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, Economies 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)

Mots clés : Institutional theory, Legitimating agency, Selection theory, Domain expansion


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

Mots clés : Technological opportunity, Inventors, Invention, Commercialization

http://ssrn.com/abstract=609421


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

http://ssrn.com/abstract=1638971


The role of business schools in society.

E. CORNUEL

Journal of Management Development

2005, vol. 24, n°9, pp.819-829

Départements : Stratégie et Politique d’Entreprise

Mots clés : Management training, Teaching methods, Management development


In the future, the legitimacy of business schools will no longer be in question, nor will their vocation to participate in training the Elite (especially of companies) alongside institutes which, in various countries, train top Civil Servants. But this context, which dominant positions always provoke, should not encourage complacency. On the contrary, it should invite reflection on the weaknesses of the institutions in question. Aims to discuss this issue. Design/methodology/approach - Some major new trends in management education are questioned (the use of new information technologies, an initiation to management starting at a much earlier stage of the education track, a different way to grasp the use of case studies). Findings - This paper is an analysis of the functions of business schools and management faculties in universities. It leads one to observe that they appear above all as places busy "reproducing" or "miming" reality. Where science faculties describe, management teaching establishments imitate. Originality/value - This paper is dedicated not only to stressing the pedagogic dangers that new trends in management education imply, but also to explaining what major change it could induce.

Understanding Value Generation in Buyouts

A. Berg, O. GOTTSCHALG

Journal of Restructuring Finance

2005, vol. 2, n°1, pp.9-37

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


Buyouts have been described as a specific form of financial acquisition that leads to potentiallysubstantial, but also highly volatile returns to equity investors. Previous research has illustrateda number of mechanisms through which buyouts cause increases or decreases in company value.Besides the traditional mechanisms like improved governance or incentive systems, more innovativeand entrepreneurial levers like increasing strategic distinctiveness and mentoring areexamined. While it is important to understand the performance impact of each of these leversindividually, we are still missing a comprehensive framework that captures the full complexity ofthe buyout value generation process and recognizes interdependences between various factors.In this paper, we develop a three-dimensional conceptual framework for value generation inbuyouts that categorizes and links the different levers of buyouts value generation. This frameworkprovides the basis to take a look beyond individual value levers and sheds light on theunderlying strategic logic of buyouts. We then review the literature on buyouts and categorizepreviously identified levers of value generation according to our framework. At the same time,we identify a number of levers that have received little attention in the academic literature sofar or still lack convincing empirical support for their performance impact. Building upon thisassessment of the status quo in research in buyout value generation, we outline an agenda forfuture research


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