Articles scientifiques

The expanding domain of strategic management research and the quest for integration

R. DURAND, R. M. GRANT, T. L. MADSEN

Strategic Management Journal

janvier 2017, vol. 38, n°1, pp.4-16

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

Mots clés : literature reviews; paradigm; scholarly field; fragmentation, integration


This special issue of Strategic Management Journal was motivated by concern that the growing scope and diversity of the strategic management field creates the risk of incoherence and fragmentation and the belief that research reviews could contribute to synthesis and integration. In this introductory essay, we address the expanding domain of strategic management, consider where its boundaries lie, identify the forces engendering fragmentation, and discuss how this special issue—and research reviews in general—can assist convergence within the field of strategy. We conclude by addressing the potential for integration more broadly in relation to the theories we deploy, the phenomena we investigate, and cohesiveness of our scholarly community

The Recursive Nature of Institutional Change: An Annales School Perspective

M. CLEMENTE, R. DURAND, T. ROULET

Journal of Management Inquiry

janvier 2017, vol. 26, n°1, pp.17 - 31

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

Mots clés : Annales School, Institutional change, Institutional logics, Events

http://ssrn.com/abstract=2805362


In this essay, we propose a recursive model of institutional change building on the Annales School, one of the 20th century’s most influential streams of historical research. Our model builds upon three concepts from the Annales—mentalities, levels of time, and critical events—to explore how critical events affect different dimensions of institutional logics and exert short- or long-range influences. On these bases, organizations make choices, from decoupling to radical shifts in logics, leading to severe institutional changes that become the matter of history. As much as organizations are influenced by events and the prevalent institutional logics, their choices trigger macro-level changes in a recursive manner. More broadly, we comment on how fruitful is our approach to historicize organization studies

Where Do Market Categories Come From and How? Distinguishing Category Creation from Category Emergence

R. DURAND, M. KHAIRE

Journal of Management

janvier 2017, vol. 43, n°1, pp.87-110

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

Mots clés : market category, category formation, strategic agency

http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2833208


This paper reviews several streams of research on market category formation. Most past research has largely focused on established category systems and the antecedents and consequences of categorical positioning (i.e. categorical purity vs. spanning; combination vs. replacement) but relatively ignored the formative processes leading to new categories. In this review, we address this lacuna to posit that scholarship would benefit from clearly disentangling category emergence from category creation. We analytically describe the differences between the two and elaborate the boundary conditions that guide and define which process is more likely to occur in a given market. Our review contributes to illuminating the role of organizational agency and strategic actions in market categories and their formation, which deserve greater attention due to their theoretical and practical implications

A Two-sided Matching Approach for Partner Selection and Assessing Complementarities in Partners’ Attributes in Inter-firm Alliances

D. MINDRUTA, M. MOEEN, R. AGARWAL

Strategic Management Journal

janvier 2016, vol. 37, n°1, pp.206-231

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

Mots clés : Alliance formation, Partner selection, Matching models, Complementarities, Empirical methods

http://ssrn.com/abstract=2536109


Strategic alliances are undertaken to create value through complementarities of resources and capabilities of the partner firms. We develop a matching framework to study strategic alliances, taking a market perspective that explicitly incorporates key features of transactions in strategic alliances: two sided decision making in voluntary collaboration; quest for complementarities between indivisible and heterogeneous partner attributes; and competition on each side for partners on the other side. We assess the relative performance of matching models and binary choice models when estimating parameters within simulations based on a known functional relationship. Within the context of research alliances in the bio-pharmaceutical industry, we hypothesize and find support using the matching model framework for complementarity in partner size, and in upstream research capabilities

Category Spanning, Evaluation, and Performance: Revised Theory and Test on the Corporate Law Market

L. PAOLELLA, R. DURAND

Academy of Management Journal

février 2016, vol. 59, n°1, pp.330-351

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

Mots clés : Categoryn Evaluation, Law firms, Mediation, Performance

http://ssrn.com/abstract=2648295


Studies suggest that category-spanning organizations receive lower evaluation and perform worse than organizations focused on a single category. We propose that (1) these effects are contingent on clients' theory of value and that as clients expect more sophisticated services, they tend to value category spanners more positively and (2) the evaluation of producers mediates the relationship between category spanning and performance. We test our hypotheses using original data on corporate legal services in three markets (London, New York City, and Paris) over the decade 2000-2010. We find that (1) category spanners receive a better evaluation, and more so when their categorical combination is more inclusive and (2) evaluation mediates significantly the relationship between category spanning and performance. This study enriches our understanding of how audiences apprehend a whole market category system and why organizations span categories


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