Articles

The private scope in public-private collaborations: an institutional and capability-based perspective

B. QUELIN

Organization Science

A paraître

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


Time Compression (Dis)Economies: An Empirical Analysis

A. HAWK, G. PACHECO DE ALMEIDA

Strategic Management Journal

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

Mots clés : time compression diseconomies, time-cost tradeoff, time inefficiencies, temporal frictions, sustainable competitive advantage

https://onlinelibrary.wiley.com/doi/epdf/10.1002/smj.2915


To investigate time compression diseconomies (TCD), this study estimated time-cost elasticities using 459 oil and gas global investment projects (1997-2010). Results show that the average cost of accelerating investments is negative: a firm could cut $6.3 million in costs of a single project by accumulating asset stocks one month faster. About 88 percent of the projects exhibit negative time-cost elasticities with over 39 percent of unrealized economies of time compression. Only 12 percent of the projects are subject to TCD. These time inefficiencies or frictions do not negate the existence of TCD, but suggest they are less prevalent than assumed in the literature. Management experience, R&D investment, firm size, economic development and political stability are shown to be associated with greater time compression efficiency

Willing and Able: A General Model of Organizational Responses to Normative Pressures

R. DURAND, O. HAWN, I. IOANNOU

Academy of Management Review

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

Mots clés : institutional theory, normative pressures, symbolic, substantive, conformity, compliance, issue salience

https://journals.aom.org/doi/abs/10.5465/amr.2016.0107?journalCode=amr


We develop a conceptual understanding of when and how organizations respond to normative pressures. More precisely, we examine two main factors underlying the willingness and ability of organizations to respond to an issue: (1) issue salience, and (2) the cost-benefit analysis of resource mobilization. We suggest that decision-makers’ interpretation of issue salience in conjunction with their perception of the costs and benefits of taking action to address the issue generates five potential responses: symbolic compliance and symbolic conformity, substantive compliance and substantive conformity, and inaction. We extend the baseline model by examining a number of boundary conditions. By focusing on the willingness and ability of organizations to respond to normative pressures, and by adopting the issue as the unit of analysis, our model helps explain intra- as well as inter-organizational response heterogeneity to institutional complexity. We contribute to the institutional research tradition and offer useful implications for managerial practice, from strategic management to policy making

À la découverte du lien organisationnel : avez-vous lu A. O. Hirschman ?

A. BLOCH, H. DUMEZ, R. DURAND, A-C. MARTINET

Management International

hiver 2018, vol. 22, n°2, pp.9-12

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

Mots clés : Théorie des organisations, Hirschman, sortie, voix, loyauté

http://www.managementinternational.ca/catalog/introduction-au-dossier-special-vol-22-n2.html


Le dossier spécial consacré par la revue Management International à la pensée de Albert O. Hirschman est issu d’une journée organisée par i3-CRG, le LIRSA (CNAM) et SnO d’HEC. Il s’agit de revenir sur l’importance des concepts de Hirschman pour la théorie des organisations, notamment exit, voice et loyalty. Économiste de formation, spécialiste notamment de l’économie du développement, Hirschman a pratiqué toute sa vie durant le dépassement des frontières disciplinaires (trespassing) ce qui l’a amené à la théorie des organisations et il reste un exemple pour les chercheurs actuels

A Universe of Stories: Mobilizing Narrative Practices During Transformative Change

E. DALPIAZ, G. DI STEFANO

Strategic Management Journal

mars 2018, vol. 39, n°3, pp.664-696

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

Mots clés : strategic change, narrative, strategyaspractice, storytelling, reflection

https://onlinelibrary.wiley.com/doi/pdf/10.1002/smj.2730


Constructing narratives of transformative change is an important but challenging practice through which strategy makers attempt to influence acceptance of an ongoing transformation. To understand whether and how strategy makers can construct a steady influx of captivating narratives of transformative change, we analyzed how one noted strategy maker assisted the successful transformation of his organization over three decades by orchestrating the production of change narratives. Our analysis reveals that the strategy maker constructed and reconstructed meanings of change over time using three sets of distinct but interconnected narrative practices. We develop a dynamic model linking the simultaneous mobilization of these practices to strategy makers’ ability to harness the persistent tension between novelty and familiarity in a transformative change, and thereby win endorsement from key audiences. This paper was accepted for publication on Strategic Management Journal Special Issue on "Strategy Processes and Practices: Dialogues and Intersections"

CSR Needs CPR: Corporate Sustainability and Politics

T. P. LYON, M. A. DELMAS, J. W. MAXWELL, P. T. BANSAL, M. CHIROLEU-ASSOULINE, P. CRIFO, R. DURAND, J-P. GOND, A. KING, M. LENOX, M. TOFFEL, D. VOGEL, F. WIJEN

California Management Review

aout 2018, vol. 60, n°4, pp.5-24

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

Mots clés : Sustainability, lobbying, corporate social responsibility, business & society, business-government relations, policy making, non-market strategy

http://journals.sagepub.com/doi/abs/10.1177/0008125618778854


Corporate sustainability has gone mainstream, and many companies have taken meaningful steps to improve their own environmental performance. But while corporate political actions such as lobbying can have a greater impact on environmental quality, they are ignored in most current sustainability metrics. It is time for these metrics to be expanded to critically assess firms based on the sustainability impacts of their public policy positions. To enable such assessments, firms must become as transparent about their corporate political responsibility (CPR) as their corporate social responsibility (CSR). For their part, rating systems must demand such information from firms and include evaluations of corporate political activity in their assessments of corporate environmental responsibility

Decision Theory Made Relevant: Between the Software and the Shrink

I. GILBOA, M. ROUZIOU, O. SIBONY

Research in Economics

juin 2018, vol. 72, n°2, pp.240-250

Départements : Economie et Sciences de la décision, GREGHEC (CNRS), Stratégie et Politique d’Entreprise

https://www.sciencedirect.com/science/article/pii/S1090944317303204


Decision theory offers a formal approach to decision making, which is often viewed and taught as the rational way to approach managerial decisions. Half a century ago it generated high hopes of capturing and perhaps replacing intuition, and providing the “right” answer in practically all managerial situations. Today it seems fair to say that decision theory has not lived up to these expectations. Behavioral science provides ample evidence that managers fail to follow the dicta of decision theory, even when these are explained to them. As a result, executives often find decision theory frustrating and useless and prefer to rely on their intuition. This paper suggests that this extreme conclusion is unwarranted and calls for a re-appraisal of decision theory. We propose that it should not always be regarded as a mathematical tool that produces the answer; rather, it can be viewed as a framework for a dialog between the decision maker and the decision theorist. In one extreme, the decision theorist studies the problem and provides the “correct’’ answer. But in another, the decision theorist only challenges the decision maker’s intuition and logic. In between, a whole gamut of possible dialogs exists, in which decision theory doesn’t replace intuition, but supports and refines it

Demand-Side Strategy, Relational Advantage, and Partner-Driven Corporate Scope: The Case for Client-Led Diversification

J. K. MAWDSLEY, D. SOMAYA

Strategic Management Journal

juillet 2018, vol. 39, n°7, pp.1834-1859

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

https://onlinelibrary.wiley.com/doi/abs/10.1002/smj.2788


We advance research on corporate diversification by joining insights from the demand-side and relational views in strategy to offer a novel theory of client-led diversification. We propose that client-led diversification results from a combination of the customer-driven opportunities emphasized in the demand-side view and the creation of added value through relational assets that is a central tenet of the relational view. Furthermore, we hypothesize that suppliers’ client-specific knowledge, clients’ relational commitment to suppliers, and growth opportunities in clients’ markets (relative to the suppliers’ own markets) will magnify the client-led diversification effect. We test our hypotheses using a longitudinal dataset on patent law firms and their diversification into new domains of patent prosecution work for their corporate clients

Differential Firm Commitment to Industries Supported by Social Movement Organizations

R. DURAND, P. GEORGALLIS

Organization Science

janvier-février 2018, vol. 29, n°1, pp.154-171

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

Mots clés : organization and management theory, strategy and policy, sustainability/corporate environmentalism, economic sociology, nonmarket/political environment

https://pubsonline.informs.org/doi/abs/10.1287/orsc.2017.1170


This article theorizes about and tests the conditions under which firms’ commitment to an industry is influenced by social movement organizations (SMOs) that favor the industry. We argue that the more prominent SMOs are within an industry, the more a firm increases its commitment to that industry by expanding its operations; yet, this main effect should be moderated substantially by a firm’s idiosyncratic characteristics. The current research predicts that a firm’s location, its sensitivity to information about the industry’s potential, and its history of associations with activists determine the magnitude of the effect of SMO prominence on its strategic commitment to the industry. We test and find support for these hypotheses using a longitudinal data set of European manufacturers of solar photovoltaic cells between 1990 and 2011. The findings offer new insights for literature on social movements and organizations, as well as strategic management research

Initial prejudices create cross-generational intergroup mistrust

E. L. UHLMANN, A. KORNIYCHUK, T. OBLOJ

PLoS One

2018, vol. 13, n°4, pp.1-14

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

http://journals.plos.org/plosone/article?id=10.1371/journal.pone.0194871


The present investigation modeled the emergence and persistence of intergroup bias and discrimination in artificial societies. Initial unfair prejudices held by members of a dominant group elicit confirmatory behavior (diminished cooperation) from members of a subordinate group via a self-fulfilling prophecy. Further, when individual learning is tempered by conformity to peers, inaccurate beliefs about the stigmatized subordinate group persist long-term. Even completely replacing dominant group members with enlightened individuals through generational change is inadequate to break the cycle of intergroup distrust and non-collaboration. The longer the enlightenment of a society is delayed, the more intergroup trust is irretrievably lost


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