Résumés
Résumé
Nous mobilisons le concept de routine afin de saisir la récurrence du processus de construction des capacités dynamiques. Nous adoptons une démarche d’étude de cas au sein d’un tour-opérateur. Notre méthode qualitative permet d’identifier deux capacités dynamiques : la première est liée à la diversification des activités et la deuxième est liée au développement du réseau commercial. Nos résultats soulignent l’importance des routines existantes et nouvelles dans la construction des capacités dynamiques. Ils montrent également que le processus de construction - qui est différent en fonction de la nature émergente ou délibérée de l’opportunité - résulte de la routinisation d’une expérimentation réussie.
Mots-clés :
- Capacités dynamiques,
- routines,
- construction,
- opportunité,
- expérimentation
Abstract
We mobilize the concept of routine to capture the recurrence of the building process of dynamic capabilities. We take a case study approach within a tour operator. Our qualitative method allows identifying two dynamic capabilities: the first one is related to the diversification of activities and the second is related to the development of the commercial network. Our results underline the importance of existing and new routines in building dynamic capabilities. They also show that the building process - which is different according to the emergent or deliberate nature of the opportunity - results from the routinization of successful experimentation.
Keywords:
- Dynamic capabilities,
- routines,
- building,
- opportunity,
- experimentation
Resumen
Recurrimos al concepto de rutina con el fin de comprender la repetición del proceso de construcción de las capacidades dinámicas. Adoptamos una perspectiva de estudio de caso dentro de un turoperador. Nuestro método cualitativo permite identificar dos capacidades dinámicas: la primera está relacionada con la diversificación de las actividades y la segunda guarda relación con el desarrollo de la red comercial. Nuestros resultados ponen de manifiesto la importancia de las rutinas existentes y nuevas en la construcción de las capacidades dinámicas. También muestran que el proceso de construcción - que es distinto en función de la naturaleza emergente o deliberada de la oportunidad - es consecuencia de la rutinización de una experimentación exitosa.
Palabras clave:
- Capacidades dinámicas,
- rutinas,
- construcción,
- oportunidad,
- experimentación
Parties annexes
Bibliographie
- Abell P., Felin T., Foss N. (2008). « Building Micro-foundations for the Routines, Capabilities, and Performance Links », Managerial and Decision Economics, 29 : 489–502.
- Adner R.; Helfat C.E (2003). “Corporate Effects and Dynamic Managerial Capabilities.” Strategic Management Journal 24(10) : 1011-1025.
- Altintas G. (2015) « Les facteurs explicatifs de la modification récurrente des ressources et compétences : le cas de la capacité dynamique d’acquisition d’entreprise », Management & Avenir, n°80, p 69-93.
- Amit, R.; P. J. H. Schoemaker (1993). “Strategic Assets and Organizational Rent.” Strategic Management Journal 14(1) : 33-46.
- Barreto, I. (2010). Dynamic capabilities : A review of past research and an agenda for the future. Journal of management36(1) : 256-280.
- Ben-Oz, Ch.; Greve, H. R. (2012). « Short- and Long-Term Performance Feedback and Absorptive Capacity », Journal of Management online, first published on November 2012.
- Bocquet R., Mothe C., (2015), « Le rôle de la gouvernance des clusters dans les capacités dynamiques d’absorption des PME », Management International, 19(2), 172-188.
- Boje, D.M (2001). Narrative Methods for Organizational & Communication Research. Thousands Oaks : Sage.
- Collis, D. J. (1994). ‘Research Note : How Valuable Are Organizational Capabilities ?’ Strategic Management Journal 15 : 143–152.
- Creswell, J.W. (2007). Qualitative inquiry research design : Choosing among five approaches. Thousand Oaks : Sage.
- Cyert R.M., March J.G. (1963). A behavioral theory of the firm, Englewood Cliffs, NJ : Prentice-Hall.
- Danneels, E. (2008). “Organizational Antecedents of Second-Order Competences.” Strategic Management Journal 29(5) : 519-543.
- Dosi, G., Nelson, R.R., & Winter, S.G. (2000). The nature and dynamics of organizational capabilities. New York : Oxford University Press.
- Easterby-Smith M., Lyles M. A.; Peteraf M. A. (2009). “Dynamic Capabilities : Current Debates and Future Directions.” British Journal of Management 20 : S1-S8.
- Eisenhardt, K. M.; J. A. Martin (2000). “Dynamic Capabilities : What Are They ?” Strategic Management Journal 21(10/11) : 1105-1121.
- Felin T., Foss N., Heimeriks K.H, Madsen L.T. (2012), “Microfoundation of Routines and Capabilities : Individuals, processes and structure”, Journal of Management Studies, 49(8) : 1351-1374.
- Helfat, C.E (2007). “Dynamic Capabilities : Foundations”, in Helfat, C.E et al. in Dynamic capabilities : understanding strategic change in organizations, p : 1-18, Blackwell Publishing.
- Helfat, C. E., Peteraf, A. (2003). “The dynamic resource-based view : Capability lifecycles”, Strategic management journal, 24(10), 997-1010.
- Helfat, C.E; Winter S. (2011). “Untangling dynamic and operational capabilities : strategy for the (n)ever changing world”, Strategic Management Journal, 32, 1243-1250.
- Helfat, C. E., Martin J.A. (2015). “Dynamic managerial capabilities : review and assessment of managerial impact on strategic change”, Journal of Management, 41(5) : 1281-1312.
- Huber, P. (1991). “Organizational Learning : The Contributing Processes and the Literatures.” Organization Science 2(1) : 88-115.
- Kale P.; Singh H. (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 A. A.; Tucci C.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, A. (1999). “Strategies for Theorizing from Process Data.” The Academy of Management Review 24(4) : 691-710.
- Levinthal, D. A.; J. G. March (1993). “The Myopia of Learning.” Strategic Management Journal 14 : 95-112.
- Levitt B.; March J.G (1988). Organizational Learning. Annual Review of Sociology 14 : 319-340.
- Macher, J. T., D. C. Mowery (2009). “Measuring Dynamic Capabilities : Practices and Performance in Semiconductor Manufacturing.” British Journal of Management 20 : S41-S62.
- Miles, M.B. Huberman, A.M (1994), Qualitative data analysis. 2e éd. Thousand Oaks : Sage
- Narayanan, V. K.; Colwell, K.; Douglas, F 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.
- Pablo A.L., Reay T., Dewald J.R., Casebeer A.L. (2007), “Identifying, enabling and managing dynamic capabilities in the public sector”, Journal of Management Studies, 44(5) : 687-708.
- Parmigiani A., Howard-Grenwille J (2011), “Routines revisited : Exploring the capabilities and practices perspective”, The Academy of Management Annals, 5(1) : 413-453.
- Peng D.X., Schroeder R.G., Shah R. (2008), “Linking routines to operations capabilities : A new perspective”, Journal of Operations Managament, 26 : 730-748.
- Pentland, B. T. (1999). “Building Process Theory with Narrative : From Description to Explanation.” The Academy of Management Review 24(4) : 711-724.
- Prahalad C.K., Hamel G. (1990), “The core competence of corporation”, Harvard Business Review, 90(3), p.79-91.
- Singh H., Dyer J., Kale P. (2007). Relational Capabilities : Drivers and Implications, in Helfat, C.E and al. Dynamic capabilities : understanding strategic change in organizations, p : 65-80, Blackwell Publishing.
- Sirmon, D. G., Hitt M.A, Ireland R.D. (2007). “Managing firm resources in dynamic environments to create value : looking inside the black box”, Academy of Management Review 32(1) : 273-292.
- Teece, D. J., Pisano G., Shuen A. (1997). “Dynamic Capabilities and Strategic Management.” Strategic Management Journal 18(7) : 509-533.
- Teece, D. J. (2007). “Explicating dynamic capabilities : the nature and microfoundations of (sustainable) enterprise performance.” Strategic Management Journal 28(13) : 1319-1350.
- Wilhelm H., Schlömer M., Maurer I. (2015). “How Dynamic Capabilities affect the effectiveness and efficiency of operating routines under high and low levels of environmental dynamism”, British Journal of Management, 26 : 327-345.
- Winter, S. G. (2003). “Understanding Dynamic Capabilities.” Strategic Management Journal 24(10) : 991-995.
- Zahra, S. A., H. J. Sapienza, P. Davidsson. (2006). ‘Entrepreneurship and Dynamic Capabilities : A Review, Model and Research Agenda.’ Journal of Management Studies 43(4) : 917–955.
- Zollo, M.; S. G. Winter (2002). “Deliberate Learning and the Evolution of Dynamic Capabilities.” Organization Science 13(3) : 339-351.
- Zollo, M.; Singh H. (2004). “Deliberate Learning in corporate acquisitions : post-acquisition strategies and integration capability in U.S Bank mergers”, Strategic Management Journal, 25 : 1233-1256.