Articles

Border Crossing: Bricolage and the Erosion of Categorical Boundaries in French Gastronomy

H. Rao, P. Monin, R. DURAND

American Sociological Review

décembre 2005, vol. 70, n°6, pp.968-992

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


Sociological researchers have studied the consequences of strong categorical boundaries, but have devoted little attention to the causes and consequences of boundary erosion. This study analyzes the erosion of categorical boundaries in the case of opposing category pairs. The authors propose that categorical boundaries weaken when the borrowing of elements from a rival category by high-status actors triggers emulation such that the mean number of elements borrowed by others increases and the variance in the number of elements borrowed declines. It is suggested that penalties to borrowing in the form of downgraded evaluations by critics exist, but decline as the number of peers who borrow increases. The research setting is French gastronomy during the period from 1970 to 1997, when classical and nouvelle cuisines were rival categories competing for the allegiance of chefs. The results broadly support the authors' hypotheses, indicating that chefs redrew the boundaries of culinary categories, which critics eventually recognized. Implications for research on blending and segregating processes are outlinedRestaurants, Motion pictures, Studies, Colleges & universities, Processes, Nature, Competition, Strategic management, Researchers, Research & development--R&D, Organizational behavior, Acquisitions & mergers

Deux dirigeants-narrateurs et la mètis grecque Carlos Ghosn et Jean Therme

R. Micu, B. Kahane, B. RAMANANTSOA, R. Reitter

Revue Française de Gestion

novembre-décembre 2005, vol. 31, n°159, pp.149-163

Départements : Stratégie et Politique d’Entreprise


Cet article examine le rôle du dirigeant dans la construction d’une approche narrative de l’action collective. Il emprunte aux anciens Grecs le rapprochement entre la conduite de la stratégie et l’art de la navigation en mer. À travers deux exemples – Nissan et le LETI – il illustre certains aspects de l’approche narrative et en particulier comment la narration devient autonome et pourquoi elle le doit

Développer l'innovation

T. Atamer, R. DURAND, E. Reynaud

Revue Française de Gestion

2005, vol. 31, n°155, pp.13-21

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


L'influence du mode de développement sur les avantages lies à la taille : une étude empirique dans le secteur de la grande distribution au niveau mondial

V. Moatti, P. DUSSAUGE

Finance - Contrôle - Stratégie

septembre 2005, vol. 8, n°3, pp.145-176

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

Mots clés : croissance organique - alliances stratégiques - fusions/acquisitions- économies d'échelle - pouvoir de marché


La relation taille-performance a, depuis la fin des années 70, généré peu d'intérêt. Malgré les nombreux travaux consacrés aux fusions-acquisitions et aux alliances stratégiques qui induisent des effets de taille, peu d'auteurs se sont intéressés à l'efficacité comparée de ces stratégies sur les effets de taille. Cette recherche constitue une première contribution en ce sens. Les tests des hypothèses formulées confirment lelien taille-performance, la supériorité globale de la croissance interne par rapport aux fusions-acquisitions, ainsi que la capacité des alliances à accroÎtre le pouvoir de marché. Contrairement à nos attentes, les fusions acquisitions améliorent les économies d'échelle..

Legitimating agencies facing selection: the case of AACSB

R. DURAND, J. McGuire

Organization Studies

février 2005, vol. 26, n°2, pp.165-196

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


This article proposes that legitimating agencies such as accreditation organizations face selection pressures to both maintain their legitimacy among their constituents, but also to expand the domain of their activities. We argue that domain expansion raises three important research questions: first, the factors that lead legitimating agencies to expand their domain; second, the need to maintain legitimacy among existing constituents; and third, the establishment of legitimacy in the new domain. We use the domain expansion of the AACSB to develop propositions relevant to these three research issues. Quality concerns, process vs. content strategy, and institutional entrepreneurship are the main factors that impact the legitimation of legitimating agencies

Les élites managériales françaises dans la mondialisation : spécificités ou retard ?

M. Berry, C. Filippi, B. RAMANANTSOA, M. de Saint Martin, J. Thoenig, E. GODELIER, L. GASTALDI

Entreprises et Histoire

décembre 2005, n°41, pp.103-113

Départements : Stratégie et Politique d’Entreprise


Le récent rejet par la France ou les Pays-Bas du traité de constitution européenne a été interprété par certains comme un refus d’une mondialisation portée par des entreprises et des dirigeants détachés d’une logique nationale. En France, l’image d’une grande multinationale, le plus souvent américaine, gérant les peuples et les pays au gré de ses intérêts ou de ceux de ses actionnaires étrangers n’est pas loin. Par « mondialisé » faut-il entendre « américanisé », comme le suggérait un participant du débat organisé par notre revue en 1997¿? D’un autre côté, les nouvelles élites sont-elles véritablement aussi mondialisées qu’on veut bien le dire ? Le présent débat propose de parcourir quatre thèmes, en commençant par la relation qui semble fréquemment établie entre mondialisation des entreprises et mondialisation des élites.

Opportunity Knocks

T. Åstebro, K. B. DAHLIN

Research Policy

2005, vol. 34, n°9, pp.1404-1418

Départements : Stratégie et Politique d’Entreprise


Opportunity Knocks

T. B. ASTEBRO, K. Dahlin

Research Policy

novembre 2005, vol. 34, n°9, pp.1404-1418

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

Mots clés : Technological opportunity, Inventors, Invention, Commercialization

http://ssrn.com/abstract=609421


Research on technological opportunity has typically focused on the impact of broad industry characteristics on R&D intensity of firms. This study complements such approaches by examining the impact of a multidimensional vector that measures technological opportunity on independent inventors’ decisions to patent and commercialize inventions. Using data from 559 inventions and controlling for demand, appropriability, and competitive conditions, we found two of four tested dimensions of technological opportunity – technical performance and technical uncertainty – to be significant and important determinants of the likelihood of commercialization. Technical feasibility appears important in affecting patenting but unimportant in affecting commercialization. Technical significance carries a negative, although insignificant, sign conditioning commercialization.

Predictors of the Survival of Innovations

T. B. ASTEBRO, J. Michela

Journal of Product Innovation Management

Juillet 2005, vol. 22, n°4, pp.322-335

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

Mots clés : Canadian Innovation Centre, Inventor's Assistance Program, Survival, Nascent entrepreneurs, Product performance, R&D, Seed firms, Cluster analysis, Innovations, Inventions, Inventors, Market entry, Product development

http://ssrn.com/abstract=1497877


This article examines the impact of key success factors on the survival of innovations that have reached the market and were developed by inventors outside of established organizations. It is of interest to learn which characteristics predict, at an early stage, the duration of the innovation's length of sales, because this duration is important to the financial success of new products. A focus on survival also can contribute conceptual clarity to the study of new product development. This study uses the Inventor's Assistance Program (IAP) at the Canadian Innovation Centre (CIC) in Waterloo, Canada, as the source of data. The CIC is a not-for-profit agency that provides various services to foster business development involving innovative products and services. Analysts in the IAP evaluate a specific product idea or invention on 37 dimensions before it has reached the market. The data for the present study involved these 37 variables evaluated each with a three-point linguistic scale. As the evaluations of the criteria are subjective, they might be argued to contain inaccuracies compared to objective data. On the other hand, the analysts use multiple related measures of concepts that have been shown to increase predictive accuracy. The use of experts who are unrelated to the projects avoids decision-making biases potentially associated with project managers' assessment of their own projects, such as unrealistic optimism. The recording of the expert evaluations of the ideas before they reached the market and independent of the measure of success, rather than using post-project completion evaluations, eliminates measurement biases such as hindsight bias and common method variance bias. Identifying information was used in these records to conduct a telephone survey of the inventors. An exploratory method of data analysis is identified and used that distinguishes research-appropriate constructs and their indicators in these data. Cluster analysis was performed, and survival regression correlated cluster scores with survival. Three variables were found to significantly affect survival: anticipated stable demand, price required for profitability, and technical product maturity. In addition, the degree of competition had a marginally significant effect. Because these variables can be assessed at an early stage of an inventions' development, the expected survival time for a specific invention may be computed by entering these assessment values into the described survival model. Then this and other information may be used to compute the expected return of an invention.

Team diversity and information use

K. B. DAHLIN, L. Weingart, P. Hinds

Academy of Management Journal

2005, vol. 48, n°6, pp.1107-1127

Départements : Stratégie et Politique d’Entreprise



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