Articles scientifiques

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"

Decision Theory Made Relevant: Between the Software and the Shrink

I. GILBOA, M. ROUZIOU, O. SIBONY

Research in Economics

juin 2018, vol. 72, n°2, pp.240-250

Départements : Economie et Sciences de la décision, GREGHEC (CNRS), Stratégie et Politique d’Entreprise

https://www.sciencedirect.com/science/article/pii/S1090944317303204


Decision theory offers a formal approach to decision making, which is often viewed and taught as the rational way to approach managerial decisions. Half a century ago it generated high hopes of capturing and perhaps replacing intuition, and providing the “right” answer in practically all managerial situations. Today it seems fair to say that decision theory has not lived up to these expectations. Behavioral science provides ample evidence that managers fail to follow the dicta of decision theory, even when these are explained to them. As a result, executives often find decision theory frustrating and useless and prefer to rely on their intuition. This paper suggests that this extreme conclusion is unwarranted and calls for a re-appraisal of decision theory. We propose that it should not always be regarded as a mathematical tool that produces the answer; rather, it can be viewed as a framework for a dialog between the decision maker and the decision theorist. In one extreme, the decision theorist studies the problem and provides the “correct’’ answer. But in another, the decision theorist only challenges the decision maker’s intuition and logic. In between, a whole gamut of possible dialogs exists, in which decision theory doesn’t replace intuition, but supports and refines it

Differential Firm Commitment to Industries Supported by Social Movement Organizations

R. DURAND, P. GEORGALLIS

Organization Science

janvier-février 2018, vol. 29, n°1, pp.154-171

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

Mots clés : organization and management theory, strategy and policy, sustainability/corporate environmentalism, economic sociology, nonmarket/political environment

https://pubsonline.informs.org/doi/abs/10.1287/orsc.2017.1170


This article theorizes about and tests the conditions under which firms’ commitment to an industry is influenced by social movement organizations (SMOs) that favor the industry. We argue that the more prominent SMOs are within an industry, the more a firm increases its commitment to that industry by expanding its operations; yet, this main effect should be moderated substantially by a firm’s idiosyncratic characteristics. The current research predicts that a firm’s location, its sensitivity to information about the industry’s potential, and its history of associations with activists determine the magnitude of the effect of SMO prominence on its strategic commitment to the industry. We test and find support for these hypotheses using a longitudinal data set of European manufacturers of solar photovoltaic cells between 1990 and 2011. The findings offer new insights for literature on social movements and organizations, as well as strategic management research

Initial prejudices create cross-generational intergroup mistrust

E. L. UHLMANN, A. KORNIYCHUK, T. OBLOJ

PLoS One

2018, vol. 13, n°4, pp.1-14

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

http://journals.plos.org/plosone/article?id=10.1371/journal.pone.0194871


The present investigation modeled the emergence and persistence of intergroup bias and discrimination in artificial societies. Initial unfair prejudices held by members of a dominant group elicit confirmatory behavior (diminished cooperation) from members of a subordinate group via a self-fulfilling prophecy. Further, when individual learning is tempered by conformity to peers, inaccurate beliefs about the stigmatized subordinate group persist long-term. Even completely replacing dominant group members with enlightened individuals through generational change is inadequate to break the cycle of intergroup distrust and non-collaboration. The longer the enlightenment of a society is delayed, the more intergroup trust is irretrievably lost

Interfirm ties and knowledge transfer: The moderating role of absorptive capacity of managers

N. KHACHLOUF, B. QUELIN

Knowledge and Process Management

avril-juin 2018, vol. 25, n°2, pp.97-107

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

https://onlinelibrary.wiley.com/doi/pdf/10.1002/kpm.1564


Through the lens of social capital perspective, this paper assesses how individuals' interactions and their learning capabilities explain the transfer of good practices in an interorganizational network. Primary data were collected from export consortia in Tunisia through a questionnaire survey. The research underlines the impact of the strength and the range of ties between managers. It is also found that managers' absorptive capacity moderates the impact of the strength of ties. This study considers the individual's behavior at the heart of the knowledge transfer process and suggests a substitution effect between the strength of social ties and individual's absorptive capacity


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