Montpellier Business School
25 March 2018

Research: the MBS academic excellence strategy continues to bear fruit with major improvements in 2017 results

Research: the MBS academic excellence strategy continues to bear fruit with major improvements in 2017 results

Major increases in the number and ranking of scientific publications, recruitment of renowned international teacher-researchers… MBS Faculty 2017 performances are the result of an ambitious strategy implemented in a context of considerable development and global internationalisation. Dr David Roubaud, MBS Deputy Director General and Dean of Studies and Research, analyses these promising results.


Could you start by outlining the MBS Faculty Development Strategy ?

The Faculty’s role is fundamental to achieving the “Together Further 2020” strategic plan. We are also increasing our budgetary, administrative and material means to support our faculty members. Our recruitment process is very open to diversity, with over 60% of international faculty members, 25 nationalities and over 50% of women in the faculty. We now receive over 500 applications from teacher-researchers from all over the world every year.

Often courted by major international institutions, the permanent teaching staff at MBS are passionately and determinedly committed to supporting MBS and its mission as they are very attached to the institution. Our strength lies in attracting and retaining such talent!

The agreement to adopt a new teaching regime in January 2018 was approved by all of our social and trades union partners and is an exemplary demonstration of the ability of the MBS faculty to work with our management to build the balanced and positive framework for blossoming, performing sustainably and finding the right reward for its efforts. To serve everyone.

We have built a unique, agile and inclusive framework to allow our teaching staff to express all of their talent in all of the dimensions of their unique profession. This allows them to achieve an international reputation from Montpellier, in the beautiful Occitanie region.

How does this development affect MBS faculty performance ?

In 2015, we set ambitious growth objectives for intellectual contributions of all kinds. In 2017 we had over 100 articles published in CNRS/FNEGE reference peer reviewed journals, half of which were in levels 1 and 2, or the top quality levels.

We achieved a total of 248 stars in 2017 in all disciplinary fields, illustrating the quality of our collective work, with contributions from 64 publishing professors. Moreover, 11 permanent professors published 9 level 1 CNRS/FNEGE publications in 2017, up from 3 in 2016 and 1 in 2015. Level 1 isn’t just for a few teachers at MBS! Strong level 2 dynamics are also inspiring the entire faculty upwards. It’s fascinating to encourage, watch and support.

Over and above the talent of our permanent staff, this is the result of the 2015 vision built with our Dean Dr Didier Jourdan, and achieved thanks to the strong support of our association, presided by Jean-Christophe Arguillère.

The results we have achieved have allowed us to achieve critical success in terms of publications, increasing our international visibility. This first stage was completed two years ahead of the strategic plan schedule. We are now aiming to further strengthen the quality of our publications and the social impact of our research. These are not contradictory elements. We will all address this challenge together, with passion, conviction and energy.


What are the connections between these strong results, the students and MBS values ?

Beyond the stars, which are only one element in our strategy, this creation and ‘popularisation’ of knowledge affects all our stakeholders. Above all our students, first through research based teaching at the heart of our initial and executive education programmes and through the innovations in teaching encouraged and supported by MBS.

We also carry out specific activities in line with the school values, such as the creation of a Microfinance Chair in February 2018, with the remarkable support of co-founder, Créa-sol. We have recently created a Chair of Energy and Sustainable Development, the IMPROVE Institute and a Social and Environmental Responsibility and Diversity research group, which are all influential at a national and even international level, meeting top level decision makers in the administrations or companies working on these subjects.

To sum up, what does the MBS faculty aim to achieve in future?

To maintain our agility and our ability to adapt! In teaching by using increasingly fluid, collaborative and innovative teaching methods. In research, by continuing to make large-scale investments in our human resources, creating partnerships with outstanding institutions and reinforcing the impact of our faculty members. The value created by academic research is not defined by ratios alone. It makes sense when those involved develop a long-term relationship with MBS, and serve MBS values to achieve a positive impact on all of our stakeholders.

Student satisfaction and employability are always our priorities, and research, for example, is only a means to this end.

We are therefore all humbled by these excellent results, which are the product of years of hard work. Challenged by an environment that requires we surpass ourselves, we continue to mature individually, as a group and as an institution, and to perform in the long-term. I therefore wish to express my hearty thanks to all MBS teaching staff and partners for their sustained support as they have been working with us and helping achieve these results for many years.

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