Dr. Oussama Ammar
Teaching department :
Entrepreneurship, Strategy, Technology, Innovation, Management
Dr Oussama Ammar joined MBS as Associate Dean of Program in November 2020. Before, he was Associate Dean for Undergraduate programs for SKEMA Business School's undergraduate programs. He oversees undergraduate programs and provide operational leadership and vision in the development and implementation of innovative and distinctive undergraduate programs. He develops and promotes initiatives aimed at improving the quality of undergraduate education, works in collaboration with faculty, staff and administrators to plan, develop, implement and assess programs that meet student expectations and that fulfill the school's mission of being a vibrant learning organizationthat that creates impactful knowledge and develops new competences.
Dr. Oussama Ammar has also occupied the position of Academic Dean and Director of the US campus of SKEMA Business School in Raleigh, North Carolina from September 2014 to August 2018. As Academic Dean, Dr Ammar has an overall responsibility for operational management of academic programs in the US campus. He oversees the following functions in the US Campus : faculty and administrative staff recruitment, development and evaluation of faculty and staff; academic budget management and resource allocation; program and curriculum development and assessment; strategic academic planning;and maintaining compliance with accreditation standards.
Dr Oussama AMMAR was also the Global Scientific Director of the MSc in International Business between September 2015 and August 2018 (France, US, China and Brazil). He was the Associate Chair of the Strategy and Entrepreneurship Departement from 2011 to 2013. He is also an Associate Professor of strategic management and has over 15 years of experience in teaching strategy and strategy related topics to a large range of audiences.
Selected Intellectual Contributions
Ammar O. & Chereau P. 2018. Business model innovation from the strategic posture perspective: An exploration in manufacturing SMEs. European Business Review, 30(1): 38-65.
Ammar O. & Slama B. 2018. La capacité d'absorption: une nouvelle conceptualisation à travers l'intelligence économique. Management & Avenir, 99: 214.
Ammar O. & Delafenestre R. 2019. Schneider Electric: énergies renouvelables, business model, quelle évolution ? Centrale de Cas et de Médias Pédagogiques (CCMP).
Ammar O. & Delafenestre R. 2019. Schneider electric: Renewable energies, business model, what evolution? Centrale de Cas et de Médias Pédagogiques (CCMP).
Ammar O. & Delafenestre R. 2019. Schneider Electric: énergies renouvelables, business model, quelle évolution ? Centrale de cas et de médias pédagogiques (CCMP).
Ammar O. & Delafenestre R. 2019. Schneider electric: Renewable energies, business model, what evolution? Centrale de cas et de médias pédagogiques (CCMP).
Ammar O. & Deslee C. 2016. Transforming SNCF's business model through the evolution of participative innovation routine. European Business Review, 28(4): 467-485.
Slama S. & Ammar O. 2014. La synergie entre intelligence économique et knowledge management: une nouvelle perspective pour l'amélioration de la capacité d'absorption de l'organisation. Association Internationale de Management Stratégique (AIMS), May, Rennes, France.
Deslee C. & Ammar O. 2012. The morphing of SNCF's business model through the transformation's phases of participative innovation routine. Association Internationale de Management Stratégique (AIMS), June, Lille, France.
Strategy, Advanced Strategy, Internationalization of the Firm, Entrepreneurship Mindset and Toolkit, Business Model Innovation