Articles scientifiques

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"


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