Articles

Bringing Together Strategic Outsourcing and Corporate Strategy: Outsourcing Morives and Risks

B. QUÉLIN, F. Duhamel

European Management Journal

octobre 2003, vol. 21, n°5, pp.467-661

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

Mots clés : Corporate strategy, Strategic outsourcing, Core business, Risk


The authors report the results of a study on the motives of corporate headquarters in large European manufacturing firms for engaging in outsourcing and the risks they perceive to be associated with strategic outsourcing operations. Four main issues can be highlighted: preoccupations about core businesses and reduction of cost of capital are linked; access to external expertise and quality improvements are specific expectations for outsourcing firms; operational cost savings, still a predominant concern, must be balanced with the cost of monitoring suppliers; the ‘increased flexibility’ objective emerges as a distinct issue

Building Consensual Institutions: Networks and the National Estuary Program

M. Schneider, J. Scholz, M. Lubell, M. Edwardsen, D. MINDRUTA

American Journal of Political Science

2003, vol. 47, n°1, pp.143-158

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


Currently, many approaches to solving policy problems seek to create comm unity-based, less coercive solutions that are creating the conditions for the birth of new regional governmental institutions. We argue that networks form the core of these emergent structures and that federal programs can play a positive role in developing local networks. Our empirical work compares networks in estuaries included in National Estuary Program with networks in comparable estuaries that were not. We find that the networks in NEP areas span more levels of government, integrate more experts into policy discussions, nurture stronger interpersonal ties between stakeholders, and create greater faith in the procedural fairness of local policy, thus laying the foundation for a new form of cooperative governance

Entry strategies a challenge to conventional wisdom

R. Coeurderoy, R. DURAND

European Business Forum

Spring 2003, n°13, pp.57-61

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


Externalisation stratégique et partenariat: de la firme patrimoniale à la firme contractuelle ?

B. QUÉLIN

Revue Française de Gestion

juin 2003, vol. 29, n°143, pp.13-26

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


L'externalisation est une tendance de fond. Mais le transfert d'une partie des activités de l'entreprise à des prestataires est souvent définitif. Ce qui exige des entreprises une démarche rigoureuse et une réflexion sur le moyen terme pour une décision stratégique d'ampleur. Les entreprises développent aussi de nombreux liens et partenariats avec les fournisseurs, les distributeurs ou les concurrents. Est-il encore pertinent de parler de frontières de l'entreprise? Comment comprendre les décisions d'externalisation et quel est leur impact sur le coeur de métier? Les relations partenariales développées par les entreprises sont-elles stables?

Formation des dirigeants et recherche en gestion : un dialogue productif

B. MOINGEON

Humanisme et Entreprise

2003, n°262, pp.73-82

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


Institutional Change in Toque Ville: Nouvelle Cuisine as an Identity Movement in French Gastronomy

H. Rao, P. Monin, R. DURAND

American Journal of Sociology

2003, vol. 108, n°4, pp.795-843

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


A challenge facing cultural-frame institutionalism is to explain how existing institutional logics and role identities are replaced by new logics and role identities. This article depicts identity movements that strive to expand individual autonomy as motors of institutional change. It proposes that the sociopolitical legitimacy of activists, extent of theorization of new roles, prior defections by peers to the new logic, and gains to prior defectors act as identity-discrepant cues that induce actors to abandon traditional logics and role identities for new logics and role identities. A study of how the nouvelle cuisine movement in France led elite chefs to abandon classical cuisine during the period starting from 1970 and ending in 1997 provides wide-ranging support for these arguments. Implications for research on institutional change, social movements, and social identity are outlined

La mondialisation, une crise d'identité pour les écoles de commerce ?

M. Berry, B. RAMANANTSOA

Le Journal de l'Ecole de Paris

septembre-octobre 2003, n°43

Départements : Stratégie et Politique d’Entreprise

http://ecole.org/fr/seances/SEM067


Avec la mondialisation‚ les pressions se font toujours plus fortes pour se conformer aux standards américains : on juge les enseignants et les institutions par les publications dans les revues américaines‚ on met en place des MBA‚ on se mesure dans les rankings. Mais n’est-ce pas accepter une domination stérilisante sur le plan intellectuel ? Bernard Ramanantsoa montre comment les règles du jeu se sont‚ elles aussi‚ mondialisées et constate que les grandes écoles françaises n’ont pas d’autre choix que d’accepter‚ avec optimisme‚ cette compétition internationale. Pour lui‚ c’est en affrontant les meilleures universités américaines qu’elles garderont leur identité et seront les vecteurs de la force intellectuelle de l’Europe

Oliver Williamson et la théorie des coûts de transaction

M. GHERTMAN

Revue Française de Gestion

janvier-février 2003, vol. 29, n°142, pp.43-63

Départements : Stratégie et Politique d’Entreprise


Ownership, Organization, and Private Firm's efficient use of resources

R. DURAND, V. Vargas

Strategic Management Journal

2003, vol. 23, n°7, pp.667-676

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

Mots clés : Private firms, Productive efficiency, Agency theory, Data envelopment analysis (DEA)


The principal-agent theory asserts that public firms' performance is driven by efficient capital and labor markets but is silent about non-listed private companies, which are less permeable to market forces (both capital and labor) than are public companies. We propose and test a 2 × 2 framework distinguishing owner-controlled vs. agent-led firms from firms with a flat vs. multilayer organization. Our findings provide highly contrasted results and raise important issues for further study of private firms

Predicting a Firm's Forecasting Ability- The Role of Organizational Illusion of Control and Organizational Attention

R. DURAND

Strategic Management Journal

2003, vol. 24, n°9, pp.821-838

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

Mots clés : Forecasting ability, Illusion of control, Attention, Resources


Recent research shows that forecasting ability is an organizational distinctive competence. We propose and test a model accounting for interfirm differences in forecasting ability. After controlling for reciprocal effects, we find that two principal firm-level factors (i.e., organizational illusion of control and organizational attention) influence both bias and magnitude of errors in estimates. High organizational illusion of control increases positive forecast bias. As for organizational attention, higher relative investments in market information appear to reduce positive forecast bias and magnitude of errors; they also moderate forecast bias due to illusion of control. Finally, higher relative investments in employee capability increase both negative forecast bias and, unexpectedly, magnitude of errors for the majority of observed cases


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