Articles scientifiques

Optimizing Multi-Team System Behaviours: Insights from Modelling Team Communication


European Journal of Operational Research

avril 2017, vol. 258, n°1, pp.264–278

Départements : Management et Ressources Humaines

Mots clés : Behavioural operations, Project management, Multi-team systems, Mixed integer linear optimization

To better manage behavioural operations in project management, we demonstrate the value of quantitative model-based approaches in examining behaviours and generating insights for managerial research and practice. We focus on organizational members’ behaviours and interactions on large-scale projects using multi-team systems (MTS). While MTS invoke different behaviours than simpler team systems, research insights have lagged on MTS due to the complexity and resource intensity of capturing the multitude of behaviours and interactions by human subjects in real-world situations. Thus, MTS provides an apt context to demonstrate the mechanics of mathematically modelling human behaviour and conducting virtual experiments via mixed-integer linear optimization to understand the way to meet operational objectives. Virtual experimentation is used to explore communication behaviours that unfold under different levels of project complexity and interdependence when time, cost, and quality operational objectives are considered independently or collectively. The results suggest that the type of communication plan set by project managers needs to change according to project attributes and objectives (maximize quality, minimize cost or minimize time). Moreover, this paper demonstrates the benefits of using operations research methods to assess behavioural patterns in an operational setting and establish propositions for targeted research in the field. In conclusion, benefits and limitations are put forth about the way Behavioural OR expands the traditional toolkit of human subject researchers in operations and beyond.

Semantic Networks and the Market Interface: Lessons from Luxury Watchmaking


Research in the Sociology of Organizations

2017, vol. 53, pp.113-141

Départements : Management et Ressources Humaines

Mots clés : Culture; embeddedness; network-domains; price; semantic networks; watchmaking

The conception of markets as interfaces connecting semi-autonomous systems of producers and customers has led to an extensive use of social network analysis. So far, the network focus has been on connections among people, paying less attention to the crucial role played by connections between cultural elements (e.g., concepts, representations, ideas) in the way markets are formedand sustained. Such connections constitute “semantic networks” and are the focus of the present article. We attend to them by developing a network view of the cultural dimension of markets and apply it in an empirical setting where culture plays a crucial role luxury watchmaking to illustrate the impact of market semantic networks on a major outcome: price

Towards an Integrated Framework of Professional Partnership Performance: the Role of Formal Governance and Strategic Planning


Human Relations

novembre 2017, vol. 70, n°11, pp.1388-1414

Départements : Management et Ressources Humaines, GREGHEC (CNRS)

Mots clés : client attraction and retention, human capital, managed professional business, professional partnership, reputational capital

Conventional wisdom identifies human capital and organizational reputation as the critical resources explaining professional partnership (PP) performance. PPs have increasingly adopted organizational practices like strategic planning and formal governance, however, which have long been alien in highly professionalized contexts. In order to test the influence of both these classic resources and the newly adopted practices on PP performance, as well as the mediating mechanisms— that is, client attraction and retention as well as organizational efficiency—through which this influence is channeled, we develop an integrated theoretical framework of PP performance. We test the resulting hypotheses using survey and objective data collected on 196 Dutch law firms. Our findings provide new insights into the drivers of PP performance and the complex interrelationships between PP resources and newly adopted practices

Which boundaries? How mobility networks across countries and status groups affect the creative performance of organizations


Strategic Management Journal

2017, vol. 38, n°6, pp.1232-1252

Départements : Management et Ressources Humaines

Mots clés : employee mobility; networks; foreign experi-ence; creative performance; boundary-spanning

Research summary: Losing key employees to competitors allows an organization to engage inexternal boundary-spanning activities. It may benefit the organization through access to external knowledge, but may also increase the risks of leaking knowledge to competitors. We propose that the destination of departed employees is a crucial contingency: benefits or risks only materialize when employees leave for competitors that differ from the focal organization along significant dimensions, such as country or status group. In the context of the global fashion i ndustry, we find that key employees’ moves to foreign competitors may increase (albeit at a diminishing rate) their former employers’ creative performance. Furthermore, firms may suffer from losing key employees to higher- or same-status competitors, but may benefit from losing them to lower-status competitors.Managerial summary:Losing key employees to competitors can provide organizations with access to external knowledge, but increase risks of leaking knowledge to competitors. We find that an organization’s access to external knowledge and its risks of knowledge leakage through employee mobility may be affected by whether its employees leave for competitors in a foreign country or in a different status group. In the context of the global fashion industry, we show that key employees’ moves to foreign competitors increase (up to a point) their former employers’ creative performance. Furthermore, firms may suffer from losing key employees to higher- or same-status competitors, but benefit from losing them to lower-status competitors. Hence, executives in creative industries and possibly beyond could welcome losing employees to competitors in foreign countries or to lower-status competitors

For a dollar, would you...? How (we think) money affects compliance with our requests


Organizational Behavior and Human Decision Processes

mai 2016, vol. 134, pp.45-62

Départements : Management et Ressources Humaines

Mots clés : Compliance; Money; Morality; Prosocial behavior; Social influence; Social prediction

Research has shown a robust tendency for people to underestimate their ability to get others to comply with their requests. In five studies, we demonstrate that this underestimation-of-compliance effect is reduced when requesters offer money in exchange for compliance. In Studies 1 and 2, participants assigned to a no-incentive or monetary-incentive condition made actual requests of others. In both studies, requesters who offered no incentives underestimated the likelihood that those they approached would grant their requests; however, when requesters offered monetary incentives, this prediction error was mitigated. In Studies 3–5, we present evidence in support of a model to explain the underlying mechanism for this attenuation effect. Studies 3 and 4 demonstrate that offering monetary incentives activates a money-market frame. In Study 5, we find that this activation reduces the discomfort associated with asking, allowing requesters to more accurately assess the size of their request and, consequently, the likelihood of compliance


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