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Jonczyk Sédès, Claudia

Nom
Jonczyk Sédès, Claudia
Affiliation principale
Site web
Fonction
Professeur ordinaire en management stratégique
Email
claudia.jonczyk@unine.ch
Identifiants
https://libra.unine.ch/handle/123456789/1143
_
0000-0002-3855-0572

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  • Publication
    Restriction temporaire
    Etat des lieux de l'emploi pendant et après le confinement
    (2020-9-24)
    Lamb, Philippe 
    ;
    Jonczyk Sédès, Claudia 
    ;
    Darouichi, Oussama 
    Extraits d’une enquête (1) d’HR Bench sur les défis de la relance économique post-confinement Covid-19
  • Publication
    Restriction temporaire
    Dig deeper for the dividends of diversity
    (2016-4-1)
    Jonczyk Sédès, Claudia 
    Drawing on studies on the impact of diversity on company performance, Dr Claudia Jonczyk, Professor of Organisation Studies at ESCP Europe Business School, London, weighs up the business case for diversity overall.
  • Publication
    Accès libre
    Between the glass ceiling and the sticky floor: Subtle barriers
    (2013-5-1)
    Jonczyk Sédès, Claudia 
    The lack of supporting mentors, powerful advocates and insightful role models as well as the exclusion from male-dominated networks have been well documented as impeding women’s progression to the top. Yet, we have only recently come to realise that our performance and evaluation systems are deeply gendered in their nature, writes Dr Claudia Jonczyk-Sédès, Associate Professor of Organisation Studies at ESCP Europe Business School
  • Publication
    Restriction temporaire
    Tie Loss and Tie Gain: Trust & efficiency during management transitions
    (2012-1-1)
    Galunic, Charles
    ;
    Jonczyk Sédès, Claudia 
    ;
    Lee, Yonghoon
    ;
    Bensaou, Ben
    In this paper we examine the changes newly promoted professionals in three service firms (auditors, consultants, and lawyers) experience to their network relations over the course of their first 1½ years in the job: which contacts are lost/retained and which contacts are gained? Our focus is twofold: A) predicting tie loss and B) predicting trust-levels in gained contacts. We contribute a comprehensive look at driving factors, examining qualities of the relation, the relationship, and the social structure. Each contributes to predicating change, but revealing an overarching tendency for “balance.” Newly promoted professionals will avoid losing high-status contacts (H1), but they do not shed contacts of any rank that bring multiplex resources (H2). They are less likely to lose contacts they trust (H3, H4) and especially embedded ties (H5), but they also pursue efficiency, shedding the most redundant relations (H6). Finally, they are likely to experience greater competence-based trust (but not emotion-based trust) in new relations if they have been situated in less redundant networks, developing discernment through prior relational pluralism (H7, H8).