Articles scientifiques

Absorptive Capacity and Source-Recipient Complementarity in Designing New Products: An Empirically Derived Framework

C. Abecassis-Moedas, S. BEN MAHMOUD-JOUINI

Journal of Product Innovation Management

2008, vol. 25, n°5, pp.473-490

Départements : Informations Systems and Operations Management, GREGHEC (CNRS)

Numerous publications are dedicated to absorptive capacity and new product development (NPD). Most are centered on the recipient team, and very few consider the effects of the source team knowledge characteristics on the knowledge absorption and the NPD performance. This paper analyzes the type of the external knowledge sourced from outside the organization and the process through which it is used by the recipient firm and the effect on NPD performance. This is done through a specific type of source team knowledge, the design, and through the NPD process in industries (clothing and construction) where it plays a key role. NPD cases were analyzed and clustered in three categories of design absorption processes. From these categories, a conceptual framework of the source-recipient knowledge complementarity and its impact on the NPD performance is proposed. The main result is that the complementarity between the recipient and the source knowledge is a critical aspect of the absorption process and therefore of the NPD performance. From a managerial perspective, this research highlights the role of design in the NPD process and how the combination of design knowledge with prior knowledge (marketing or technological) is related to NPD performance.

Business Related Determinants of Offshoring Intensity

S. C. SRIVASTAVA, T. S. H. Teo, P. S. Mohapatra

Information Resources Management Journal

2008, vol. 21, n°1, pp.44-58

Départements : Informations Systems and Operations Management, GREGHEC (CNRS)

Some researchers view information systems (IS) offshoring as extension of onshore IS outsourcing. However, others have the opinion that IS offshoring has its unique characteristics because of which, we cannot extend research made in onshore IS outsourcing without testing its applicability to the offshore context. This tension motivates our research to examine whether determinants of IS offshoring are indeed the same as determinants of onshore IS outsourcing? We examine the role of some firm level determinants of offshoring intensity. The four business related determinants that we analyze in this study are: business size, business cost, business financial leverage, and business performance. Results indicate a significant relationship between business size and offshoring intensity, and also between business financial leverage and offshoring intensity. Based on the results, we analyze similarities and differences between traditional onshore IS outsourcing and IS offshoring. Implications and contributions arising out of this study are also discussed

Effective Strategies for Internal Outsourcing and Offshoring of Business Services: An Empirical Investigation

Z. Aksin, A. MASINI

Journal of Operations Management

mars 2008, vol. 26, n°9, pp.239-256

Départements : Informations Systems and Operations Management, GREGHEC (CNRS)

Mots clés : Shared services; Offshoring; Outsourcing; Strategy; Empirical analysis

The growing pressure to reduce costs and improve efficiency induces many organizations to undertake shared services initiatives. This consolidation and streamlining of common business functions is also known as insourcing, in-house services, business services, or staff services. While adoption of a shared service structure is viewed by many as an appropriate strategy to pursue, most companies still struggle to devise optimal strategies and to generate adequate returns on investments for their projects, because none of the approaches that are commonly adopted is recognized as universally effective.This paper builds upon the “structure-environment” perspective to uncover configurations of shared services organizations and to explain why and under what circumstances some of these configurations exhibit superior results. The conceptual model proposed challenges the notion of “best practice” and suggests that the effectiveness of a shared services project depends on the degree of complementarity between the “needs” arising from the environment in which a company operates and the specific capabilities developed to address these needs. The theoretical findings are validated empirically through the analysis of a large sample of European firms that recently undertook initiatives in this domain. Four dominant configurations of shared service organizations are uncovered, and their relationship to performance is explored.

Enhancing Discontinuous Innovation through Knowledge Combination: The Case of an Exploratory Unit within an Established Automotive Firm


Creativity and Innovation Management

juin 2008, vol. 17, n°2, pp.127-135

Départements : Informations Systems and Operations Management, GREGHEC (CNRS)

The literature on innovation management underlines the necessity to separate the exploratory unit that builds new businesses on the basis of radical innovation from the exploitation unit that emphasizes continuous improvement. However, little research focuses on the exploratory unit in itself: the very nature of its activity, its composition, etc. The aim of this article is to analyse the exploratory unit in mobilizing results highlighted by research on organizational creativity. It is argued that in order to enhance discontinuous innovation, knowledge combination should occur and be facilitated in the exploratory unit. Hence, the research question is what organizational design at a fine-grained level and creativity processes are likely to enhance knowledge combination and thus discontinuous innovation? Based on an in-depth study of an exploratory unit created in an established multidivisional firm pursuing the development of discontinuous innovation and which generated several actual breakthroughs, we highlighted four key factors that enhanced knowledge combination: (i) the definition of the scope of the unit, (ii) the composition of the unit and the dual roles of its members, (iii) the boundary objects that supported the interactions between these members during the creativity process, and (iv) the arenas where new knowledge was further created

IT agility: striking the right balance

K. Sengupta, A. MASINI

Business Strategy Review

2008, vol. 19, n°2

Départements : Informations Systems and Operations Management, GREGHEC (CNRS)

pas sous affiliation hecInformation technology has revolutionized the way companies manage and compete. Yet, the evolution of IT is never-ending. Kishore Sengupta and Andrea Masini have investigated whether and how being technologically agile makes for higher corporate performance and whether an organization can be too agile for its own good.


Informations Systems and Operations Management

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Christian VAN DELFT

Informations Systems and Operations Management (GREGHEC)

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