Compétition et solidarité revendiquées à HEC


Les Cahiers de l'ENSPTT

octobre 1999, n°11, pp.45-48

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

Dossier thématique : les réseaux de dirigeants

Creating New Resources Through European R&D Partnerships

C. Mothe, B. QUÉLIN

Technology Analysis & Strategic Management

1999, vol. 11, n°1, pp.31-43

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

This paper describes the way firms participating in R&D consortia can benefit from the outcome of common R&D. More specificially, it is suggested that R&D consortia, which are part of the European EUREKA initiative, provide appropriate organizational structures for the creation of new knowledge and competencies. This qualitative research shows that both the function provided to the consortium and in-house capabilities help partners to create resources thanks to co-operative R&D. The links between R&D co-operative outcomes and both the organizational design of the consortium and the internal capabilities of member firms are of general interest for all companies involved in comparable types of consortia and, more generally, in technological partnerships.

From Corporate Culture to Corporate Identity


International Studies of Management and Organization

1999, vol. 2, n°4, pp.352-360

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

Ressources, territoires, réseaux, un nouveau modèle de dynamique concurrentielle

M. GHERTMAN, G. Isnard

Revue Française de Gestion

septembre-octobre 1999, n°125, pp.44-57

Départements : Stratégie et Politique d’Entreprise

Taking charge at work: Extra-role efforts to initiate workplace change

E. Morrison, C. C. PHELPS

Academy of Management Journal

août 1999, vol. 42, n°4, pp.403-419

Départements : Stratégie et Politique d’Entreprise

In this study, we investigated a neglected form of extrarole behavior called taking charge and sought to understand factors that motivate employees to engage in this activity. Taking charge is discretionary behavior intended to effect organizationally functional change. We obtained both self-report and coworker data for 275 white-collar employees from different organizations. Taking charge, as reported by coworkers, related to felt responsibility, self-efficacy, and perceptions of top management openness. These results expand current understanding of extrarole behavior and suggest ways in which organizations can motivate employees to go beyond the boundaries of their jobs to bring about positive change.

The Social Rate of Return to Canadas Inventors Assistance Program

T. B. ASTEBRO, I. Bernhardt

Engineering and Process Economics

1999, vol. 44, n°4, pp.348-61

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)