Cover -- Title Page -- Copyright Page -- Contents -- Introduction -- Part 1. Entrepreneurial Dynamics that Promote Inclusion Within a Territory -- Chapter 1. Inclusive Territory: An Ongoing Conceptualization -- 1.1. From economic territory to inclusive territory -- 1.1.1. A territory delimited historically by economics -- 1.1.2. A dynamic of coevolution with an inclusive goal -- 1.1.3. A collaborative cross-sectoral partnership -- 1.2. From exclusion to inclusion -- 1.2.1. A local response to a global exclusion problem -- 1.2.2. Serving people in the general interest -- 1.3. Conclusion -- 1.4. References -- Chapter 2. The Employer Group and its Stakeholders: Application for a Timeshare HR Manager Job -- 2.1. The employer group and its stakeholders: A network at the service of a territorialized HRM -- 2.1.1. The conditions for a successful inter-organizational network -- 2.1.2. The virtuous effects of the timeshare network through the example of an HR manager -- 2.2. The employer group and its stakeholders: Cross-references on the conditions for success -- 2.2.1. The diversity of representations of the success criterion -- 2.2.2. The profiles of the various stakeholders -- 2.2.3. The nature and quality of relationships between the stakeholders -- 2.3. Conclusion -- 2.4. Appendix -- 2.5. References -- Chapter 3. Contributions of a Science and Technology Park (STP) to Inclusive Mobility for a Territory -- 3.1. Main contributions of the literature -- 3.1.1. Contributions regarding STPs from the literature -- 3.1.2. Intelligence of cities and territories: From ICT to capabilities -- 3.2. Description of the Transalley case and its three embedded sub-cases -- 3.2.1. Demonstration and experimentation track -- 3.2.2. Presentation of the Institute for Sustainable Mobility and Transport -- 3.2.3. Presentation of the Mobility Kiosk.

3.3. Elements for characterizing the contributions of the STP -- 3.3.1. Characteristics of the three observed projects -- 3.3.2. Contributions of the STP through the three projects -- 3.4. From a smart territory to an inclusive territory -- 3.4.1. Collaborations and territory project -- 3.4.2. Organization and inclusive approach on two levels -- 3.4.3. Evaluation of STP activity by social value -- 3.5. Conclusion -- 3.6. References -- Chapter 4. Understanding the Development of Social Enterprise in South Korea -- 4.1. The concept of a social enterprise: A dual theoretical and geographical basis -- 4.2. Methodology of the study -- 4.3. A typology of the main forms of social enterprises observed in South Korea -- 4.4. Discussion: Understanding Korean social enterprise in the light of the EMES ideal type -- 4.5. Conclusion -- 4.6. References -- Part 2. Social Innovations by Inclusive Companies Within a Territory -- Chapter 5. Managing Inclusion and Diversity in Organizations: A Strategic Approach to Human Capital -- 5.1. An overview of the most current literature -- 5.1.1. Ethical issues -- 5.1.2. International cross-cultural inclusion -- 5.1.3. Barriers to inclusion and diversity -- 5.1.4. Reinforcing inclusive behavior -- 5.2. From research to practice -- 5.3. A case study -- 5.4. Conclusion -- 5.5. References -- Chapter 6. A Solidarity Economy Group Implementing Inclusive Recruitment Within a Territory -- 6.1. Vita Air, a recruitment method for inclusion -- 6.1.1. Background to the development of the Vita Air method -- 6.1.2. Foundations, principles and diffusion of the Vita Air method -- 6.2. ISA Groupe: Its organization and its culture in favor of inclusion -- 6.2.1. ISA Groupe's adoption of a transversal functional structure -- 6.2.2. ISA Groupe's reinforcement of its culture of inclusion.

6.3. ISA Groupe, from a reactive to a proactive inclusive approach -- 6.3.1. Support aimed at ensuring candidates are proactive in their approach -- 6.3.2. Adopting a proactive approach to developing its activities -- 6.3.3. Adopting an approach that leads actors to give meaning to their interaction -- 6.4. The process by which ISA Groupe implemented the Vita Air method: A long, gradual and consensual process -- 6.4.1. Preparing the ground to implement the model (2006-2012) -- 6.4.2. The time taken to integrate the model (2013-2014) -- 6.4.3. The time of dissemination and legitimization (since 2015) -- 6.5. Conclusion -- 6.6. References -- Chapter 7. The Role of Social Economy Entrepreneurs in Governing Inclusive Social Innovation Ecosystems: The Cause of Mobility for Vulnerable People in Lorraine -- 7.1. Conceptual framework -- 7.1.1. The production of social innovations -- 7.1.2. Social innovation within creative territories -- 7.1.3. The role of entrepreneurs in producing social innovation -- 7.2. The case of the mobility of vulnerable people in Lorraine -- 7.2.1. The context of the case -- 7.2.2. The Omnibus entrepreneurial process -- 7.2.3. Omnibus executives, intermediation players -- 7.3. Conclusion -- 7.4. References -- Chapter 8. Emergence and Diffusion of Diversity Management in Companies Linking a Territory: The Case of the Hérault Region in France -- 8.1. The emergence and diffusion of diversity management between isomorphism and institutional entrepreneurship -- 8.2. Methodological design of the action research -- 8.3. Results, analysis and discussion -- 8.3.1. The emergence of diversity management in Hérault: An institutional entrepreneurship model -- 8.3.2. Dissemination of diversity management in organizations in the Hérault region: Between normative isomorphism, utilitarianism and the will of the manager.

8.3.3. Operationalizing diversity management: A response to a coercive isomorphism -- 8.4. Conclusion -- 8.5. References -- Conclusion -- List of Authors -- Index -- EULA.