Portail d'archives ouvertes de Grenoble École de Management
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Génération de données numériques – Evolution dans le temps
No full textCe rapport est le résultat d'un projet de recherche co-financé par Grenoble École de Management et la Région Rhône-Alpes. Cette étude a été menée dans le but de comprendre comment les technologies de l'information et de la communication(TIC) offrent de nouvelles opportunités aux entreprises, en se concentrant particulièrement sur le rôle joué par ces solutions dans le traitement et l'utilisation des données numériques. Les données numériques sont au centre de ce projet, en raison des opportunités qu'elles peuvent apporter aux entreprises: elles se sont transformées en un torrent inondant tous les secteurs de l'économie mondiale. Dans un tel contexte, les entreprises peuvent se retrouver avec un volume important de données transactionnelles à gérer, la capture de milliards d'octets d'informations concernant leurs clients, leurs fournisseurs et leurs opérations. Des millions de capteurs sont intégrés au monde physique dans des appareils comme les téléphones portables, les compteurs intelligents, les voitures et les machines industrielles qui captent, créent et transmettent des données dans l'ère du «numérique». Par conséquent, il est nécessaire de comprendre si les entreprises sont prêtes à créer de la valeur à partir de ces données numériques et à décrypter quelles sont les conditions qui y sont les plus favorables
Projet ANR KINETIC (2012-2015)
No full textInnovate under constraint: a study of the trajectory of innovation projectsWe study project teams, and aim at finding what drive their capacity to develop radical innovation in conditions of extremely tight resources and time. We combine real-world data from big companies (case studies) with data collected from quasi-experiment designs.Improve our understanding of how project teams develop radical innovations under time and resources pressureInnovation is crucial to both national and firm-level competitiveness. Prior research shows that any innovation team faces contradictory forces: “centrifugal” forces (those that drive the team to constantly search for new ideas and knowledge, at the risk of drifting and losing touch with the constraints and goals of the project) and “centripetal” forces (those that create cohesion and shared vision within the team, at the risk of fall short in terms of generating new ideas). The objective of the KINETIC project is to identify the leadership and organizational arrangements that facilitate such a balance and thereby permit radical innovation under time constraint.Combining the observation of “real-world” projects in companies (case studies, qualitative) with the analysis of projects in a controlled environment (quasi-experiment design, quantitative)• In-depth case studies of innovation projects in 2 big consumer-goods companies and 2 medium-size consulting companies. Qualitative analysis. Particular attention is paid to the « trajectories » of these projects (changes in objectives, team recompositions, identification of new sources of information, etc.)• Quasi-experiment design emulating real new product development projects with about 800 students located in 4 universities. Quantitative analysis (in particular social network analysis). We analyze more particularly interpersonal relationships (communication, trust, share cognition, conflicts, etc.), how they evolve over time and how they impact performance
Comment intégrer les réseaux sociaux dans sa stratégie d'entreprise ?
No full textNational audienceDepuis une trentaine d'années, la notion de réseau et son utilisation dans la stratégie des organisations a considérablement changé. La notion de réseau a utilisé dans un premier temps le réseau comme source massive de la demande. Ainsi, Amazon ou Google ont exploité le réseau d'individus comme moyen de développer leur capacité sur une masse d'individus. Dans un second temps, le réseau a été utilisé comme vecteur d'information massive et agrégée. Dans le cadre de Tripadvisor par exemple, la valeur ajoutée vient des avis des utilisateurs qui commentent des lieux (restaurants, hôtels, etc.). À cette période, les individus ont donc commencé à avoir de l'influence en ayant la possibilité de créer du buzz négatif ou positif. Dans ces deux cadres, c'est bien sur l'individu que se fonde la valeur ajoutée dans le réseau (sa demande, sa contribution). Dans une seconde étape, la valeur n'est plus issue de la masse agrégée mais de la capacité des individus d'interagir en réseau. Dès lors, dans le modèle Facebook ce sont les possibilités d'interaction au sein d'un réseau privé qui sont valorisées. Dans le modèle Uber ou Airbnb, ce sont les interactions physiques générées par une mise en réseau initiale de la foule d'offreurs et de demandeurs (à laquelle s'ajoute les systèmes d'information massive et agrégée tels que chez Tripadvisor) qui génère une rencontre entre offre et demande massive. Le partage d'informations et la mise en relation sont facilités par l'évolution des technologies qui, en 30 ans, a simplifié l'utilisation des réseaux..
Measure social metrics with Sodatech : a monitoring and analysis platform of Big Data
No full textInternational audienceSocial Network Services (SNS) nowadays require marketing research study using Big Data tools. In this paper we present Sodatech platform: a monitoring and analysis tool of big data to help researchers and SNS community managers to measure effectiveness of social media marketing activities. Sodatech platform provides three functions: collect massive data from social network; analyze marketing metrics with big data tools; display intuitive data in a dynamic and interactive interface
Financial institution network and the certification value of bank loans
No full textInternational audienceSocial networks and reputation are believed to play important roles in mitigating informational frictions related to financial intermediation, in particular bank lending. We investigate the effect of the network and reputation of financial institutions on the certification value of bank loans using data on syndicated loans to European companies. We find that the presence of more central and reputable leaders in a syndicate substantially increases the stock market's reaction to loan announcements. This certification value is reinforced when informational frictions are more important, but vanishes in case of severe disruptions in the functioning of financial markets, such as during the financial crisis of 2008
Delaying the introduction of emissions trading systems—Implications for power plant investment and operation from a multi-stage decision model
No full textInternational audienceRelying on real options theory, we employ a multistage decision model to analyze the effect of delaying the introduction of emission trading systems (ETS) on power plant investments in carbon capture and storage (CCS) retrofits, on plant operation, and on carbon dioxide (CO2) abatement.Unlike previous studies, we assume that the investment decision is made before the ETS is in place, and we allow CCS operating flexibility for new power plant investments. Thus, the plant may be run in CCS-off mode if carbon prices are low. We employ Monte Carlo simulation methods to account for uncertainties in the prices of CO2 certificates, other inputs, and output prices, relying on a realistic parameterization for a supercritical pulverized coal plant in China. We find that CCS operating flexibility lowers the critical carbon price needed to support CCS investment because it renders CCS investment less irreversible. For a low carbon price path, operating flexibility also implies that delaying the introduction of an ETS hardly affects plant CO2 abatement since the plant operator is better off purchasing emission certificates rather than operating the plant in CCS mode. Interestingly, for low carbon prices we find a U-shaped relation between the length of the delay and the economic value of the plant. Thus, delaying the introduction of an ETS may make investors worse off
The evolution of value chains and inter-organizational networks in a global economy
No full textInternational audienceFirms operate in more and more complex, dynamic, less predictable environments. They organize themselves in a globalized economy, which has become increasingly based on global value chains. At the same time, in order to be more competitive and efficient, more export-oriented and better able to enter into global markets, these companies steady intervene on several local, regional and global production networks. Consequently, value chains are increasingly interwoven and implicated in established territorial business (localized and global) networks. Their impacts on local environments therefore directly imply their responsibility though they be global so that they be Responsible Global Value Chains (RGVCs) rather than just economic Global Value Chains. This paper then describes the GVC approach through the local and regional inter-organizational networks, form a macro-micro economic viewpoint. We will discuss the literature and provide a theoretical new reflection, few developed in the field of management which is more focused on territorial clusters and innovations, on localized forms networks and more generally on inter-organizational networks. Our framework allows to answer to this crucial question: how to combine GVC, inter-organizational networks and globalization issues in a coherent theoretical approach
Portait affectif de l'indépendant en travailleur
No full textNational audienceLe développement du travail indépendant va appeler de nouveaux processus organisants et communiquants pour accompagner cette évolution. En dessinant des portraits affectifs d'indépendants, nous essayons de capter les affects, enjeux et tensions avec et contre lesquels ces processus devraient s'inventer
Business Model Implementation: The Antecedents of Multi-Sidedness
No full textInternational audienceBusiness model research has long focused on external triggers, drivers, and enablers of business model adoption. What is less well known is how business models are adopted in practice. Using a conceptual framework developed by Baden-Fuller & Mangematin, we propose 16 ideal types of business models. Based on a qualitative comparative analysis of 77 businesses, we explore the antecedents of these business model types, paying particular attention to multi-sided models, which are growing in prominence, and require businesses to manage complexity and interdependencies. Surprisingly, our analyses reveal that tools developed to support business design, creativity or visualization were systematically absent from the operationalization of complex, multi-sided business models. The paper contributes to our understanding in three ways: (1) it reveals how businesses with complex, multi-sided models are crafted using heuristics rather than rational business model design tools, (2) it highlights consistent relationships between the practices employed during business creation/reconfiguration and the business models that are adopted, and (3) it opens fruitful research avenues to develop tools to support heuristics in business design and implementation