A gestão estratégica dos hospitais na França: balanço e perspectivas


Ciência & Saúde Coletiva

août 2010, vol. 15, n°5, pp.2285-2296

Départements : Stratégie et Politique d’Entreprise

The strategic management was introduced in French hospitals in the late 80s, in a context of inefficiency and the need to control healthcare expenditure. This concept has inspired a series of government reforms, the organization and dynamics of hospitals and the mode of regulating the French health system, assuming a real change of professional culture. The changes in the economic context and in the finance of hospitals, the behavior of users, the population aging, the development of chronic diseases and increased competition, are the new challenges to be faced. The involvement of stakeholders is crucial and the strategic management, based on mobilizing these actors, is today, a method of administration particularly well adapted to the health area. This article aims to present the impact of the concept of strategic management in the evolution of French hospitals and the consequences of these developments on the outlook for the dissemination of strategic management in the health sector. To do so, it is examined the evolution of the French context until 2010, the new challenges that French hospitals must face and, finally, the consequences of these challenges on how to design services, manage the relationships between the actors of the health system and organize the operational functioning of hospitals.Strategic management; Hospital management; Organizational change; Networks of co-ordinated care; Patient's journey A gestão estratégica é introduzida nos hospitais franceses no final da década de oitenta, num contexto de ineficácia e necessidade de controle das despesas de saúde. Este conceito tem inspirado uma série de reformas do governo, da organização e da dinâmica dos hospitais e do modo de regulação do sistema de saúde francês, pressupondo uma verdadeira mudança da cultura profissional. As mudanças no contexto econômico e no modo de financiamento dos hospitais, no comportamento dos usuários, o envelhecimento da população, o desenvolvimento das patologias crônicas e a intensificação da concorrência, constituem novos desafios a serem enfrentados. O envolvimento dos atores é fundamental e a gestão estratégica, baseada na mobilização dos atores, torna-se, hoje, um modo de administração particularmente adaptado à área da saúde. Este artigo tem por objetivo apresentar o impacto do conceito de gestão estratégica na evolução do meio hospitalar francês e as consequências desta evolução sobre as perspectivas de difusão da gestão estratégica no setor da saúde. Para isso, examina-se a evolução do contexto francês até 2010, os novos desafios que os hospitais franceses devem enfrentar e, por fim, as consequências destes desafios sobre a maneira de conceber os serviços, de administrar as relações entre os atores do sistema de saúde e de organizar o funcionamento operacional dos hospitais. Palavras-chave: Gestão estratégica, Gestão hospitalar, Mudança organizacional, Redes de cuidados coordenados, Percurso do paciente

A longitudinal study of the influence of alliance network structure and composition on firm exploratory innovation


Academy of Management Journal

août 2010, vol. 53, n°4, pp.890-913

Départements : Stratégie et Politique d’Entreprise

This study examines the influence of the structure and composition of a firm's alliance network on its exploratory innovation--innovation embodying knowledge that is novel relative to the firm's extant knowledge. A longitudinal investigation of 77 telecommunications equipment manufacturers indicated that the technological diversity of a firm's alliance partners increases its exploratory innovation. Further, network density among a firm's alliance partners strengthens the influence of diversity. These results suggest the benefits of network "closure" (wherein a firm's partners are also partners) and access to diverse information can coexist in an alliance network and that these combined benefits increase exploratory innovation

Activating Cross-Boundary Knowledge: the Role of Simmelian Ties in the generation of innovations

D. Krackhardt, M. TORTORIELLO

Academy of Management Journal

février 2010, vol. 53, n°1, pp.167-181

Départements : Stratégie et Politique d’Entreprise

In this article, we study the conditions under which having ties that span organizational boundaries (bridging ties) are conducive to the generation of innovations. Whereas previous research has shown that bridging ties have a positive impact on innovative performance, our analysis of 276 R&D scientists and engineers reveals that there are no advantages associated with bridging per se. In contrast, our findings suggest that the advantages traditionally associated with bridging ties are contingent upon the nature of the ties forming the bridge'specifically, whether these bridging ties are Simmelian.

Alliance Activity as a Dynamic Capability in the Face of a Discontinuous Technological Change


Organization Science

novembre-décembre 2010, vol. 21, n°6

Départements : Stratégie et Politique d’Entreprise

Building Social Business Models: Lessons from the Grameen Experience


Long Range Planning

avril-juin 2010, vol. 43, n°2-3, pp.308-325

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

Grameen bank, founded in 1976, has both pioneered the development of micro-finance, and created nearly 30 businesses designed to alleviate poverty. The article traces the gradual development of Grameen's expertise in formulating social business models, which require new value propositions, value constellations and profit equations, and as such, resembles business model innovation. The article presents five lessons learned from this experience: three are similar to those of conventional business model innovation e challenging conventional thinking, finding complementary partners and undertaking continuous experimentation; two are specific to social business models: recruiting social-profit-oriented shareholders, and specifying social profit objectives clearly and early. We suggest these new business models e where stakeholders replace shareholders as the focus of value maximization e could empower capitalism to address overwhelming global concerns.

Challenges in Marketing Socially Useful Goods to the Poor

B. GARRETTE, A. Karnani

California Management Review

été 2010, vol. 52, n°4, pp.29-47

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

accepté le 12 avril 2010

Dominant Logic and Entrepreneurial Firms Performance in a Transition Economy

T. OBLOJ, M. Pratt

Entrepreneurship: Theory and Practice

janvier 2010, vol. 34, n°1, pp.151-170.

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

Dynamic Capabilities Deconstructed. A bibliographic investigation into the origins, development, and future directions of the research domain

G. DI STEFANO, M. Peteraf, G. Verona

Industrial and Corporate Change

23 avril 2010, vol. 19, n°4, pp.1187-1204

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

Mots clés : Dynamic capabilities, Co-citation analysis, Resource-based, Invisible colleges

This article uses co-citation analysis to explore the structure of the Dynamic Capabilities research domain, to better understand its origins, current state of development, and future directions. Co-citation analysis reveals the field's 'invisible colleges' and research directions. We find evidence of commonalities as well as polarizing differences among understandings across this research domain, suggesting opportunities and challenges for future research

Entrepreneurs Seeking Gains: Profit Motives and Risk Aversion in Inventors' Commercialization Decisions

K. Simons, T. B. ASTEBRO

Journal of Economics & Management Strategy

2010, vol. 19, n°4, pp.863-888

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

Erosion, Time Compression, and Self-Displacement of Leaders in Hypercompetitive Environments


Strategic Management Journal

décembre 2010, vol. 31, n°13, pp.1498-1526

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

Mots clés : *COMPETITION, *NEW products, *MARKET value, *COMPETITIVE advantage, *ORGANIZATIONAL inertia, *STRATEGIC planning, *EMPIRICAL research, *ECONOMIES of scale, *MATHEMATICAL models, NUMERICAL analysis, SAMPLE size, AUTOREGRESSION (Statistics), LITERATURE reviews

This article examines how leader firms should respond to the erosion of competitive advantages caused by rapid imitation and innovation in hypercompetitive environments. On the one hand, shorter-lived advantages induce leaders to develop new advantages faster. On the other hand, hypercompetition also erodes the expected returns from new advantages-reducing leaders' incentives to accelerate investments. Since investing faster also raises costs, this article shows that leaders often prefer to renew competitive advantages more slowly in more hypercompetitive industries-thereby increasing the probability of being displaced by competitors. This phenomenon is dubbed self-displacement. Firms' decision to self-displace themselves from industry leadership with greater probability is deliberate and rational-not a result of leaders' inability to respond to competitive threats, as previously assumed in the literature. This article also shows that leaders' rule of thumb in more hypercompetitive environments should be to accelerate the development of advantages with high competitive value but low market value. This study is based on a theoretical model and numerical analysis grounded on stylized empirical facts that govern industry competitive macrodynamics and firm investment microdynamics in most industries. Because the model builds on empirically observable constructs, its theoretical propositions are amenable to large sample testing