Abstracts
Résumé
Nous étudions l’effet des capacités dynamiques sur l’évolution organisationnelle et le rôle des caractéristiques managériales dans cette évolution. Dans cette optique, nous analysons une dynamique globale à travers l’étude de l’ensemble des capacités dynamiques d’une même entreprise. Notre étude qualitative est menée au sein d’un tour-opérateur géré par des dirigeants-actionnaires. Nous montrons que l’entreprise a réussi à créer et faire évoluer une compétence organisationnelle grâce au développement de plusieurs capacités dynamiques. Le développement des capacités dynamiques a été favorisé par des caractéristiques managériales qui ont été renforcées par les résultats positifs induits par la réussite de la mise en oeuvre de la compétence organisationnelle.
Mots-clés :
- capacités dynamiques,
- caractéristiques managériales,
- compétence organisationnelle,
- actionnaires
Abstract
We study the effect of dynamic capabilities on organizational evolution and the role of managerial characteristics in this evolution. In this context, we analyze a global dynamic through the study of all the dynamic capabilities of a firm. Our qualitative study is conducted in a tour operator managed by shareholder-managers. We show that the firm has created and developed an organizational competence through the development of several dynamic capabilities. The development of dynamic capabilities has been boosted by managerial characteristics that were reinforced by the positive results generated by the successful implementation of the organizational competence.
Keywords:
- dynamic capabilities,
- managerial characteristics,
- organizational competence,
- shareholders
Resumen
Estudiamos el efecto de las capacidades dinámicas en el evolución de una organización y el rol de las características de los directivos en esta evolución. En este contexto, se analizó una dinámica global a través del estudio del conjunto de capacidades dinámicas de una empresa. Este estudio cualitativo llevado a cabo en un operador turístico administrado por dirigentes-accionistas, demostró que la compañía logró crear y desarrollar habilidades organizacionales a través del desarrollo de diversas capacidades dinámicas. Este desarrollo se vio impulsado por las características de los directivos que fueron reforzadas por los resultados positivos obtenidos por la implementación exitosa de la competencia organizacional.
Palabras clave:
- capacidades dinámicas,
- características de los directivos,
- competencia organizacional,
- accionistas
Appendices
Bibliographie
- Adner Ron.; Helfat Constance. E (2003). “Corporate Effects and Dynamic Managerial Capabilities.” Strategic Management Journal 24(10) : 1011-1025.
- Alchian, Armen. A.; Demsetz, Harold. (1972). “ Production, Information costs and economic organization”, The American Economic Review, 65(5), 777-795.
- Allemand Isabelle., Brullebaut Bénédicte. (2014). « Le capital humain des femmes récemment nommées dans les conseils d’administration des sociétés françaises côtées à Paris », Management International, 18(3) : 20-31.
- Ambrosini, Véronique., Bowman, Cliff., Collier, Nardine. (2009). Dynamic Capabilities : An Exploration of How Firms Renew their Resource Base. British Journal of Management, 20, S9-S24.
- Augier, Mie.; David. J. Teece (2008). “Strategy as Evolution with Design : The Foundations of Dynamic Capabilities and the Role of Managers in the Economic System.” Organization Studies 29(8/9) : 1187-1208.
- Augier, Mie.. David. J. Teece (2009), “Dynamic capabilities and the role of managers in business strategy and economic performance”, Organization Science, 20 (2) : 410-421.
- Barney, Jay. (1991). “Firm Resources and Sustained Competitive Advantage.” Journal of Management 17(1) : 99.
- Barney, J. B. (1986). “Strategic Factor Markets : Expectations, Luck, and Business Strategy.” Management Science 32(10) : 1231-1241.
- Boje, David. M (2001). Narrative Methods for Organizational & Communication Research. Thousands Oaks: Sage.
- Creswell, John. W. (2007). Qualitative inquiry research design : Choosing among five approaches. Thousand Oaks : Sage.
- Dierickx, Ingemar.; Karel. Cool (1989). “Asset Stock Accumulation and the Sustainability of Competitive Advantage : Reply.” Management Science 35(12) : 1514.
- Easterby-Smith Mark., Lyles Marjorie. A.; Peteraf Margaret. A. (2009). “Dynamic Capabilities : Current Debates and Future Directions.” British Journal of Management 20 : S1-S8.
- Eisenhardt, Kathleen. M. et Jeffrey A. Martin (2000). “Dynamic Capabilities : What Are They ?” Strategic Management Journal 21(10/11) : 1105-1121.
- Geletkanycz Marta. A., Hambrick Donald. C. (1997). “The external ties of top executives : implications for strategic choice and performance”, Administrative Science Quarterly, 42 : 654 : 681.
- Grant, Robert M. (1991). “The Resource-Based Theory of Competitive Advantage : Implications for Strategy Formulation.” California Management Review 33(3) : 114-135.
- Helfat, Constance. E., Peteraf, Margaret. A. (2003). “The dynamic resource‐based view : Capability lifecycles”, Strategic management journal, 24(10), 997-1010.
- Huber, George. P. (1991). “Organizational Learning: The Contributing Processes and the Literatures.” Organization Science 2(1) : 88-115.
- Kale, Prashant.; Harbir. Singh. (2007). “Building Firm Capabilities through Learning : The Role of the Alliance Learning Process in Alliance Capability and Firm-Level Alliance Success.” Strategic Management Journal 28(10) : 981-1000.
- King Andrew. A.; Tucci Christopher. L (2002). “Incumbent Entry into New Market Niches : The Role of Experience and Managerial Choice in the Creation of Dynamic Capabilities.” Management Science 48(2) : 171-186.
- Langley, Ann. (1999). “Strategies for Theorizing from Process Data.” The Academy of Management Review 24(4) : 691-710.
- Leonard-Barton, Dorothy. (1992). “Core capabilities and core rigidities: a paradox in managing new product development”, Strategic Management Journal, 13 : 111-125.
- Liouville, Jacques. (2008). « La valeur des tautologies pour la recherche en management stratégique en question : les enseignements du cas de la théorie RBV », Cahier de recherche N° 08-01-01, avril, Numéro 8, Partie 1, HEC Montréal, 29 pages.
- Mignon, Sophie., Ben Mahmoud Jouini Sihem. (2014). “L’interaction du capital social et de la gestion des ressources humaines dans les entreprises familiale pérennes », Management International, 18(3) : 82-95.
- Miles, Matthew. B.; Huberman, A.Michael. (1994), Qualitative data analysis. 2e éd. Thousand Oaks : Sage
- Moliterno, Thomas. P.; Margarethe. F. Wiersema (2007). “Firm performance, rent appropriation, and the strategic resource divestment capability.” Strategic Management Journal 28(11) : 1065-1087.
- Musca Geneviève. (2006), “Une stratégie de recherche processuelle : l’étude longitudinale de cas enchâssés », M@n@gement, 9(3), 145-168
- Narayanan, V. K.; Colwell, Ken; Douglas, Frank L (2009). “Building Organizational and Scientific Platforms in the Pharmaceutical Industry: A Process Perspective on the Development of Dynamic Capabilities.” British Journal of Management, Vol.20, p.S25-S40.
- Newey, Lance. R.; Shaker. A. Zahra (2009). “The Evolving Firm : How Dynamic and Operating Capabilities Interact to Enable Entrepreneurship.” British Journal of Management 20 : S81-S100.
- Pablo Amy. L., Reay Trish., Dewald James. R., Casebeer Ann. L. (2007), “Identifying, enabling and managing dynamic capabilities in the public sector”, Journal of Management Studies 44(5) : 687-708.
- Pentland Brian. T. (1999). “Building Process Theory with Narrative : From Description to Explanation.” The Academy of Management Review 24(4) : 711-724.
- Peteraf, Margaret. A. (1993). “The Cornerstones of Competitive Advantage : A Resource-Based View.” Strategic Management Journal 14(3) : 179-191.
- Priem, Richard. L.; John. E. Butler (2001a). “Is the Resource-Based “View” a Useful Perspective for Strategic Management Research ?” The Academy of Management Review 26(1) : 22-40.
- Priem, Richard. L.; John. E. Butler (2001b). “Tautology in the Resource-Based View and the implications of the externally determined resource value : further comments”, The Academy of Management Review 26(1) : 57-66.
- Singh Harbir., Dyer Jeff., Kale Prashant. (2007). Relational Capabilities : Drivers and Implications, in Helfat, C.E and al. Dynamic capabilities : understanding strategic change in organizations, p : 65-80, Blackwell Publishing.
- Teece David.; Pisano Gary. (1994). “The Dynamic Capabilities of Firms : an Introduction.” Industrial & Corporate Change 3(3) : 537-556.
- Teece, David. J., Pisano Gary., Shuen Amy. (1997). “Dynamic Capabilities and Strategic Management.” Strategic Management Journal 18(7) : 509-533.
- Teece, David. J. (2007a). “Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance.” Strategic Management Journal 28(13) : 1319-1350.
- Teece, David.J. (2007b). Managers, markets and dynamic capabilities, in Helfat, C.E and al., Dynamic capabilities: understanding strategic change in organizations, p : 19-29, Blackwell Publishing.
- Walsh, James.P. (1995). “Managerial and organizational cognition : notes from a trip down memory lane.” Organization Science 6(1) : 280-321.
- Wernerfelt, Birger. (1984). “A Resource-Based View of the Firm.” Strategic Management Journal 5(2) : 171-180
- Winter, Sidney. G. (2003). “Understanding Dynamic Capabilities.” Strategic Management Journal 24(10) : 991-995.
- Zollo, Maurizio.; Singh Harbir. (2004). “Deliberate Learning in corporate acquisitions : post-acquisition strategies and integration capability in U.S Bank mergers”, Strategic Management Journal, 25 : 1233-1256.
- Zollo, Maurizio.; Sydney. G. Winter (2002). “Deliberate Learning and the Evolution of Dynamic Capabilities.” Organization Science 13(3) : 339-351.
10.7202/1025087ar