Quality of life, economic, knowledge and human capitals "˜development are the main challenges of the new wave of smart cities. Hybrid strategies of cost leadership and innovation need to be aligned mostly by highly deliberate university creative services. Physical, intellectual and social capitals are loosely coupled to better understanding of the urban fabric and norms of behavior. It requires the creation of applications enabling data collection and processing, web-based collaboration, and "real-time" mining of the collective intelligence of citizens. The Internet of Things (IoT) has been viewed as a promising technology with great potential for addressing many societal challenges, filling the gap in terms of citizen's sensitivity measurement. At the physical level of its ecosystem, buildings are responsible for about 40% of energy consumption in cities and more than 40% of greenhouse gas emissions. With recent products available today, energy consumption in buildings could be cut by up to 70 percent, but it requires an integrated and collective adaptive framework to show how buildings are operated, maintained and controlled with the support of IoT-based innovation and solutions. The number of new IoT protocols and applications has grown exponentially in recent years. However, IoT for smart cities needs accessible open data and open systems, so that industries and universities can develop new services and applications. The main aim is to develop energy efficient frameworks to improve energy efficiency by using innovative integrated IoT techniques. These techniques could integrate technologies from context-aware computing, context-dependent user expectation and profile and occupants' actions and behaviors. This paper tend to present in what extent a case of university-based smart city would invest in IoT as both strategy and process in order to enhance efficiency, innovative education and attractiveness for its current and future citizens.

ResumeLe présent article a pour objectif d'analyser la contribution du management par la qualité à la réforme administrative. Le choix méthodologique consiste en une synthèse théorique des modèles de la qualité de service ainsi qu'une analyse documentaire et théorique des expériences des Etats en matière de la Réforme. La complexité de celle-ci n'était pas maîtrisée par les modèles de Réforme adoptés depuis un demi-siècle. Toutefois, le modèle du New Public Management a bénéficié largement du management par la qualité et de son approche systémique pour atteindre les résultats escomptés. Ceci a démontré qu'il existe une relation entre le management par la qualité et la maîtrise de la réforme administrative. Ce faisant, par une synthèse théorique et selon une approche systémique, cet article propose un modèle conceptuel permettant de comprendre comment Quatre dimensions qualitatives du service public influencent la satisfaction du citoyen-client. Cette satisfaction aide à harmoniser la relation entre les parties prenantes de la Réforme à savoir : les managers publics, les hommes politiques et les citoyens-clients. Grâce à cette harmonisation, le management par la qualité favorise la maîtrise de la complexité de la Réforme et conduit ainsi à sa réussite. Ceci est exprimé sous forme de cinq hypothèses qui complètent ce modèle.

Teaching Management is no longer beyond the reach of quality professionals. Any institution wishing to position itself on the international level is supposed to register in the race for international accreditations (type EFMD, AACSB). The standards in this area therefore require a real strategy of differentiation and quality, imposing an HR model focused on skills management, an attractive career system and a strong motivation policy. This study focuses on a case of a renowned management school in Morocco which, through its EPAS certification project (product of the EFMD), was able to revisit its HR strategy by focusing on the development of its Resources Human as well at the level of its faculty as its administrative staff. Moving from an RH Hard model to a Hybrid RH model (nesting Hard with Soft) is dependent on a reengineering of HR processes adapted to an open and systemic education and training system. Any HR development aimed at the faculty requires a policy of encouraging research, intensive mobility and training in new educational tools integrating the virtual. A series of strategic, organizational and operational alignments is to be checked in order to succeed in this hybridization project of the two HR models and ensure continuous improvement throughout the process of supervision and training of managers responsible and capable of meeting the challenges of tomorrow.

Emerging countries are no longer ignored for their impact on the global economy as well as on growth and jobs around the globe. Their geography is diversifying and even universalizing (Chancel and Degans; 2013). From the global to the local level, several institutional players implicitly interfere, in power and economic governance, of countries and regions, by the dissemination of managerial practices concerning the management of high potential executives. In the context of "emerging" countries, talent management is becoming a major draw, not only for investors but also for local policy makers. The social knowledge sought by expatriates is, on the contrary, one of the assets of impatriates. In sub-Saharan Africa the emergence has other colors. The equation is reversed by mobilizing talents to contribute to the capacity building adventure. This is the question that will be asked in this study, going from the global level to the local level, in an attempt to examine the pressures and constraints of globalization in emerging markets. We will first examine the importance of talent management in emerging economies before focusing, subsequently, on the concept of capacity to strengthen at the state, organizational and / or individual level. Empirical results, emanating from the case of the Ivory Coast, will be synthesized and discussed as an example of "contextual" translation of African talent management.