About this document
Ninth issue of Impact & Knowledge, published in February 2026. At the start of the year, this edition invites readers to step back and reflect on the profound transformations reshaping management, organisations and professional practices. The three opinion pieces brought together each question, in their own way, the limits of dominant models and the need to rethink analytical frameworks: professional sport viewed as a magnifying mirror of contemporary managerial tensions, corporate failure prediction models confronted with their own blind spots, and the emergence of an Executive DBA bridging law and management. A common thread runs through them, namely that the growing complexity of situations calls for approaches that are more transversal, more critical and more firmly grounded in real-world practice. These contributions remind readers that management cannot be reduced to recipes, indicators or predictive models, however sophisticated, and emphasise the importance of judgement, interdisciplinarity and attention to context, as well as to the human, ethical and institutional dimensions that shape collective action. Like the other issues of this bimonthly letter, the edition gives the floor to faculty members and alumni in order to make their work accessible to practitioners. The publication pursues its aim of circulating research results directly useful to managers beyond the academic circle alone.