Articles scientifiques

Public-Private Collaboration, Hybridity and Social Value: Towards New Theoretical Perspectives

B. QUELIN, I. KIVLENIECE, S. LAZZARINI

Journal of Management Studies

septembre 2017, vol. 54, n°6, pp.763-792

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

Mots clés : cross-sector collaboration, hybrid arrangements, interorganizational governance,organizational design, public-private partnerships, social value


Focusing on the collaboration intersecting public, non-profit and private spheres ofeconomic activity, we analyse the conceptual forms of hybridity embedded in these novel inter-organizational arrangements, and link them to different mechanisms of creating social value. Wefirst disentangle alternative notions of hybrid arrangements in existing literature by proposing aconceptual typology on two theoretically complementary yet distinct dimensions: hybridity ingovernance and hybridity in organizational logics. We show how both forms of hybridity canjointly occur in complex public-private and cross-sector collaborations, and propose the notion ofvalue as a crucial bridging point between these perspectives. Crucially, we develop a conceptualframework on key theoretical mechanisms leading to economic and social value in these inter-organizational collaborations. Our work deepens the understanding of how diverse, hybrid formsof collaboration can create value and builds critical links between previously disparate streams ofliterature on public-private interaction, cross-sect or collaboration and social enterprises

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


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


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