Articles scientifiques

Analyse de la survie des firmes : le cas des imprimeurs OFFSET à Paris de 1950 à 1985

J. OBADIA, R. DURAND

Revue d'Economie Industrielle

2e trimestre 1998, n°84, pp.45-66

Départements : Informations Systems and Operations Management, Stratégie et Politique d’Entreprise, GREGHEC (CNRS)


Another Look at Strategy-Structure Relationships: The Resource-based View

B. Moingeon, B. Ramanantsoa, E. Métais, D. ORTON

European Management Journal

1998, vol. 16, n°3, pp.297-305

Départements : Stratégie et Politique d’Entreprise


Another Look at Strategy-Structure Relationships: The Resource-based View

B. MOINGEON, B. RAMANANTSOA, E. Métais, D. Orton

European Management Journal

1998, vol. 16, n°3, pp.297-305

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


Anticipating the Evolutions and Outcomes of Strategic Alliances Between Rival Firms

P. DUSSAUGE, B. GARRETTE

International Studies of Management and Organization

1998, vol. 27, n°4, pp.104-126

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


Focuses on the strategic alliances set up by rival firms. Information on the evolution and outcomes of strategic alliances; Definition of strategic alliances.

From Organizational Learning to the Learning Organization

A. Edmondson, B. MOINGEON

Management Learning

1998, vol. 29, n°1, pp.5-20

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


This article reviews theories of organizational learning and presents a framework with which to organize the literature. We argue that unit of analysis provides one critical distinction in the organizational learning literature and research objective provides another. The resulting two-by-two matrix contains four categories of research, which we have called: (2) residues (organizations as residues of past learning); (2) communities (organizations as collections of individuals who can learn and develop); (3) participation (organizational improvement gained through intelligent activity of individual members), and (4) accountability (organizational improvement gained through developing individuals' mental models). We also propose a distinction between the terms organizational learning and the learning organization. Our subsequent analysis identifies relationships between disparate parts of the literature and shows that these relationships point to individual mental models as a critical source of leverage for creating learning organizations. A brief discussion of the work of two of the most visible researchers in this field, Peter Senge and Chris Argyris, provides additional support for this type of change strategy.

Contacts  

Département Stratégie et Politique d’Entreprise

Campus HEC Paris
1, rue de la Libération
78351 Jouy-en-Josas cedex
France

Faculté  

Giada DI STEFANO

Stratégie et Politique d'Entreprise (GREGHEC)

Voir le CV

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