Articles scientifiques

Aspiration performance and railroads' patterns of learning from train wrecks and crashes

J. Baum, K. B. DAHLIN

Organization Science

2007, vol. 18, n°3, pp.368-285

Départements : Stratégie et Politique d’Entreprise

Mots clés : Organizational learning, Aspiration performance, Accident reduction

http://ssrn.com/abstract=899603


Brand management pour les business schools - Une véritable arme stratégique

B. RAMANANTSOA

Revue Française de Gestion

novembre-décembre 2007, vol. 33, n°178-179, pp.125-131

Départements : Stratégie et Politique d’Entreprise


De plus en plus de business schools investissent massivement dans la communication et dans des politiques de marque. L’auteur de l’article, rattachant ce phénomène à la mondialisation du secteur, analyse les différents ressorts de ces politiques et montre, par ailleurs, qu’elles ont pour conséquence de créer des barrières à l’entrée, pour décourager les nouveaux entrants potentiels. Il insiste enfin sur l’imbrication entre la marque d’une école et l’image du pays dans lequel elle est implantée

Challenges facing business schools in the future

E. CORNUEL

Journal of Management Development

2007, vol. 26, n°1, pp.87-92

Départements : Stratégie et Politique d’Entreprise

Mots clés : Business schools, Curricula, Marketing strategy, Innovation


Keywords: Business schools; Curricula; Marketing strategy; Innovation.

Code and Conduct in French Cuisine: Impact of code changes on external evaluations

R. DURAND, H. Rao, P. Monin

Strategic Management Journal

mai 2007, vol. 28, n°5

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

Mots clés : Code, Strategic changes, External evaluations, Social positioning

http://ssrn.com/abstract=1487862


We study the effects of organizational code-preserving and code-violating changes on externalevaluations by third parties'an essential but under-studied strategic outcome. We define codepreservingchanges as a variation in the firm's product range that preserves the social codewithin which the firm positions its offering. By contrast, a code-violating change correspondsto a variation in the product range that breaks with past codes and embraces another socialcode. Our analyses of French haute cuisine restaurants show that code-preserving changes andcode-violating changes have positive effects on external evaluations. Both effects decline withprior evaluations received by the organization, but only the effect of code-violating changesis reduced with age. Moreover, external evaluations improve when restaurants undertake morecode-preserving changes than their direct competitors but decline when they make more codeviolatingchanges than competitors. These results enable us to derive implications for researchon strategic change, strategic groups, and strategic social positioning. Keywords code ' strategic changes ' external evaluations ' social positioning

Diminishing Returns from Reputation: Do Followers have a Competitive Advantage?

T. OBLOJ, K. Oblój

Corporate Reputation Review: an International Review

hiver 2007, vol. 9, n°4, pp.213-224

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

Mots clés : Competitive advantage, Competitive dynamics, Reputation, Strategy


The paper addresses the value of reputation as a strategic, intangible resource. We hypothesize that a high reputation of an exchange partner will result in the ability to command a premium price during a transaction because it lowers the transaction costs of the other party. We also hypothesize that the smaller the differences in the level of reputation of competing parties, the more valuable a unit of reputation becomes. We test these hypotheses by empirical analysis of pairs of transactions on the Polish electronic exchange Allegro. Our analysis shows that if the differences in the levels of reputation decrease, the value of a unit of difference increases. We also extrapolate the results of our research into a more general model that shows the conditions in which a strategy based on high reputation (price premium per unit of reputation) is the most effective one and indicates the process of reputation development by stimulating the dynamics of leader and follower behavior.


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