Advancing strategy and organization research in concert: Towards an integrated model?


Strategic Organization

août 2012, vol. 10, n°3, pp.297-303

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

Mots clés : Bounded rationality, Rational choice theory, Strategic planning, Organizational research, Organizational sociology

The article discusses the impact of combining institutional and strategic research. The two type of research share common assumptions, which is the locally bounded rationality of agents. Despite the development seen in strategy research over the years, it still suffers from two shortcomings which include difficulties working with macro-dynamics. The author concludes that commonalities seen in both research types could find a resolution in other paradigm

An Empirical Investigation of Interorganizational Opportunism and Contracting Mechanisms

F. Lumineau, B. QUÉLIN

Strategic Organization

février 2012, vol. 10, n°1, pp.55-84

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

Mots clés : Formal contract, Legal fees, Opportunism, Relational contract, Vertical relationship

This study investigates contracting mechanisms in situations of opportunistic disputes between organizations. The authors specifically explore the relationships between the formal versus informal nature of opportunism and the formal versus informal nature of contractual governance. They use a unique data set of 102 buyer–supplier disputes to explore in depth different types of opportunism – that is, strong form versus weak form opportunism – and different types of contracting mechanisms – that is, the controlling and coordinating functions of formal contracts and the cooperative and competitive sides of relational contracts. The authors’ detailed empirical analysis suggests distinct relationships between the different contracting mechanisms, the different types of opportunism, and the level of legal fees necessary to deal with the dispute. From these findings the authors derive implications for research on the role of contractual mechanisms in dealing with interorganizational opportunism

Creating and Capturing Value in Public-Private Ties: A Private Actor's Perspective


Academy of Management Review

avril 2012, vol. 37, n°2, pp.272-299

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

Mots clés : Public-private interorganizational relations, Governance, Public opportunism, Social activism, Value creation, Value distribution

Intersecting the boundaries of public and private economic activity, public-private ties carry important organizational strategy, management, and policy implications. We identify the value creation and capture mechanisms embedded in these ties through a theoretical framework of two conceptual public-private structural alternatives, each associated with different value-creating capacities, rationales, and outcomes. Two important restraints on private value capture-public partner opportunism and external stakeholder activism-arise asymmetrically under each form, carrying a critical effect on partnership outcomes

Degree of innovativeness and new product performance

F. Duhamel, M. SANTI

Technology Analysis and Strategic Management

mars 2012, vol. 24, n°3, pp.253-266

Départements : Stratégie et Politique d’Entreprise

Mots clés : Product innovation, Innovativeness, Commercialisation of innovation, Small and medium-sized firms

The relationship between innovativeness and innovations’ success still remains unclear. This lack of consensus stems from a confusion between customer familiarity with the innovation and synergy with the focal firm's existing set of resources and competencies, to explain performance, as well as from the use of different measurement methods. On the basis of a sample of 114 innovation projects in small and medium-sized french companies, using our own measurement method, we show a U-shaped relationship between customer familiarity and performance, and a negative relation, as expected, between newness to the company and the innovation's performance

How to connect strategy research with broader issues that matter?

E. Vaara, R. DURAND

Strategic Organization

août 2012, vol. 10, n°3, pp.248-255

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

Incentive life-cycles: Learning and the division of value in firms

T. OBLOJ, M. Sengul

Administrative Science Quarterly

juin 2012, vol. 57, n°2, pp.305-347

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

accepté le 30 mai 2012In this paper, we study the individual and organizational learning mechanisms leading to the evolution of the division of value between economic actors under a given contractual arrangement. Focusing on the division of value between a firm and its employees, we theorize that following a change in the organizational incentive structure, employees learn, over time and with experience, how to be more productive under the implied objectives of the incentive regime, as well as how to game or exploit it. Results, based on outlet-level data from a Polish commercial bank over a 13-month period, show that the bank outlets' value creation (sales revenue from primary loans) and value appropriation (the sum of outlet employees' monthly bonus) both increased, at a decreasing rate, over time as outlet employees gained experience under the new incentive regime. In parallel, the bank's share (the percentage of value created by outlets retained by the bank) increased at first, then, after reaching a plateau, decreased continuously, indicating that the ability of the incentive regime to induce the intended results evolved, giving rise to an incentive life-cycle. In exploring the underlying micromechanisms, we found strong quantitative and qualitative evidence for the presence and relative paces of productive and adverse learning in bank outlets, as well as for the role of prior experience. This is the first empirical study to show that individual and organizational learning processes can influence the evolution of the division of value between economic actors.Author-Supplied Keywords: adverse learning division of value incentive life-cycles Incentives learning

Innovation Capabilities and International Competitiveness: A Quantile Regression Approach

M. Annavarjula, A. M. NANDIALATH, R. Mohan

International Journal of Business Innovation and Research

2012, vol. 6, n°6, pp.615-635

Départements : Stratégie et Politique d’Entreprise

Mots clés : Technological innovation, International performance, Bayesian semiparametric modelling, Quantile regression, Innovation capability, Firm performance

This study examines the relationship between various dimensions of a firm's technological innovation capabilities and its international performance. We use panel data with multiple indicators of firm level technological capabilities including generation, dissemination, strength and speed of innovation. We employ a quantile regression analysis which allowed us to test the impact of innovation capability on international performance of high, average and poor performers. Our empirical findings indicate significant disparity between the ordinary least square and quantile regression results

Jules or Jim: Alternative conformity to minority logics


Academy of Management Journal

décembre 2012, vol. 55, n°6, pp.1295-1315

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

Mots clés : Conformity, Resource dependence, Institutional logics, Minority logic, Soft control strategy

To what extent do organizations respond favorably to minority participation, i.e. conform to demands from minority resource suppliers that hold an unconventional logic? A favorable response to minority participation (i.e. 'alternative conformity') contributes to decrease the influence of dominant players, alter the resource suppliers' social structure, and promote new logics, which makes alternative conformity a soft control strategy for organizations. We expect a positive relationship between minority participation and alternative conformity and that relationship to be attenuated by organizations' adherence to the dominant logic, centrality of minority logic holders, and minority logic's institutional credit. We test and find strong support for our hypotheses using original data on investment funds in the French film industry (1994-2008)

Knowledge, innovation and social norms in creative industries


Economia & Management

2012, n°3, pp.36-40

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

Knowledge, networks, and knowledge networks: A review and research agenda

C. C. PHELPS, R. Heidl, A. Wadhwa

Journal of Management

juillet 2012, vol. 38, n°4, pp.1115-1166

Départements : Stratégie et Politique d’Entreprise

A large and growing body of empirical research shows that social relationships and the networks these relationships constitute are influential in explaining the processes of knowledge creation, diffusion, absorption, and use. The authors 2 refer to such networks as 'knowledge networks.' They advance an understanding of knowledge networks at multiple levels by conducting a systematic review and analysis of empirical research published on this topic in leading management, psychology, sociology, and economics journals. The authors develop a comprehensive framework that organizes the knowledge networks literature, which they use to review extant empirical research within and across multiple disciplines and levels of analysis. They identify points of coherence and conflict in theoretical arguments and empirical results within and across levels and identify emerging themes and promising areas for future research