Portail d'archives ouvertes de Grenoble École de Management
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La co-construction des dispositifs d’intervention psychosociologique :un processus de coopération
No full textInternational audienceCooperation is envisaged, practiced and expressed according each individual’s psychological, real or imaginary issues. For a group to address its cooperational difficulties, the intervention of a third party may be necessary. As a clinical psychosociologist, my talk will present a practice of intervention enablingthe teams involved to co-construct their working environment. The initial session consists in getting participants to look at their individual and group experiences in workplace situations. Participants and psychosociologist then co-construct the working environment so as to deal with the problems raised. This experience triggers processes that are essential to cooperation. As a result, the practices, the way people put them into words, professional identities, intersubjective relationships, internal organisation and institutional culture are transformed over time.La co-construction des dispositifs d'intervention psychosociologique Un processus de coopération Résumé Coopérer se pense, se pratique et se parle au regard d'enjeux notamment psychiques, réels ou imaginaires propre à chacun. L'intervention d'un tiers peut être nécessaire pour que le groupe traite de ses difficultés de coopération. Psychosociologue clinicienne, ma communication témoigne d'une pratique d'intervention proposant aux équipes concernées la co-construction du cadre de travail propre à l'intervention. La première rencontre consiste alors à mobiliser les participants sur les vécus individuels et de groupe dans les situations de travail. Puis, participants et intervenante co-construisent le dispositif pour traiter les problématiques soulevées. Cette expérience déclenche des processus essentiels à la coopération. Les pratiques, leurs récits, les identités professionnelles, les liens intersubjectifs, l'organisation, les fonctionnements institutionnels s'en trouvent transformés au fil du temps
How high-tech entrepreneurs bricole the evolution of business process management for their activities
No full textInternational audiencePurpose: This paper focuses on how entrepreneurs anticipate and change their company's business process management after developing a radical innovation. The paper is based on a critical approach to business process modelling (BPM) that posits that—in spite of all the claims, guides, and tools that companies employ to help them modelise their processes—business processes are developed and improved (or at least changed) by individuals who negotiate, anticipate, and compromise to make these changes occur. Thus, BPM is more a matter of "bricolage" (Levi-Strauss) than an established and defined plan. Based on this position, our paper analyses how a business process model emerges in the early phases of a high tech new venture when the entrepreneur lacks a valid template to form a conceptual representation of the firm's business processes. Design/Methodology/Approach: We adopt a perspective based on the concept of bricolage. By analysing and comparing the discourse of 40 entrepreneurs—20 involved in an activity based on a radical innovation and 20 involved in an activity based on a more incremental concept—we are able to answer the two research questions
Le service, un avantage concurrentiel durable pour l'organisation
No full textInternational audienceRecueil d'études de cas en management et marketing des services : Cas n° 1 : Val Thorens - La relation client au coeur de la stratégie marketing d'une station de ski (Catherine Ravix, Gabriel Guallino). Cas n° 2 : L'Alpha Agence du Crédit Agricole - Les enjeux de la mise en place d'un dispositif de participation du client (Sandrine Cadenat, Audrey Bonnemaizon) Cas n° 3 : Dyneff - Aligner les comportements commerciaux avec la stratégie de relation client (Christophe Fournier
Evaluating team collaboration quality : the development and field application of Collaboration Maturity Model
No full textFNEGE 1, ABS 4International audienceThe quality of collaboration directly affects the quality of an organization’s outcomes and performance. Trends like globalization and increased product and service complexity have pushed organizations to become more and more reliant on collaboration in distributed, cross-disciplinary, cross-cultural, virtual teams. The present research is based on an applied science/engineering (AS/E) research paradigm to address an important class of unsolved problems—measuring the quality of collaboration within and across organizational boundaries. This paper presents a collaboration maturity model (Col-MM) to assess an organization’s team collaboration maturity as a first step toward a generalizable solution to that class of problems. The Col-MM is intended to be sufficiently generic to be applied to different organizational and team settings and usable by practitioners for conducting self-assessments. The Col-MM was developed during a series of focus group meetings with professionals (business unit managers). The model was then piloted and subsequently applied in a field study in an automotive company. This paper reports on the development and field application of the Col-MM. It contributes to the collaboration science literature, theory, and practice through a detailed AS/E study that develops a maturity model and a system for administering it that provides proof of value and effective use in the field
La méthode MAIN+ pour la digitalisation de la collaboration
No full textNational audienceMany aspects of society in general and business in particular are increasingly becoming digitalized (virtualized) as large numbers of processes that historically required participant collocation are now executed across time and space. This phenomenon of process virtualization is becoming increasingly important and scholars have begun study it in earnest from multiple perspectives. One critical aspect for businesses is digitalization (virtualization) of collaboration processes as virtual teams become more prevalent. This paper presents the concept of Process Virtualization Modeling (PVM) by presenting a Design Science approach for collaboration called Method to Analyze of INteractions Plus (MAIN+) that focuses on the practical aspects through which collaboration digitalization takes place and reports on a ten year study on collaboration process virtualization and tool selection. This PVM approach was iteratively developed, evaluated and refined based on results from a series of lab and field studies. The method facilitates virtual team selection of the most appropriate portfolio of information systems capabilities to allow them to effectively support key tasks both in collocated and distributed collaborative situations whatever the form of collaboration. The paper presents several useful artifacts that provide practical contributions for business and directions for future research.La dématérialisation touche aujourd'hui à de nombreux aspects de la vie quotidienne et de l'activité en entreprise. C'est le cas d'un grand nombre de processus qui nécessitaient la collocalisation des participants et sont maintenant exécutés à différents moments et à différents endroits. Ce phénomène de la dématérialisation (virtualisation ou encore " digitalisation ") de processus est de plus en plus important et les chercheurs commencent à en étudier les multiples aspects. Un de ces aspects, critique pour les entreprises, est la dématérialisation des processus collaboratifs étant donné que les équipes virtuelles deviennent de plus en plus fréquentes. Ce papier introduit la méthode MAIN+ (Method to Analyze of INteractions Plus) basée sur la science de conception ; une nouvelle approche de digitalisation de la collaboration permet la virtualisation des processus collaboratifs et l'aide à la sélection des outils en fonction des situations collaboratives. En effet, face à une explosion des technologies de la collaboration proposées et une disparité réelle dans leur usage, le choix des outils adéquats à chaque situation devient difficile pour les entreprises surtout dans une logique d'harmonisation des usages. Depuis une dizaine d'années, cette méthode a été développée, évaluée et affinée à l'aide d'une série d'expérimentations sur le terrain. Elle a le mérite d'apporter une vraie solution et une réelle valeur ajoutée pour les organisations dans la résolution de ce problème. L'article présente plusieurs artefacts utiles, qui fournissent des contributions pratiques, et les directions pour la recherche future
Pourquoi l’orientation client ne stimule pas nécessairement une gestion des réclamations efficace : le rôle négligé de l’orientation envers les réclamations.
No full textInternational audienceThis communication addresses how customer orientation can prevent defensive organizational behaviors towards complaints. We argue that prospect theory offers a relevant theoretical framework to address that question. When managers and employees view complaints nega-tively, they are likely to exhibit defensive behaviors towards complaints, which results in an ineffective complaint management. A study conducted with 137 complaint managers show that investments into complaint management do not yield returns if customer orientation does not result in a firm’s orientation toward complaints. Senior management as a critical to play in implementing a complaint orientation of corporate culture.Nous avons recours à la théorie des perspectives pour expliquer comment l’orientation client peut éviter les comportements organisationnels défensifs vis-à-vis des réclamations. Lorsque les managers et les employés ont une conception négative des réclamations, ils développent des comportements défensifs, et cela se traduit par un management inefficace des réclama-tions. Les résultats d’une étude menée auprès de 137 responsables marketing montrent que des efforts en termes de gestion des réclamations sont efficaces si l’orientation client se traduit par une orientation envers les réclamations. Le rôle des managers est important pour favoriser une orientation réclamation dans la culture organisationnelle
Pharmaceutical counsulting: a (very) strong value-added shift on the transformation of over-the-counter pharmaceuticals The multichannel offer of retail pharmacists
No full textVersion anglaise d'une tribune publiée dans le Cercle les Échos http://www.lesechos.fr/idees-debats/cercle/cercle-134081-la-mutation-du-modele-economique-officinal-levier-du-conseil-pharmaceutique-a-tres-forte-valeur-ajoutee-1129579.phpRetail pharmacist missions go further than simple distribution or administration of drugs: improving the health of patients by using the most appropriate pharmacotherapy, maximizing the contribution of pharmacists from the health care team, integrating care and pharmaceutical services in all health care areas and now/more recently contributing to form a government policy that integrates these healthcare models and payments into health care benefits.The Hospital Patient Territories bill ensures that retail pharmacists “contribute to primary care and participate in the cooperation between health professionals" and provide them with the “role of general pharmacist towards certain patients” (art.38). From simple advice to admitting someone in an emergency room, including basic primary care, the pharmacist uses his health care professional skills to serve the patient while referring to their GP. He can also suggest benefits designed to encourage the improvement or upholding of someone’s health. The transition from collective doctors to an individual doctor based on personal needs will accelerate the transformation of over-the-counter pharmaceuticals
Business Models and Modelling Business Models
No full textInternational audienceThe business model topic has generated a lot of discussion since the phrase first gained currency in academic articles the late 1990s (Zott, Amit & Massa, 2011). This growing attention culminated in the 2010 Long Range Planning Special Issue that brought the field’s leading scholars together to answer questions about what the business model was and what was its purpose. A key point that emerged was that a business model is more than a statement of how “value is created and captured”; it is a ‘model’ - and, like many other kinds of models - can appear in many guises and serve many purposes. These include being a ‘manipulable device’ that can be used to help academics or managers understand the linkages between value creation and value capture more clearly; as well as being an artefact that can be used to convey knowledge about a business and its status to others (see for instance, Morgan and Morrison, 1999; Teece, 2010, Baden-Fuller & Morgan, 2010)
Framing value management for creative projects: An expansive perspective.
No full textInternational audienceQuestions have been raised about the relevance of Value Management (VM) for creative projects. Such project embraces new fields of knowledge in terms of technologies, markets and business models. At the start of the project, the members do not know the value that would be finally delivered: the value is not determined ex-ante but it is designed during the project. Based on the analysis of a creative project regarding future electric vehicles at Renault, our VM framework considers three elements: (1) the value to be managed is the new knowledge and the concepts of new products/services, (2) the value of a creative project is managed by controlling the distance between the new knowledge/new concepts and the dominant design (i.e. main products and business model), (3) the value created is beneficial to both the project stakeholders and the actors of surrounding ecosystems
Continuité d'usage et appropriation de l'internet mobile : un essai de modélisation
No full textFNEGE 4International audienceWhile technology adoption models have been validated in many areas certain limitations have also been revealed. Appropriation concept, continuum that go beyond an “initial” adoption, was left uninvestigated. This study synthesizes literature on adoption, use continuance and appropriation and furthermore validates a continuance intention model of Internet mobile usage from a sample of individuals who have already appropriated the technology (n=270). We then examined the use continuance formation (attitudinal versus behavioral) via a “Use x Satisfaction” matrix. Our results demonstrate our model’s successful application to empirical data, with usefulness playing a predominant role in shaping the user’s continuance intention. Finally, we establish the primacy of satisfaction over usage to explain continuance intention. Further research is essential, particularly to establish a reliable and valid operationalization of the appropriation concept.Les modèles d’adoption d’une technologie bien qu’ayant été validés dans de nombreux domaines ont montré certaines limites. Ils passent en effet sous silence l’appropriation, par l’utilisateur, de la technologie de l’information, continuum permettant d’aller au-delà d’une adoption « initiale ». Notre recherche propose une synthèse de la littérature sur les modèles d’adoption et de continuité d’usage ainsi que sur le concept d’appropriation et valide un modèle d’intention de continuer l’usage de l’Internet mobile sur un échantillon d’individus s’étant approprié cette technologie (n = 270). Nous étudions ensuite les voies de formation de la continuité d’usage (attitudinale versus comportementale) via une matrice usage x satisfaction. Nos résultats démontrent une excellente adéquation de notre modèle à nos données empiriques, avec une prééminence du rôle de l’utilité dans la formation de l’intention de continuer l’usage. Nous établissons ensuite la primauté de la satisfaction sur l’usage pour expliquer la valence de la continuité d’usage. Des recherches complémentaires sont nécessaires notamment pour disposer d’une opérationnalisation fiable et valide du concept d’appropriation d’une technologie