This article focusesoncurrent and futureanalysis teamsSocially Responsible Investment (SRI) ofasset managementin France.Theaim of this paperis to investigatea possibleconvergence betweentraditionalasset managementandSRI management, in particular througha detailed studyof the tasks performedby these teamsand theirposition in theManagement Industryassets.The resultsof a survey conductedin France in 2009with keyplayers in the fieldare presented.These results suggestaconvergencetaking place betweenSRI andconventional management(mainstream), although itstill seemsto be agreat heterogeneityof practicesreflectinga transitionin a fieldstill veryfragmented.
Past tenyears, literatureis an increasing numberof workstrying toidentify the differentleversto operateto encourageinnovationwithin companies.Incontinuationof this work focused onthe emergence of a"culture ofinnovation,"the state of theartmadein this articleallows us tobring about a feelingof "psychological safety" isthe only meansthat: - Membersof the organizationare notparalyzed byfear of failureand continueto offerbold initiatives, -Theseplayerslearn from themistakes thatwill inevitably becommitted during theinnovation processand are ableto no longerreproduce.We suggest, as such, somelines of thoughtto createaculture of "room for error"in organizations, starting withthe consolidation of thereward andsanction systemsby theinclinationof the direction to"Legends"failures.We stresshoweverthatthismay be possiblein the contextof American cultureis notnecessarily inthat ofFrench culture.