Abstracts
Résumé
Les capacités dynamiques reposent sur des processus organisationnels qui diffèrent selon que l’on s’inscrit dans une démarche d’exploitation ou d’exploration. Peut-on établir un lien entre les caractéristiques des réseaux sociaux dans lesquels sont engagés les acteurs des projets et le développement d’une capacité d’exploration ? Pour répondre à cette question, nous avons suivi pendant quatre ans les équipes dédiées à quatre projets d’exploration chez un fabricant de semi-conducteurs. Il apparaît que la structure du réseau et les type de liens peuvent faciliter le développement des capacités d’exploration. Notamment, les structures de type coeur/périphérie semblent propices au développement de ces capacités.
Mots-clés :
- capacité dynamique,
- exploration,
- innovation,
- réseau social
Abstract
Dynamic capabilities are based on organizational processes which differ according to the level of exploratory of the project.Is there a relationship between the characteristics of social network of project holders and the development of an exploratory capability? To answer that question, we collected data during four years on four teams involved in exploratory project in a semiconductor company. The network structure and type of ties facilitate the development of exploratory capabilities. In particular, core/periphery structure enhances the development of such capabilities.
Keywords:
- Dynamic capabilities,
- exploration,
- innovation,
- social network
Resumen
Las capacidades dinámicas se basan en procesos organizacionales diferentes según se inscriban en un método de explotación o de exploración. ¿Podemos establecer un vínculo entre las características de las redes sociales en que están comprometidas los actores de los proyectos y el desarrollo de una capacidad de exploración? Para responder a esta pregunta, seguimos los equipos dedicados a cuatro proyectos de exploración de un fabricante de semiconductores. Resulta que la estructura de la red y los tipos de vínculos pueden facilitar el desarrollo de las capacidades de exploración, especialmente las estructuras de tipo corazón/periferia propicias al desarrollo de estas capacidades.
Palabras clave:
- capacidades dinámicas,
- exploración,
- innovación,
- redes Sociales
Download the article in PDF to read it.
Download
Appendices
Notes biographiques
Fanny Simon est Titulaire d'un MBA et d'un doctorat en Sciences de Gestion. Elle est Maître de conférences à l'IAE de l'Université de Caen Basse-Normandie. Rattachée au laboratoire NIMEC, ses recherches portent sur l'innovation et les réseaux sociaux. Elle enseigne la gestion de l'innovation, le management stratégique et la gestion de projet.
Albéric Tellier est Docteur en sciences de gestion et Professeur à l’Université de Caen Basse-Normandie. Il enseigne la stratégie et la gestion de l’innovation dans différents Masters. Au sein du centre de recherche NIMEC, il développe des travaux sur les situations de compétition technologique, les stratégies collectives et les réseaux d’innovation.
Bibliographie
- Altintas G. (2012), « Les Capacités Dynamiques : une nouvelle perspective de recherche pour le Management Stratégique ? », 21ème Conférence Internationale de Management Stratégique, AIMS, Lille, 4-6 juin.
- Ambrosini V.; Bowman C. (2009), “What are dynamic capabilities and are they a useful construct in strategic management”, International Journal of Management Reviews, vol. 11, n°1, p. 9-49.
- Blyler M.; Coff R.W. (2003), “Dynamic capabilities, social capital, and rent appropriation : Ties that split…”, Strategic Management Journal, vol. 24, n°7, p. 677-686.
- Bonner J.M.; Walker O.C. (2004), “Selecting influential business-to-business customers in new product development : relational embeddedness and knowledge heterogeneity considerations”, Journal of Product Innovation Management, vol. 21, n°3, p. 155-169.
- Bouty I. (2000), “Interpersonal and interaction influences on informal resource exchanges between R&D researchers across organizational boundaries”, Academy of Management Journal, vol. 43, n°1, p. 50-65.
- Brass, D. J.; Burkhardt, M. E. (1993), “Potential power and power use : An investigation of structure and behaviour”, Academy of Management Journal, vol. 36, n°3, p. 441-470.
- Burt R. (1992), Structural holes. The social structure of competition, Cambridge, Harvard University Press, 324 p.
- Cattani G.; Ferriani S. (2008), “A core/periphery perspective on individual creative performance : social networks and cinematic achievements in the Hollywood film industry”, Organization Science, vol. 19, n°6, p. 824-844.
- Chollet B. (2006), « Qu’est-ce qu’un bon réseau personnel ? Le cas de l’ingénieur R&D », Revue française de gestion, n°163, p. 107-125.
- Cohen W.M.; Levinthal D.A. (1990), “Absorptive capacity : a new perspective on learning and innovation”, Administrative Science Quarterly, vol. 35, n°1, p. 128-152.
- Coleman J. (1988), “Social capital in the creation of human capital”, American Journal of Sociology, vol. 94, p. 95-120.
- Cross R.; Cummings J. (2004), “Tie and Network Correlates of Individual Performance in Knowledge-Intensive Work” Academy of Management Journal, vol. 47, n°6, p. 928-937.
- Cross R.; Parker A.; Prusak L.; Borgatti S.P. (2001), “Knowing what we know : supporting knowledge creation and sharing in social networks”, Organizational Dynamics, vol. 30, n°2, p. 100-120.
- Danneels, E (2002), “The Dynamics of Product Innovation and Firm Competences”, Strategic Management Journal, vol. 23, n°12, p. 1095-1121.
- Dyer J.; Hatch N.W. (2006), “Relation-specific capabilities and barriers to knowledge transfers : creating advantage through network relationships”, Strategic Management Journal, vol. 27, n°8, p. 701-719.
- Eisenhardt K.M.; Martin J.A., (2000), “Dynamic capabilities : what are they ?”, Strategic Management Journal, vol. 21, n°10/11, p. 105-121.
- Ferriani S; Cattani G.; Baden-Fuller C. (2009), “The relational antecedents of project-entrepreneurship : network centrality, team composition and project performance”, Research Policy, vol. 38, n°10, p. 1545-1558.
- Fleming L.; Mingo S.; Chen D. (2007), “Collaborative Brokerage, Generative Creativity, and Creative Success”, Administrative Science Quarterly, vol. 52, p. 443-475.
- Gilsing V.; Nooteboom B. (2006), “Exploration and exploitation in innovation systems : The case of pharmaceutical biotechnology” Research Policy, vol. 35, p. 1-23.
- Grant R. (1991), “The resource-based theory of competitive advantage : implications for strategy formulation”, California Management Review, vol. 33, n°3, p. 114-133.
- Gupta A.K.; Smith, K.G.; Shalley, C. (2006), “The interplay between exploration and exploitation”, Academy of Management Journal, vol. 49, p. 693-706.
- Hansen M. (1999), “The search-transfer problem : the role of weak ties in sharing knowledge across organization subunits”, Administrative Science Quarterly, vol. 44, p. 82-111.
- Hill C.W.L.; Rothaermel F.T. (2003), “The performance of incumbent firms in the face of radical technological innovation”, Academy of Management Review, vol. 28, n°2, p. 257-274.
- Jacquier-Roux V.; Paraponaris C. (2011), « L’objectif de l’internationalisation de la R&D des firmes : de la circulation au partage de connaissances tacites situées », Management International, vol.16, n°1, p. 75-83.
- Kadushin C. (1968), “Power, influence and social circles : a new methodology for studying opinion makers”, American Sociological Review, vol. 33, n°5, p. 685-699.
- Katkalo V.; Pitelis K.; Teece D., (2010), “Introduction : on the nature and scope of dynamic capabilities”, Industrial and Corporate Change, vol. 19, n° 4, p. 1175-1186.
- Kijkuit B.; Van den Ende J. (2007), “The organizational life of an idea : integrating social network, creativity and decision-making perspectives”, Journal of Management Studies, vol. 44, n°6, p. 863-882.
- Kijkuit B.; Van den Ende J. (2010), “With a little help from our colleagues : a longitudinal study of social networks for innovation”, Organization Studies, vol. 31, n°4, p. 451-479.
- Knoke D.; Kuklinski J.H. (1982), Network Analysis, Beverly Hills, Beverly Hills, Sage Publications.
- Lazega E. (2007), Réseaux sociaux et structures relationnelles, 2ème édition, Paris, Presses Universitaires de France, Coll. « Que sais-je ? », n°3399, 127 p.
- Leifer R.; Colarelli O’Connor G.; Rice M. (2001), “Implementing radical innovation in mature firms : The role of hubs”, Academy of Management Executive, vol. 15, n°3, p. 102-113.
- Marsden P.; Campbell K. (1984), “Measuring Tie Strength”, Social Forces, n°63, p. 482-501.
- Obstfeld D. (2005), “Social networks, the tertius iungens orientation, and involvement in innovation”, Administrative Science Quarterly, vol. 50, p. 100-130.
- Perry-Smith J. (2006), “Social yet creative : the role of social relationships in facilitating individual creativity”, Academy of Management Journal, vol. 49, n°1, p. 85-101.
- Powell W.W.; Koput K.W.; Smith-Doerr L. (1996), “Interorganizational Collaboration and the Locus of Innovation : Networks of Learning in Biotechnology”, Administrative Science Quaterly, vol. 41, n°1, p. 116-145.
- Reagans R.; McEvily B. (2003), “Network structure and knowledge transfer : the effects of cohesion and range”, Administrative Science Quarterly, vol. 48, p. 240-267.
- Reid S.E.; Brentani U. (2004), “The fuzzy front end of new product development for discontinuous innovation : a theoretical model”, Journal of product innovation management, vol. 21, n°3, p. 170-184.
- Rothaermel F.T.; Hess A.M. (2007), “Building dynamic capabilities : innovation driven by individual-, firm-, and network-level Effects”, Organization Science, vol. 18, n°6, p. 898-921.
- Salvato C., (2009), “Capabilities unveiled : the role of ordinary activities in the evolution of product development processes”, Organization Science, vol. 20, n°2, p. 384-409.
- Schreyögg G.; Kliesch-Eberl M. (2007), “How dynamic can organizational capabilities be ? Towards a dual-process model of capability dynamization”, Strategic Management Journal, vol. 28, p. 913-933.
- Sidhu J. S.; Volberda H. W.; Commandeur, H. R. (2004), “Exploring exploration orientation and its determinants : some empirical evidence”, Journal of Management Studies, vol. 41, n°6, p. 913-932.
- Stevenson W. B.; Greenberg D. (2000), “Agency and social networks : Strategies of action in a social structure of position, opposition, and opportunity”, Administrative Science Quarterly, vol. 45, n°4, p. 651-678.
- Teece D.; Pisano G.; Shuen A. (1997), “Dynamic capabilities and strategic management”, Strategic Management Journal, vol. 18, n°7, p. 509-533.
- Tushman M.L.; Katz R. (1980), “External Communication and Project Performance : An investigation into the Role of Gatekeepers”, Management Science, vol. 26, n°11, p. 1071-1085.
- Van de Ven A. (1986), “Central problems in the management of innovation”, Management Science, vol. 32, n°5, p. 590-607.
- Verona G.; Ravasi D. (2003), “Unbundling dynamic capabilities : an exploratory study of continuous product innovation”, Industrial and Corporate Change, vol. 12, n°3, p. 577-606.
- Wasserman S.; Faust K. (1994), Social Network Analysis Methods and Applications, Cambridge, Cambridge University Press, 857 p.
- Zaheer A.; Bell G.G. (2005), “Benefiting from network position : firm capabilities, structural holes, and performance”, Strategic Management Journal, vol. 26, n°9, p. 809-825.
- Zaheer A.; Soda G. (2009), “Network evolution : the origins of structural holes”, Administrative Science Quarterly, vol. 54, p. 1-31.
Appendices
Biographical notes
Fanny Simon holds an MBA and a Phd in management. She is an Assistant Professor at the University of Caen. Her research, carried out in the NIMEC laboratory investigates the emergence of innovation and the influence of individual’s social network. She teaches innovation management, strategic management and project management.
Albéric Tellier holds a Phd in management and is a Professor at the University of Caen. He teaches strategic management and innovation management in Master degree programs. His research, carried out in the NIMEC laboratory deals with technological competitions, collective strategies and innovation networks.
Appendices
Notas biograficas
Fanny Simon es Titular de una Maestría en Gerencia y Administración y de un doctorado en Ciencias de Gestión. Es Profesora Adjunta en el IAE de la Universidad de Caen, Baja-Normandía. Vinculada al laboratorio NIMEC, sus investigaciones se refieren a la innovación y las redes sociales. Enseña la gestión de la innovación, la gestión estratégica de empresas y la gestión de proyectos.
Albéric Tellier es Doctor en ciencias de gestión y Profesor en la Universidad de Caen, Baja- Normandía. Enseña la estrategia y la gestión de la innovación en diferentes Másteres. En el seno del centro de investigación NIMEC, desarrolla trabajos sobre las situaciones de competición tecnológica, las estrategias colectivas y las redes de innovación.