N Thierry-Jebali
email: anicolas.thierry-jebali@insa-lyon.fr

M Lazar

A Vo-Ha

D Carole
email: ddavy.carole@univ-lyon1.fr

V Soulière

A Henry

D Planson

G Ferro

L Konczewicz
email: ileszek.konczewicz@univ-montp2.fr

S Contreras
email: jsylvie.contreras@univ-montp2.fr

C Brylinski

P Brosselard
email: lpierre.brosselard@insa-lyon.fr

Applications of Vapor-Liquid-Solid Selective Epitaxy of Highly p-type Doped 4H-SiC: PiN Diodes with Peripheral Protection and Improvement of Specific Contact Resistance of Ohmic Contacts

Keywords: PiN diode, Ohmic contact, Vapor-Liquid-Solid, Selective Epitaxial Growth, p-type 4H-SiC

This work deals with two applications of the Selective Epitaxial Growth of highly p-type doped buried 4H-SiC in Vapor-Liquid-Solid configuration (SEG-VLS). The first application is the improvement of the Specific Contact Resistance (SCR) of contacts made on such p-type material. As a result of the extremely high doping level, SCR values as low as 1.3x10 -6 Ω.cm 2 have been demonstrated. Additionally, the high Al concentration of the SEG-VLS 4H-SiC material induces a lowering of the Al acceptor ionization energy down to 40 meV. The second application is the fabrication of PiN diodes with SEG-VLS emitter and guard-rings peripheral protection. Influence of some process parameters and crystal orientation on the forward and reverse characteristics of the PiN diodes is discussed.

Introduction

The quality of 4H-SiC bulk and epilayer materials is, day after day, improving and several devices such as Schottky and JBS rectifiers, JFETSs, MOSFETs and BJTs are now commercially available. Nevertheless, some technological barriers still persist, like the local and in-depth doping into the SiC top epilayer. Currently, Al ion implantation is the simplest and most popular technique to perform localized p + doping, however, with significant drawbacks. On one hand, the implanted ions degrade the crystal quality and a high temperature annealing (> 1700 °C) is needed to partially activate the Al elements and restore the crystal quality [1]. Moreover, high dose implantation generates point defects, which are not completely eliminated by the annealing and increases the compensation ratio of the implanted layer [2,3]. On the other hand, the depth of the implanted areas is limited to a few hundreds of nm for standard ion implanter energy (< 200 keV).

SiC Selective Epitaxial Growth (SEG) by Vapor-Liquid-Solid (VLS) transport into a bowlshaped pond appears as a promising solution to implement deep, high quality and highly p-type doped area. Such SEG-VLS growth was successfully demonstrated on both small and large areas, circular-and rectangular-shaped structures buried down to 1 µm [4,5].

Potential applications of p-type SEG-VLS are numerous and this works presents two of them: i) the improvement of the Specific Contact Resistance of ohmic contact on p-type 4H-SiC; ii) the fabrication of PiN diode composed of p ++ doped anode layer and peripheral protection guard-rings.

Specific Contact Resistance Improvement of Ti/Al based ohmic contact on p-type 4H-SiC

The fabrication of a good ohmic contact on p-type 4H-SiC remains as a challenge. Indeed, the Al acceptor has a high activation energy of 150-200 meV in 4H-SiC [6]. Also, p-type 4H-SiC has a high work function (> 6 eV) and no metal with a low enough Schottky Barrier Height (SBH) has been found yet [7]. So far, the Ti/Al based metallization stacks have given the best results in terms of SCR when annealed at high temperature (> 800°C) [7]. On highly doped epitaxial layer (> 10 19 cm -3 ), one can expect a SCR ranging in the mid 10 -5 Ω.cm 2 . Such values are acceptable for most power devices but but lower SCR is required for applications with high current density. This is the case for devices with "horizontal" channel and lateral contacts, like lateral FETs.

For most of the device structures including both p-type and n-type doped areas, like JBS and PiN diodes, BJTs, or thyristors, localized p+ doped zones have to be localized into a low doped voltagehandling layer in order to implement pn junction and lower the contact resistance of the ohmic contacts. At present, the localized doped zones are most often fabricated using ion implantation. However, due to the high compensation ratio and the degraded morphology of the surface after high dose ion implantation, the SCR obtained on p+ doped 4H-SiC is generally higher than 5x10 -4 Ω.cm 2 [7].

One can expect that the high p-type doping and epitaxial quality of SEG-VLS layers should improve the SCR value. This section reports on the properties of ohmic contact made on p-type SEG-VLS layers grown on 4H-SiC and investigates on the origin of the contact ohmicity.

Experiments. The performance of ohmic contact has been evaluated by the extraction of the SCR values using the Transfer Length Method (TLM). The carrier concentration and the acceptor ionization energy have been extracted from two kinds of measurements in a Van der Pauw configuration : (1) sweeping magnetic field (B) Hall measurements and (2) resistivity plots as a function of the measurement temperature. The process of the TLM and Van der Pauw structures was carried as follows. Patterned pond areas first have been defined on a 4H-SiC low-doped n-type epilayer by etching a 1 µm depth bowl-shape structure by Reactive Ion Etching (RIE). Then, the etched areas were filled by a Si (1.1 µm)/Al(1.5 µm) bilayer stack deposited by e-beam evaporation. The subsequent VLS homo-epitaxial growth was performed at 1100 °C during 5 min with Ar as carrier gas and propane as carbon precursor. After etching the remaining Al-Si alloy, the ohmic contact was formed by depositing Ni(10 nm)/Ti(40 nm)/Al(240 nm)/Ni(10 nm) metallic stack by ebeam. Current-Voltage (I-V) measurements have been done on the "as-deposited" metallizations using TLM patterns. Finally the sample has been recursively annealed from 200 °C to 800 °C, with a 100 °C step, and I-V measurements were recorded for each temperature on the TLM structures. Complementary electrical measurements were carried out under DC-current (I = 1 µA) on specific Hall effect structures where the sheet and Hall resistance (up to B = 1 T) were obtained by the Van der Pauw method calculating the average voltage value of all current configurations. The measurements were done in the 300 -650 K temperature range.

Results and discussions. Fig. 1 report I-V plots recorded on the TLM patterns as a function of space between TLM pads for the "as deposited" condition. The I-V characteristics appear as linear as can be. As a result, the metal / SiC contacts can be considered as ohmic. To the best of our knowledge, getting ohmic behavior on non-annealed metal / p-type 4H-SiC contacts has never been demonstrated previously. A SCR value as low as 5×10 -4 Ω.cm 2 for such a TLM structure has been extracted. It is similar to typicall SCR values measured on TLM patterns with high-temperatureannealed ohmic contacts realized on high-dose Al ion-implanted layers annealed for activation at very high temperature. This result is promising for Junction Barrier Schottky rectifiers where both Schottky and Ohmic contacts on p-type 4H-SiC can be annealed together at low temperature.

In order to exclude a possible influence of the electrical measurement session on the SCR value, some patterns have first been characterized prior to any contact annealing while, on some other patterns, the I-V measurements have only been performed after annealing. The results obtained on several TLM patterns distributed on the sample are reported in Fig. 2. They show a consistent evolution of the SCR with the annealing temperature and demonstrate that both 500 °C and 800 °C annealing lead to a minimum SCR value. However, these minimum SCR values vary drastically from one TLM pattern to another one on the sample, and the amplitude of the variation can reach two orders of magnitude. For example, the maximum SCR value when annealed at 800 °C is 4×10 -4 Ω.cm 2 while the minimum is 1.3×10 -6 Ω.cm 2 . It should be noticed that the latter SCR value is one of the lowest ever reported in the literature on p-type 4H-SiC.

In another paper, some of present authors have demonstrated that the fluctuation of the SCR was related to a variation of the SBH from fitting the evolution of the SCR with the measurement temperature via the Thermionic-Field Emission theory [8]. Since contacts on non-annealed samples exhibit ohmic behavior and since p-type 4H-SiC has a high work function, the origin of the ohmicity of contact is bound to originate from the high doping level of the SEG-VLS layer. This doping level has been found to be N a > 1.7×10 20 cm -3 from Hall effect measurements (Fig. 3). The extracted value of N a is in agreement with the SIMS profile of the SEG-VLS island (not shown here). As a consequence of the very high doping level, the effective acceptor Ionization Energy is lowered to 40 meV (cf. Fig. 4) as predicted by Koizumi et al. [6]. Both the increase of the doping level and the decrease of the ionization energy favor the tunnel effect and can lead to the reduction of the SCR value at room temperature.

PiN diode with peripheral protection

In our previous work, it was demonstrated that a rather good PN junction could be achieved by using a 1 µm deep p-type SEG-VLS layer into a n --type 4H-SiC epilayer [9]. As a step forward towards the use of such localized doping process in a functional device, we report here on the fabrication and characterization of PiN diodes using SEG-VLS process for the realization of the p+ doped emitter and guard ring peripheral protection. The influence of some key process parameters and crystal orientation on the forward and reverse electrical properties of the resulting PiN diodes will be discussed. PiN diodes processing. Fig. 5 reports a cross section view of a typical processed PiN diode including 3 guard rings. The area of the emitter layer is 200 x 200 µm 2 . Spacing between two adjacent guard-rings has been optimized by finite elements simulation on Sentaurus TCAD software. The breakdown voltage target is 1200 V. The processed samples were composed of a 15 µm thick, N d = 5×10 15 cm -3 doped n -layer grown on commercial 4H-SiC n + wafers. Up to the VLS growth the process steps are similar as for the ohmic contact studies. After performing the VLS growth as described in the previous section, the 500 nm SiO 2 passivation layer was deposited by PECVD. Finally, anode and cathode ohmic contacts were formed by annealing e-beam deposited metallic stacks, as described before for the anode and using Ni for the cathode.

In this paper, the influence of two main process variations has been investigated. The first one is the deposition technique for the Al/Si layers (e-beam vs sputtering), and the second one is a high temperature annealing at 1700 °C, during 30 min under Ar atmosphere, performed on some of the samples just after the VLS growth. Also, PiN diodes have been processed on both on-axis and 8°-off substrates. Table 1 exhibits the codes we have used for labeling the samples. Forward and reverse properties of PiN diodes. Fig. 6 displays the forward current-voltage characteristics recorded at 3 temperatures (50-150-250 °C) on 3 diodes with different processes. The static forward characteristics change dramatically as a function of the process. Some appear as purely unipolar, some as purely bipolar, and some exhibit mixed behavior.

All AG samples exhibit a Schottky-like unipolar behavior (cf. Fig. 6-a), which is the same on both on-axis and 8°-off epilayers and for both e-beam and sputtering techniques (not shown here). These observations agree with our previous work [9]. SBH and ideality factor vary in the range 1.3 < φ b < 2.8 eV and 1.4 < n < 2.9, respectively.

The forward behavior of HTA samples depends on the Al/Si stack deposition technique. For EB samples, the forward behavior agrees with a bipolar conduction mode (cf. Fig. 6-b) while SPU samples exhibit mixed characteristics. A possible hypothesis to explain the evolution of the current conduction mode towards bipolar involves some limited diffusion of the acceptor elements during the annealing stage at high temperature.

The origin of the Schottky-like conduction is not understood yet. No intermediary phase has been detected so far around the interface zone. The only clue at present resides in the expected presence of extended defects, located close to the VLS layer / n-type 4H-SiC interface, which may exhibit metallic conduction along the defects. Indeed, Sasaki et al demonstrated that Al concentration N Al > 10 19 cm -3 induces a significant variation of the 4H-SiC cell parameters [10]. As a result, extended defect may be generated during the VLS growth, due to the lattice mismatch.

We have made further investigations towards a better understanding of the mechanisms inducing the variations of the forward properties of the PiN diodes with VLS grown P+ emitter.

Photo-Emission Microscopy (PEM) observations have been performed on different PiN diodes in direct bias regime I d = 100 mA. The description of the MEP setup can be found elsewhere [11]. As can be seen on Fig. 7, the AG samples exhibit a low photoemission rate, which agrees with the Schottky-like I-V characteristics. For EB-HTA samples, the photoemission rate is ~1000 times higher than on AG samples and agrees with a bipolar conduction mode. Moreover, the emission is very uniform over the junction area.

In contrast the photoemission on SPU-HTA is highly inhomogeneous and the emission rate is lower than on EB-HTA samples. These additional observations confirm that the mixed "bipolar + Schottky" behavior observed on part of the samples originates from an inhomogeneous interface between the VLS p+ zone and the n-type 4H-SiC Another important issue, on the way towards the validation of a new technique for localized p + doping, is the monitoring of the time-stability of the forward voltage V on of the PiN diodes under direct bias operation. It is well-known that, up to know, most of the 4H-SiC PiN diodes tested so exhibit strong V on degradation due to extended defects generation and expansion [11].

Fig. 8 reports 1 hour duration active degradation measurements made on ON-EB-HTA and OFF-EB-HTA samples at different dirrect current densities. The "forward voltage drift" ΔV on / V on is noticeable for the OFF diodes, even at J=30 A.cm -2 , while forward voltage keep constant for the ON diodes even at J=100 A.cm -2 . For comparison, PiN diodes on both on-axis and 8°-off substrates, with similar geometry/epitaxial parameters and a conventional p + -type CVD layer have been characterized by some of present authors [11]. In most cases, the results were equivalent to those on the diodes with p+ emitter grown by SEG-VLS. However, on the 8°-off samples, the ΔV on / V on was around 1 ‰ at J = 80 A.cm -2 after one hour on CVD diodes while it is more than 7 % for SEG-VLS PiN diodes at J = 80 A.cm -2 . Thus, it seems that the SEG-VLS growth on 8°-off substrate has generated a high density of basal plane dislocation which turned to Schockley Stacking Faults (SF) during forward bias operation. We have directly observed the generation and motion of SFs under forward bias on the OFF-EB-HTA diodes by PEM imaging (not shown here). Fig. 9 reports the reverse I-V behavior of 4 different PiN diodes. A maximum breakdown voltage of 950 V has been measured for the ON-SPU-AG diodes, which is lower than the targeted value (V br = 1200 V) but strongly higher than the simulated V br for similar diodes without guard-rings (V br < 500 V). All the measured diodes exhibit excess leakage current and the reverse voltage measurement is limited by the SMU current compliance (10 µA). Subsequently, no avalanche phenomenon has been observed on these diodes. Therefore, we can conclude that the peripheral protection using SEG-VLS-grown p+ deep guard-rings is effective to prevent early breakdown of the junction but needs further optimization for reducing the reverse leakage current at the p+/n junction.

Conclusion

In this work, we have explored some applications of the VLS Selective Epitaxy (SEG-VLS) of highly p ++ doped 4H-SiC. In a first part, we have demonstrated that good ohmic contacts could be fabricated on p-type SEG-VLS grown 4H-SiC with a SCR as low as 1.3x10 -6 Ω.cm 2 . Moreover, the metal contacts are already ohmic on as-deposited SEG-VLS epitaxial 4H-SiC. These results pave the way towards more efficient SiC devices by replacing Al ion implantation by p-type SEG-VLS epitaxy for implementing contacts on p-type areas and the fabrication of JBS diodes.

In a second part, we have investigated on the influence of some process parameters and the substrate orientation on the properties of PiN diodes with SEG-VLS grown emitter and guard-rings. The results we have obtained demonstrate that buried SEG-VLS p-type epitaxy of 4H-SiC can be used for the fabrication of deep guard-rings peripheral protection, even if some improvement is still required concerning the quality of the interfaces.

Fig. 1 :Fig. 2 :

 12 Fig. 1: I-V plots as a function of the spacing distance between pads of a typical TLM pattern on non-annealed VLS grown p+ doped island Fig. 2: Evolution of the SCR as a function of the annealing temperature for six different TLM patterns at different places on the sample.

Fig. 3 :Fig. 4 :

 34 Fig. 3: Hall resistance (ρ H ) of the VLS layer as a function of magnetic field (B) at I = 1 µA. T=300K

Fig. 5 :

 5 Fig. 5: Cross section view of the fabricated diodes.

Fig. 6 :

 6 Fig. 6: Forward J-V behavior at 50 °C, 150 °C and 250 °C of 3 different diodes: a) ON-EB-AG, b) ON-EB-HTA, c) OFF-EB-HTA

Fig. 7 :Fig. 8 :

 78 Fig. 7: PEM pictures at I=100 mA of different processed PiN diodes. Fig. 8: Active degradation measurements made on OFF-EB-HTA and ON-EB-HTA.

Fig. 9 :

 9 Fig. 9: Leakage current of best diode of each condition.

Table 1 :

 1 Process

		Substrate orientation	Al/Si deposition technique	Post VLS growth annealing
	Variants	8°-off	On-axis	e-beam	Sputtering	1700 °C, 30 min, Ar	As grown
	Sample Label	OFF	ON	EB	SPU	HTA	AG

variation and nomenclature of fabricated diodes. (For example OFF-EB-HTA is a sample made on 8°-off substrate, for which the Al/Si layers has been deposited by e-beam and the sample has been annealed at 1700 °C during 30 min under Ar atmosphere.)

Acknowledgment

The authors wish thank for their financial support: the Agence Nationale pour la Recherche (ANR) (VHVD-SiC / ANR-08-BLAN-0191-02), and the Swedish Energy Agency (32917-1). We would Dr. E. Bano for the access to the PEM bench. The authors would also like to thank Dr. Edwige Bano for access to the PEM bench and her kind supporting advices.


Jeremy Ranjatoelina Tantely
email: jt.ranjatoelina@iae.univ-lille1.fr

Keywords: inclusive business model, 'extended resource-based theory', "wasted" resource, strategic intent

definition grounded on an investigation of three diversified inclusive enterprises in France.

Introduction

Inclusive business models are generally viewed to be addressed, by multinational companies, to the 'base of the pyramid' (BOP) markets in the context of developing countries [START_REF] Prahalad | Serving the World's Poor, Profitably[END_REF][START_REF] Prahalad | The fortune at the bottom of the pyramid: Eradicating poverty with profits[END_REF][START_REF] Simanis | The Base of the Pyramid Protocol: Toward Next Generation BOP Strategies[END_REF][START_REF] London | Creating mutual value: Lessons from ventures serving base of the pyramid producers[END_REF][START_REF] Thompson | Business Models: Creating new markets and Societal Wealth[END_REF][START_REF] George | Innovation for Inclusive Growth: Towards a Theoretical Framework and a Research Agenda[END_REF][START_REF] Halme | Innovation for Inclusive Business: Intrapreneurial Bricolage in Multination Corporations[END_REF][START_REF] Reficco | Inclusive Networks for Building BOP Markets[END_REF][START_REF] Yunus | Social Business and big business: innovative, promising solution to overcome poverty?[END_REF]. Generally, the notion of "inclusive business" seems to emphasize "the core principle that organizations can and do, engage in social innovation activities to connect disenfranchised individuals and communities with opportunities that foster social and economic growth. In doing so, inclusive growth diminishes trade-offs between growth and inequality because the poor become enfranchised as customers, employees, owners, suppliers, and community members" (George et al., 2012: 661-662). More precisely, the "inclusive business model" is defined by the UNDP « Growing Inclusive Markets » initiative within the following words: "Inclusive business models include the poor on the demand side as clients and customers, and on the supply side as employees, producers and business owners at various points in the value chain. They build bridges between business and the poor for mutual benefit" (UNDP, 2008: 2). This consideration of the people living in poverty (with less than 8 dollars per day) seems to drive social innovation within the private sector around the world. It also implies a large diversity of actors, which are federated by UNDP 'Business Call to Action' program (UNDP, 2008, 2010[START_REF]Breaking Through: Inclusive Business and the Business Call to Action today[END_REF]. Furthermore, the inclusive business model seems to have an empirical resonance with the core activities of every (social and classic) enterprise -including developed countries ones-which deliberately employs people who are in a situation of social exclusion in the majority of its human resources.

In France, the field of inclusive social enterprises -mainly analyzed in European researches within the EMES network 'work integration social enterprise' (WISE) prism [START_REF] Borzaga | The emergence of social enterprise[END_REF][START_REF] Nyssens | Social Enterprise. At the crossroads of market, public policies, and civil society[END_REF][START_REF] Defourny | Conceptions of Social Enterprise and Social Entrepreneurship in Europe and the United States: Convergences and Divergences[END_REF][START_REF] Gianfaldoni | Incentives, Procurement and Regulation of Work Integration Social Enterprises in France: old ideas for new firms?[END_REF]is particularly institutionalized. In this context, inclusive social enterprises are particularly regulated and categorized upon a specific categorization of exclusion situations. The different kinds of considered WISEs -by the EMES network related researches i.e the structure d'insertion par l'activité économique (SIAE) cf. Borgaza & Defourny (2001); [START_REF] Gianfaldoni | Incentives, Procurement and Regulation of Work Integration Social Enterprises in France: old ideas for new firms?[END_REF]-do employ indeed, in a large majority, people who have been unemployed for a long period (two years and more). However, some inclusive-social-enterprise models seem to be unconsidered (or just simply forgotten) by the WISEs' French taxonomy: the entreprise adaptée (EA) 1 and the établissement et service d'aide par le travail (ESAT) 2 . In these two organization forms, workers in a situation of disability represent more than 80% of the global human resources. We advocate that an exploration of both and respectively EA and ESAT models should enrich the inclusive business model understanding, definition, and conceptualization, as the currently recognized WISEs (i.e. SIAE) and as the inclusive (classic) enterprises.

We argue that the (recent) 'extended resource-based theory' [START_REF] Warnier | Extending Resource-Based Theory: Considering strategic, ordinary and junk resources[END_REF][START_REF] Fréry | Competing with ordinary resources[END_REF] shed new theoretical insights on the highlighting of the social inclusion processes (or work integration, or employment) of "negatively-perceived" human resources, by an enterprise. [START_REF] Warnier | Extending Resource-Based Theory: Considering strategic, ordinary and junk resources[END_REF] suggest, indeed, a new typology of resources -including strategic, ordinary and "negatively perceived" (in terms of performance), resources-, based on the subjective and intersubjective perception by respectively actors and markets. Thus, they took as an example for such a "negatively-perceived" -or "wasted" [START_REF] Morrow | American Negroes -a Wasted Resource[END_REF]human resource (on the employment market) included by a performing (classic) enterprise: the Danish Specialisterne company -currently operating in 11 countries-which develops 1 adapted enterprise 2 protected sheltered workshop the work integration of people with Asperger syndrome. This illustration shows that "negatively perceived" "resources can be the basis of new business models when an entrepreneur creates new services (new uses) for them, leading to unsuspected performance" [START_REF] Warnier | Extending Resource-Based Theory: Considering strategic, ordinary and junk resources[END_REF](Warnier et al., : 1374)). [START_REF] Fréry | Competing with ordinary resources[END_REF] highlight the specificity of business models based on (massive) ordinary resources. In this paper, we investigate within a similar approach the defining characteristics of business models which are built upon (and in favor of) "wasted" (human) resources. In this way, this communication seeks to answer to the following research question: What is an inclusive business model? We investigate empirically three inclusive enterprises: Vitamine T, APF Entreprises, and Ethik Investment.

The paper contents four parts. The first one presents a literature review of the 'extended resource-based theory' and our business model framework. The second one explains our research design. The third part details the findings about the inclusive business models in France. Finally, in the fourth part, we (re)define and discuss the characteristics of an inclusive business model.

The inclusive business model within the 'extended resource-based theory'

1.1. The 'extended resource-based theory' and the business model Following [START_REF] Weppe | Quand les postulats d'une théorie induisent de mauvaises pratiques » La 'théorie des ressources' selon J. B. Barney[END_REF]2013), [START_REF] Warnier | Extending Resource-Based Theory: Considering strategic, ordinary and junk resources[END_REF] extend the resource-based theory by suggesting on the one hand, a new typology of resources including "strategic" ones, "ordinary" ones, and "negatively-perceived"-or "junk"resources (Table 1).

Table 1: Three types of resources

Strategic resource

« A rare resource on the market, generally perceived as positive in terms of performance, i.e. with an expected level of productivity that is greater than its cost (acquisition or development). Such a resource is considered a potentiel source of rents »

Ordinary resource

« A common resource on the market, generally perceived as neutral in terms of performance, i.e. with an expected level of productivity equivalent to its cost (acquisition or development). Such a resource is considered, at best, as ensuring competitive parity » Junk resource « A resource overlooked or ignored by firms (i.e. not highly valuated on the market), generally perceived as negative in terms of performance, i.e. with an expected level of productivity lower than its cost (acquisition or development). Such a resource is considered as a source of costs or as destroying value by the firm that possesses it » Source: [START_REF] Warnier | Extending Resource-Based Theory: Considering strategic, ordinary and junk resources[END_REF]Warnier et al. ( : 1368Warnier et al. ( -1371) ) On the other hand, they propose a representation of the process by which, a creative entrepreneur who identifies a new use, valorizes an under-evaluated resource on the market (Figure 1). Furthermore, this extension on resources consideration "raises new questions, echoing the recent work on resource management [START_REF] Sirmon | Managing firm resources in dynamic environments to create value: looking inside the black box[END_REF](Sirmon et al., , 2010) ) and business models from a resource point-of-view [START_REF] Demil | Business Model Evolution: In Search of Dynamic Consistency[END_REF])" [START_REF] Warnier | Extending Resource-Based Theory: Considering strategic, ordinary and junk resources[END_REF](Warnier et al., : 1375)). The recent development of research works on the 'extended resource-based theory' tends to confirm this echo. On the one hand, [START_REF] Fréry | Competing with ordinary resources[END_REF] compare business models focused on strategic resources, with business models focused on ordinary resources. They show how ordinary resource-based business models are changing the established rules in many industries through an Internet collaborative platform. On the second hand, [START_REF] Ranjatoelina | Inclure des Ressources Délaissées. Le groupe Vitamine T, un spécialiste de l'insertion[END_REF] highlight the resources' inherent orchestration-capability [START_REF] Sirmon | Resource orchestration to create competitive advantage breadth, depth, and life cycle effects[END_REF] in the deliberated inclusion of "wasted resources" [START_REF] Morrow | American Negroes -a Wasted Resource[END_REF].

Entrepreneur level Organization level

Intersubjectivity Subjectivity Actualisation

-Strategic Resource -Ordinary Resource -Junk Resource

Pricing process

Evaluation of the resource

Actions on the resource (business model)

Decision process Resources-related process

Level of performance

Industry level

1.2. The inclusion of "wasted resources" [START_REF] Warnier | Extending Resource-Based Theory: Considering strategic, ordinary and junk resources[END_REF] define as a "junk" resource, "a resource overlooked or ignored by firms (i.e. not highly valuated on the market), generally perceived as negative in terms of performance, i.e. with an expected level of productivity lower to its cost (acquisition or development). Such a resource is considered as a source of costs or as destroying value by the firm that possesses it" (p.1371). [START_REF] Ranjatoelina | Inclure des Ressources Délaissées. Le groupe Vitamine T, un spécialiste de l'insertion[END_REF] explore the inclusion of these "negatively-perceived" human resources -oriented by the French public service for employment due to their "low-employability"in a famous WISE. They demonstrate the implication of six key resources and competences -among which some seem strategic-in the orchestration-capability developed by this inclusive social enterprise, occurring at every strategic level of the organization (Table 2). to achieve various kinds of differentiation from its competitors (by product or price, etc.), while its business system is a system designed to realize that strategic intent" (Itami & Nishino, 2010: 364). We argue that the "strategic intent" concept [START_REF] Hamel | Strategic Intent. To revitalize corporate performance, we need a whole new model of strategy[END_REF] (and accessorily intentionally-related notions) mobilization appears obvious in order to characterize and to essentialize the variety of existing inclusive enterprises in a unique definition and a unique conceptualization. Moreover, our empirical induction tends to enhance the conceptual suggestion of the (extended) 'SI-RCOV framework' (Figure 2) -i.e.

Strategic Intent; Resources and Competences; internal and external Organization; Value propositions-in order to frame our exploration of existing inclusive business models.

3 Corporate Societal Responsibility 3).

4 within a French public-private conventionalized PhD called a PhD-CIFRE, for "Industrial Convention for a Research Formation", as a researcher-consultant During the second and third, years we principally collected observation and interaction notes about the three cases, two meetings and 21 online videos8 about one of them, and seven exploratory interviews with relevant actors. During the fourth year, we realized a six confirmatory-interviews sequence with General Managers and Directors of our three cases.

The multiple-cases study

The majority of research works on BOP seems generally to be oriented to developing countries. Still, in France the inclusive business model currently knows a real empirical interest regarding CSR organizational networks like FACE (cf. IMS-Entreprendre pour la cité, 2013a, 2013b). FACE federates a more than 5.000-companies network, committed to act through a social-enterprises portfolio, against all forms and situations of exclusion, discrimination and poverty, in France and abroad (Brussels, Belgium; Rio de Janeiro, Brazil; Bizerte, Tunisia).

The singularity of our action-research partnership and the quest after exhaustivity had led us to retain three characteristical but non representative diversified enterprises -Vitamine T, APF Entreprises, and Ethik Investment-out of four established inclusive business modelsthe ESAT business model, the EA one, SIAE one, and classic-inclusive company business model-in France. In this perspective we voluntarily exclude "self-inclusive" business model(s) i.e. the case in which a person in a situation of exclusion or vulnerability creates its own enterprise.

Findings: three diversified inclusive enterprises in France

Vitamine T

Founded in 1978, Vitamine T is one of the most famous inclusive social enterprises in France -plus a leader of the work integration sector, of the social and solitary economy-achieving a turnover of 40 million euros and a consolidated net result of 1.6 million euros in 2013. Its unique shareholder is the non-profit association called Vitamine T. The entrepreneurial and strategic intent of its business models is to employ temporary people in a low-income and a long unemployment situation, within a 4 to 24 months' work-integration contract, to take them out of their individual social exclusion. Pôle Emploi -the French Employment Public service-relieves, to people who are looking for job for more than two years, an approval attesting this long unemployment situation and representing the pass for the incorporation of the person in the work integration social enterprise (SIAE). These target human resources represent 70% of Vitamine T's total employees -1.788 on 2.524 in 2013-. These people simultaneously participate to the value creation as they ensure their competences by learning one (or more) job within one (or more) of the 12 activities of Vitamine T's portfolio (Table 4). To manage its social performance, the key indicators for Vitamine T and its belonging sector -i.e. the "temporary work integration sector" 9 -, is the post-inclusion "dynamic pursuit rate" 10 of the included human resources. It implies the constraint for every temporaryinclusive enterprise to maintain the stability of the economic activity, despite the constant renewal of the majority of the human resources. This organization appears specific to temporary-inclusive business models. It suggests as well that the work-integration sector contributes, at the macro level, to relieve job market by actualizing the skills of wasted human resources. Thus, to maintain both economic and social performance, the business portfolio 9 « insertion par l'activité économique » 10 « taux de sorties dynamiques » and its dynamics from its foundation -i.e. the organizational entrepreneurial capability-, appears to be a Vitamine T differentiating advantage. Effectively, since 1978, Vitamine T has launched alone or in partnership eighteen activities, has acquired two, and has known four cessations and three resales (Table 5).

activities and industries, which recruit today and tomorrow, appears within this form of work integration to be a key success factor.

APF Entreprises

APF Entreprises is the first group of inclusive social enterprises in the French adapted sector.

It sustainably employs 3.200 people in situation of disability, on about 3.900 total employees. APF Entreprises department and some subsidiaries, and also with competitors, sustain the group's development and lead to new synergies, ensuring both economic and social activities.

APF

One of the economic objectives included in the new strategic intent is also to reduce the dependency to subsidy revenues, to anticipate its probable reduction. Within more than three decades of existence, the year 2015 is the first with a positive net result, showing that this actualized strategic intent of APF is already bearing fruit for APF Entreprises.

The large majority -80% minimum-of both models human resources is composed by recognized disabled workers, i.e. they have a RQTH. In France, the unemployment rate of workers in a situation of disability is more than twice higher -22%than the general unemployment of the total population -10,2%-, and the average period of unemployment is longer by 206 days for disabled people -799 days-than the entire population -593 days-15 . These numbers and facts highlight the "wasted" character of workers with disability as a human resource on the employment market. Generally, due to CDAPH's perception, the level of disability is higher among ESAT's beneficiaries than among EA's employees, making Founded in 2003 by two associates (now three in number), whose one is in a situation of disability (blindness), Ethik Investment's entrepreneurial and strategic intent is defined by its General Manager as "doing business differently" and "repositioning French society regard".

Indeed, while one company out of five does not employ any disabled worker, and while the disabled workers' direct employment rate is 3,3% (when the law requires 6% since 2005), half of Ehtik Investment's human resources, and a third of its associates are in a situation of disability. Ethik Investment' subsidiaries simultaneously make for-profit business and include recognized disabled workers. This intent differentiates the group particularly from every market-competitors, from the adapted sector, appearing to be the basis of the group's social innovation.

Half of the global human resources is recognized as disabled workers. Indeed, they individually have a RQTH as the more-than-80-per-cent EA's employees. In term of disability, the majority of Ethik Investments's employees is composed by blind or partially sighted persons. To include its disabled workers, the group seems to have developed key resources and competences. Governance appears to be (classic but) inclusive. Indeed, groups of companies which have a blind person among their associates and for General Manager are very rare. The partnerships and managers' managerial social capital, sustain the development of co-innovations, principally in the field of events and training as we'll see after. The "Dans le Noir?" trademark, its experiential concept, and the inclusive-activities business portfolio of the group appears to be sources of synergies and even innovations. With the experience acquired through the restaurants and the event activity, a careful thought around the wellness sector conducted to the creation of a first spa in Paris and a second franchised one in Bordeaux, in 2011. From centuries, elsewhere in the world and mostly in Asia, the wellness sector is particularly inclusive in favor of blind and partially sighted persons thanks to their and with Le CNAM's professional license degree in analysis and design of information and decision systems, and its engineering degree in information systems. The job and managerial coaching of disabled employees and services providers appears to be adapted and focused on their abilities and competences. Associated to the event activity's resources and competences it reverses positively the public's perception about employing disabled workers.

As we have just seen, the internal and external organization of Ethik Investment's activities are based on disabled workers' abilities and competences. Indeed, the organization is internally oriented to improve their competences on activities, and externally oriented to move the regard of the society through the business models' value propositions.

The value propositions of the group are addressed in a way to three stakeholders. The first kind is a goods and/or services' proposition to clients and customers. These value propositions are related to each activity or they can follow some synergies, like for example, the "spackage" which includes for two persons: a duo massage and a mixed steam room session at the wellness center, and then a head-to-head meal at the restaurant. The second kind of value propositions is (direct or indirect) an employment proposition to disabled employees and services providers. Functions and contracts of disabled workers are classic ones. The third kind is a social innovation proposition to society. However, no group revenue comes from public subsidies (as opposed to social enterprises benefiting from "employment aid" 18 ). The financial independence allows to sustain the development of innovative inclusive business models and projects. For example, since 2014, through Ethik Connection's partnership with the Fondation Malakoff Médéric Handicap, the group has also piloted a project to improve employment's access and retention for workers with autism in France and more particularly workers with Asperger autism.

Defining and discussing the inclusive business models by its strategic intent

Discussing the results

In this communication we sustain that inclusive business models concern not only the developing countries and not only organizations involved against poverty. Our 'in- This exploration highlights distinctions and nuances between the categories ("segments"?) of people targeted as "beneficiaries" by these various kinds of enterprises. It shows that in developed countries, existing major inclusive enterprises are more focused on excluded workers' employment than directly on poverty reduction. In this way, the inclusive business models appear to be addressed to the poor people but also to other categories of disenfranchised people [START_REF] Halme | Innovation for Inclusive Business: Intrapreneurial Bricolage in Multination Corporations[END_REF] which we holistically considerate to be (individually) in a situation of social exclusion or vulnerability. Indeed, poverty can be seen as a form of economic exclusion -leading in the quasi-totality of the cases to a situation of social exclusion-. Our results confirm that on the job market all those excluded workers' have a common characteristic, they are "wasted" human resources i.e. their job applications are constantly rejected because of the presumption of negative performance that recruiters have about them.

Our results, specially Ethik Investment's ones, also allow us to discuss the six key resources and competences to include wasted human resources [START_REF] Ranjatoelina | Inclure des Ressources Délaissées. Le groupe Vitamine T, un spécialiste de l'insertion[END_REF]. First, the governance of the Ethik Investment group is not hybrid but his entrepreneurial and strategic intent is inclusive. Its social innovation lies in the exclusive business character of its revenues.

It suggests to replace the "hybrid governance" by an inclusive entrepreneurial and strategic governance (maybe social), as the first key resource and competence of an inclusive business model. Partnerships and leadership's "managerial social capital", the inclusive-activities portfolio, some entrepreneurial and business skills, are found in the three cases. Therefore, these three key resources and competence of inclusive business model remain unchanged.

Concerning the fifth key resource and competence, the results of Ethik Investment's case lead to focus not only on the training of human resources initially neglected the market, but also on the awareness of the general public and society of human resources "wasted" nowadays.

Finally, the sixth key resource and competence of an inclusive business model can also be amended, following our results: job coaching and individualized management based on initially-wasted-human-resources' abilities, competencies, and projections.

The SI-RCOV business model framework, elaborated and proposed in this research, extends the RCOV model [START_REF] Demil | Business Model Evolution: In Search of Dynamic Consistency[END_REF], 2015). The results reveal the methodological potential of the SI-RCOV framework to frame not only social and/or inclusive enterprises' business models, but every static or dynamic business model(s) analysis. Articulating two levels -the strategic intent of the model and its realization-, it contributes to [START_REF] Itami | Killing Two Birds with One Stone: Profit for Now and Learning for the Future[END_REF] business model definition and conception. Indeed, following [START_REF] Itami | Killing Two Birds with One Stone: Profit for Now and Learning for the Future[END_REF] we insist on the central role of (entrepreneurial and) strategic intent in the business model. Moreover, this centrality of strategic intent and its direction in favor of people excluded from the markets, directly refer to C.K. Prahalad's work [START_REF] Hamel | Strategic Intent. To revitalize corporate performance, we need a whole new model of strategy[END_REF][START_REF] Hamel | Strategic Intent. To revitalize corporate performance, we need a whole new model of strategy[END_REF][START_REF] Prahalad | The Fortune at the Bottom of the Pyramid[END_REF][START_REF] Prahalad | Serving the World's Poor, Profitably[END_REF][START_REF] Prahalad | The fortune at the bottom of the pyramid: Eradicating poverty with profits[END_REF][START_REF] Prahalad | Bottom of the pyramid as a Source of Breakthrough Innovations[END_REF]. Defining theoretically the inclusive business model by its strategic intent in favor of wasted human resources also contributes to the 'extended resource-based theory' stream [START_REF] Warnier | Extending Resource-Based Theory: Considering strategic, ordinary and junk resources[END_REF][START_REF] Fréry | Competing with ordinary resources[END_REF][START_REF] Ranjatoelina | Inclure des Ressources Délaissées. Le groupe Vitamine T, un spécialiste de l'insertion[END_REF], which constitutes the first research focused on wasted resource-based business models. As we introduced it, our findings confirm the interest of this new prism -its theoretical anchorage and articulation-to renew strategic management's view upon social business models [START_REF] Yunus | Building Social Business Models: Lessons from the Grameen Experience[END_REF] and inclusive social enterprises [START_REF] Borzaga | The emergence of social enterprise[END_REF][START_REF] Nyssens | Social Enterprise. At the crossroads of market, public policies, and civil society[END_REF][START_REF] Defourny | Conceptions of Social Enterprise and Social Entrepreneurship in Europe and the United States: Convergences and Divergences[END_REF][START_REF] Gianfaldoni | Incentives, Procurement and Regulation of Work Integration Social Enterprises in France: old ideas for new firms?[END_REF]. Indeed, defining a business model by both its model of entrepreneurial and strategic intent, and its business system(s) appears particularly relevant to the exploration, the analysis and the development of business models which differentiate themselves by their social aim. In this way, this research tends to comfort the pertinence of considering within the business model prism, organizations and activities which deliberately create "not-only-economic" value [START_REF] Hart | Creating Sustainable Value[END_REF][START_REF] London | Creating mutual value: Lessons from ventures serving base of the pyramid producers[END_REF][START_REF] Porter | Creating Shared Value. How to reinvent Capitalismand unleash a wave of innovation and growth[END_REF].

Implications and contributions

Regarding the inclusive business model within the 'extended resource-based theory', reveals and suggests both interesting implications and contributions. First, the use of a main strategic management theory should facilitate practitioners' appropriation equally in developing and developed countries. Indeed, the complete framework -including its theoretical definition and articulation-suggested in this research is likely to support the development of inclusive enterprises at the international level. It should also facilitate the development of strategicmanagement researchers' interest for inclusive enterprises -and especially social ones-. For instance, the 'extended resource-based theory' shed new lights on WISEs [START_REF] Borzaga | The emergence of social enterprise[END_REF][START_REF] Nyssens | Social Enterprise. At the crossroads of market, public policies, and civil society[END_REF][START_REF] Defourny | Conceptions of Social Enterprise and Social Entrepreneurship in Europe and the United States: Convergences and Divergences[END_REF][START_REF] Gianfaldoni | Incentives, Procurement and Regulation of Work Integration Social Enterprises in France: old ideas for new firms?[END_REF] models analysis [START_REF] Ranjatoelina | Inclure des Ressources Délaissées. Le groupe Vitamine T, un spécialiste de l'insertion[END_REF]. Secondly, even if the choice of the geographical investigation field could appear quite surprising, we argue that this empirical context points out some insightful implications for strategy and for society.

On the one hand, the 'extended resource-based theory' explains how an entrepreneur with an alternative strategic intent for a resource manages to create a performing organization.

Nevertheless, it does not evoke the imitation and/or replication of a 'generic' business model which lead to the emergence of a new sector, a new industry. Two of our three cases have been founded more than 35 years ago and move towards particularly regulated sectors and environments with strong norms -it explains why they are characteristical but non representative of their respective sectors-. As leaders of their respective sectors, these two cases should contribute to enrich the 'extended resource-based theory' (Figure 1) with a recursive phenomenon which highlights new sectors emergence -from the performing business model to a market-perceptions' actualization-i.e. corresponding to the collective response of the range of actors sharing the same strategic intent about an under-evaluated resource. Indeed, those sectors -the work-integration sector and the adapted sector-do not share the dominant perception and intent about wasted human resources on the job market.

On the other hand, the very institutionalized context in France suggests an abundance of experimented initiatives -contingent certainly but-contributing, in terms of learning, to the global uprising of inclusive business models and to the reinvention of the global economic system [START_REF] Porter | Creating Shared Value. How to reinvent Capitalismand unleash a wave of innovation and growth[END_REF]. Indeed, generally inclusive rimes with universal. By analyzing this context, this research highlights three particularly inspiring enterprises for every actor aspiring to singularly do business differently.

Conclusion

This research focuses on a not enough-observed topic in the literature: the business model of

Figure 1 :

 1 Figure 1: The extended resource-based theory

Figure

  Figure 2: The SI-RCOV framework

5'

  act against exclusion foundation' 6 'physical disability France association' 7 Hauts-de-France 'regional chamber of social and solitary economy' Although our research question is a static one, we try to represent our inductive qualitative investigation (Figure2) by seeking the methodological clarity and rigor suggested by the Gioia Methodology[START_REF] Gioia | Seeking Qualitative Rigor in Inductive Research: Notes on the Gioia Methodology[END_REF].

Figure 3 :

 3 Figure 3: An inductive qualitative research design

  Entreprises manages and assists the business development of its 53 social enterprises, 24ESAT and 29 EA, and its unique shareholder is the APF NGO. Since 2005 in France, every more-than-20-employees-company has the legal obligation to disabled workers' employment up to 6% of its workforce. Up to half of that quota, companies can buy goods and/or services from EA or ESAT, purchases to the adapted sector being considered under law as indirect employment of disabled workers. In an EA as in an ESAT, more than 80 % of the workforce is (individually) in a situation of disability. These two kinds of inclusive social enterprise share the same aim but differ on their respective targeted human resources and on their respective (internal and external) organization. Indeed, the situation of disability is testified by the RQTH 11 , delivered by the CDAPH 12 of the MDPH 13 . The CDAPH also statutes on the level of disability of the person and orientates towards ESAT those who the commission believes that they would difficultly reach the requirements of the job market. Because, while the EA is a "traditional" social enterprise -with traditional employment contracts-, the ESAT is a hybrid organization combining inclusive-social-enterprise activities, cares and eventually medical services, in which the targeted human resource is considered as worker but not as employee. In an ESAT, even if disabled workers received a remuneration in exchange of their work contribution to the value creation, they sign a "user contract" -governed by the Code for Social Action and Families and not the Labor Code, and for a period of one or two years renewable and generally renewed-and constitute in this way, the principal beneficiaries of the model. Although field actors consider EA and ESAT as a single sectorthe adapted (and sheltered) sector-, the nuances between ESAT and EA suggest that each one corresponds to a specific business model. It is the reason why, after the strategic intent of APF Entreprises -which is common to APF's EA and ESATwe present in this section, as11 Reconnaissance de la qualité de travailleur en situation de handicap : "Recognition of disabled worker" 12 Commission des droits et de l'autonomie des personnes en situation de handicap : "Rights and autonomy commission of people with disability" 13 Maison départementale des personnes en situation de handicap : "Departmental house of disabled people" one, the general results of the ESAT and EA business systems, insisting on their distinguishing nuances.Property of a non-profit organization, in addition to being inclusive, the entrepreneurial and strategic intent of APF Entreprises is necessarily social (as Vitamine T's one). Indeed, APF is one of the main associations in France with 25.377 members, 13.572 employees, about 25.000 volunteers, and the main in the domain of social inclusion of people in a situation of disability. The APF associative project for the period 2012-2017 is entitled: "Move the Lines! For an Inclusive Society" 14 . In this way, the social mission of APF Entreprises -which in reality is a department of APF headquarter-is to include on a long term perspective, workers in a situation of disability through one of the 24 ESAT or 25 EA, and their respective activities. APF Entreprises strategic intent was refounded with the arrival of the new management team in 2014. This year indeed, APF's board recruited a new General Manager, who nominated a new APF Entreprises Manager and his new team. The intent of this new management comforts EA and ESAT's belonging to the social economy and tends to incorporate a collaborative spirit, both vertical (inter-levels) and horizontal (intra-levels, and with competitors). These new collaborations, between subsidiaries (EA and ESAT), between

  natural skills in touching and handling. So, very quickly, the added value on client experience brought by blind persons' competences and situation -blindness becomes here an asset because clients who could be reluctant to undress in sight of a person in a full ability to see are more inclined to do it in front of a blind person-, is recognized by the observers -the spa is ranked second best spa of Paris by the French magazine L'Expressand by competitors as a real competitive advantage (verbatim). Disabled employees' training and formation is societally strategic considering the low qualification of two third of them -66% of disabled workers left school before finishing high school-. Ethik Investment focuses on this thematic in various ways. For example, the spa activity acts like a sectorial training body by assuming disable persons' training -within a certificate of professional competence in esthetics developed with the Espace Beauté Thalgo International and the access for people with a reduced visual capacity to ISIPCA's professional license in analysis and application and its professional master degree in sensory formulation and evaluation-. In the same way in other sectors, the group co-develops training and certificates with academic partners: the first master in management initially developed for blind students, and then for all disabled students was launched within Kedge Business School in 2011; the technician certificate in insurance of the École Supérieure d'Assurances was made accessible for all disabled students in 2012; idem in 2013 with IRIS school's technician certificate in IT service to organizations,

  Those results lead us to suggest a (re)definition of what an inclusive business model is. 4.2. Defining what an inclusive business model is UNDP's definition of the inclusive business model is centered on poor people's inclusion. However, our results highlight that inclusive business models in developed countries are mostly focused on excluded workers' employment. The common points revealed by our three cases make the inclusive business models correspond to the business models based on a majority of wasted human resources. This focalization in favor of wasted human resources, can be explained as an inclusive strategic intent. So, to define conceptually what an inclusive business model is, our theoretical ground and the results of our multi-cases study forward us to suggest the following definition: "An Inclusive Business Model is a business model characterized by an inclusive entrepreneurial and strategic intent in favor of 'wasted'by the traditional markets, due to their situation of poverty, exclusion, and/or vulnerability-human beings. The business system(s) of such a business model realizes this differentiating inclusive intent i.e. by including these people as the predominant human resources of the value creation (employees, producers/providers, entrepreneurs) of one or more activities developed and organized within a coherent adaptation with their abilities, competences, and projections". This definition emphasizes a holistic perspective and refers to several scientific streams and concepts in strategic management.

  enterprises which deliberately predominantly include wasted human resources on the employment market. It is based on the exploration of three diversified inclusive enterprises in France -Vitamine T, APF Entreprises, and Ethik Investment-, highlighting the nuances and distinctions, and the common characteristics of their respective business models. This highlighting suggests to (re)define the inclusive business model by its strategic intent in favor of wasted human resources. Managerial and societal implications of this research are of interest to many stakeholders (e.g. institutional actors, social entrepreneurs and entrepreneurs, social economy's managers, consultants, researchers and teachers). Its theoretical contributions strengthen the extend resource-based theory. However, the exclusive investigation of cases from a developed country suggests the relevance to extend this research by exploring inclusive business models in the context of a developing country. Such an exploration will allow us to overcome the limitations of this research by consolidating our design and studying the possible determinism of context about inclusive business models' configuration.

Table 2 : The key resources and competences implicated in 'wasted' resource inclusion Key Resources and Competences Strategic level

 2

	1. A hybrid governance
	2. Partnerships whereby leadership's « managerial social capital » and	Corporate
	external engagements seem to play a spreading and a non neglectable
	legitimation role
	3. A diversified activities-portfolio of inclusive business which generate
	synergies	Business
	4. An entrepreneurial capability based on the permanent actualization
	principle of the inclusive activities-portfolio
	5. A social and professional individualized coaching in which an included
	and permanent employees' association allows a significant improvement	Functional
	of « wasted » human resource's 'employability'
	6. A Training body which proposes adapted training contents
	Source: Ranjatoelina & Zaoual, 2016 (trad. by the author)
	Moreover, in reference to J.J. Morrow's advocacy for black American workers' inclusion in
	southern US enterprises, published in 1957 in the Harvard Business Review, Ranjatoelina and
	Zaoual (2016) suggest to replace the terms "junk resource" by "wasted resource", especially
	and obviously in the case of human resources. History shows us indeed, that the human
	resources concerned by Morrow's article, considered as negative at this time, in this space, are
	now ordinary ones. At the same time, in another space or cultural area the same resource
	shouldn't necessarily be perceived as "negative" -as Morrow shows us in its comparison
	between Southern and Northern US for example-. In this way, Ranjatoelina and Zaoual's
	(2016) reference to Morrow reveals the dynamical character of perception and its dependency
	to cultural areas.

value network; strategic competences and resources (trad. by the author)-and C.K.

Prahalad's work -and particularly his last publication: "This shift in emphasis forces us to move from a product centric approach to a focus on business model innovation, of which the product is but a subset"

(Prahalad, 2012: 11)

-our conceptual business model framework suggests to combine the

[START_REF] Demil | Business Model Evolution: In Search of Dynamic Consistency[END_REF] 2015)

'RCOV framework' with

[START_REF] Itami | Killing Two Birds with One Stone: Profit for Now and Learning for the Future[END_REF]

business model definition: "a business model is composed of two elements, a business system and a profit model

[…]

. A firm's profit model is a model of its strategic intent

Table 4 : Vitamine T's business portfolio

 4

	Subsidiaries	Activities	Capital Repartition
	La Ferme des Jésuites	Gardening, maintenance of green	Vitamine T (100 %)
	Les Serres des Prés	spaces	Vitamine T (100 %)
	Inser'Croix	Pallets recycling, eco-friendly cleaning vehicles	Vitamine T (100 %)
	Soluval	Out-of-service vehicles recycling	Vitamine T (78 %) Macif (22 %)
	Envie 2e Nord	Electric, electronic, and home appliance recycling	Vitamine T (83 %) Van Gansewinkel (17 %)
	Envie Nord	Household appliances, furniture and second-hand items renovation and sale	Vitamine T (100 %)
	Janus	Temporary job placement	Vitamine T (66 %) Adecco (34 %)
	Médiapole	Social mediation	Vitamine T (100 %)
	Mobilille	Urban mobility services	Vitamine T (100 %)
	Solutis	Cleaning services	Vitamine T (100 %)
	Vitavert	Urban cleaning	Vitamine T (100 %)
	IF VT	Certified training body	Vitamine T (100 %)

Source: the author (secondary datas)

  To include their target human resources, the six key resources and competences can be found here with some nuances. On the one hand, APF Entreprises' governance is hybrid, the group develops and sustains partnerships and collaboration, and every EA or ESAT manages its own activity portfolio. On the other hand, Rhin French department 17 in the Somme French department EA and ESAT create simultaneously value propositions of three different natures, addressed to three kinds of stakeholders, at three levels. At a micro-level, the first value proposition of the EA or ESAT is an employment one to the individuals who are wasted on the employment market -it is particularly true in the ESAT where the disabled worker is considered as a beneficiary or a client-. At a meso-level, the nature of the second value proposition is consisted by products and services to clients and customers. The eight pole of skills and the two previous examples suggest the diversity, the variety of the APF Entreprises' value propositions to markets. And at a macro-level, EA and ESAT assume a general interest mission which could be seen as value proposition for the State and all the society. In this perspective, although APF Entreprises wishes to reduce its dependency to subsidies, revenues from Public services can be seen as the fair retribution of ESAT and EA' societal contribution.

	APF Entreprises competence consists more in operations, sales and business than in
	entrepreneurship; the social and professional individualized coaching -which correspond to
	EA's practices-can be extended to cares and eventually medicals in ESAT; and, APF's APF
	Formation department acts like an internal training body, but not reduced to APF Entreprises.
	APF Formation seems more to emphasize the actualization of supervisors' competences
	rather than disabled workers' competences.
	by Alstom to equip French regional trains, receivers of digital terrestrial television, remote
	controls, programming suitcases for home automation systems, trackers for scooters, and GPS
	maps for fixing on trolley supermarkets. Another example could be the APF's EA of
	Amiens 17 . Supported by Air France, the EA has invented a semi-automated process of
	reconditioning air-headphones, unique in the world. In 2016, Air France is the first customer
	for this business with a volume of 30,000 to 50,000 air-headphones from a total of 80,000
	reconditioned headphones per day.

14 « Bouger les lignes ! Pour une Société Inclusive » 15 « Tableau de bord national. Emploi et chômage des personnes handicapées. France entière. Bilan du premier trimestre 2016 » ('National Scoreboard. Employment and unemployment of people with disability. Whole France. Results of the first 2016 quarter'). AGEFIPH Publications, N°2016-2, 2016, june 23th, 13p., available online : https://www.agefiph.fr/Actus-Publications/Publications-et-etudes them appear even more "wasted".

During the last three decades, APF Entreprises' organization has experienced a pendulum phenomenon from a centralized model to a territorial one and vice versa (verbatim). Since 2014, every EA and ESAT manages and develops its business portfolio activities according to market opportunities of their action perimeter. In terms of business, APF Entreprises segments its activities in eight poles of skills: communication products and services, administrative services, environment, logistic, electronic and electrical, mechanics and carpentry, other BtoB services, and APF Entreprises' products. Long-term market relations also lead to the development of innovative activities, business systems, and value proposals co-constructed on the specific local needs of customers become partners. For example, after analyzing -with KPMG-the next 5 to 10 years needs of its customers and prospects, APF's EA of Illkrich 16 is now the only Eastern-France company which develops electronic and electrical production on the same site. The specialization has allowed this EA to penetrate the market of radiofrequency and connected objects, thanks to a recent technological investment of 500,000 euro, and by creating four jobs. Its products not exhaustively include: cables used

16

near to Strasbourg in the Bas-3.3. Ethik Investment Ethik Investment is an inclusive (classic) company. A part of 50% its total human resources is in a situation of disability. It permanently employs about 80 persons and federates an approximatively 300 consultants-contributors network, and achieved a turnover of 5 million euros in 2013. The group operates in three BtoC activities with the brand "Dans le Noir?": restaurants (present in six countries: France, United-Kingdom, United States, Spain, Russia, and Kenya), wellness centers and spas, and shops. The concept is based on taking care of customers by employees with reduced visual capacity in a (total or partial) dark environment. Ethik Connection aggregates three BtoB activities: Ethik event, event and sensitization (exported in six countries: United-Kingdom, Poland, Thailand, Saudi Arabia, Switzerland, and Spain); Ethik Management, consulting in coaching and training; and Ethik Image, consulting in strategy, communication and creation.

  partnership' action-research led to the selection, retention, and exploration of three cases of established enterprises -Vitamine T, APF Entreprises, and Ethik Investment-which include four major inclusive business models in France: the social business model which includes predominantly and in a long-term perspective recognized disabled workers who would difficultly reach job-market expectations (i.e. the ESAT); the social business model which

	includes predominantly and in a long-term perspective recognized disabled workers (i.e. the
	EA); the social business model which temporary predominantly includes workers unemployed
	for a long period (i.e. the SIAE); the business model which includes, in a classic way, for half,
	recognized disabled workers (i.e. the disability-inclusive company).

Available online: https://www.youtube.com/user/APFhandicap. See also : https://www.youtube.com/watch?v=ejngUzaQ57c&list=PL9CC9068246E2EB94 and https://www.youtube.com/channel/UCBFObFrWX_OOpnCqDyFdUzw

These dynamics and the implicated six key resources and competences -identified by [START_REF] Ranjatoelina | Inclure des Ressources Délaissées. Le groupe Vitamine T, un spécialiste de l'insertion[END_REF]-, give to Vitamine T the ability to include its target human resources in activities which are in coherence with the job market needs. Indeed, to reach the social objectives -in terms of 'dynamic pursuit rate'the permanent portfolio adaptation to