerial implications of the findings, as well as additional theoretical considerations.

ACS Style

Hela Chebbi; Dorra Yahiaoui; Alkis Thrassou; Demetris Vrontis. The exploration activity's added value into the innovation process. Global Business and Economics Review 2013, 15, 265 .

AMA Style

Hela Chebbi, Dorra Yahiaoui, Alkis Thrassou, Demetris Vrontis. The exploration activity's added value into the innovation process. Global Business and Economics Review. 2013; 15 (2/3):265.

Chicago/Turabian Style

Hela Chebbi; Dorra Yahiaoui; Alkis Thrassou; Demetris Vrontis. 2013. "The exploration activity's added value into the innovation process." Global Business and Economics Review 15, no. 2/3: 265.

Journal article
Published: 31 August 2012 in Qualitative Market Research: An International Journal
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ACS Style

Demetris Vrontis; Alkis Thrassou; Hela Chebbi; Dorra Yahiaoui. Transcending innovativeness towards strategic reflexivity. Qualitative Market Research: An International Journal 2012, 15, 420 -437.

AMA Style

Demetris Vrontis, Alkis Thrassou, Hela Chebbi, Dorra Yahiaoui. Transcending innovativeness towards strategic reflexivity. Qualitative Market Research: An International Journal. 2012; 15 (4):420-437.

Chicago/Turabian Style

Demetris Vrontis; Alkis Thrassou; Hela Chebbi; Dorra Yahiaoui. 2012. "Transcending innovativeness towards strategic reflexivity." Qualitative Market Research: An International Journal 15, no. 4: 420-437.