Portail d'archives ouvertes de Grenoble École de Management
Not a member yet
1408 research outputs found
Sort by
Developing strategic business models and competitive advantage in the digital sector
No full textInternational audienceDeveloping Strategic Business Models and Competitive Advantage in the Digital Sector focuses on the application of preemptive planning in the media and entertainment industries to combat an increasingly uncertain future of innovation and competition. With research-based examples and analysis, this book is an essential reference source for academicians, researchers, and professionals interested in learning more about the impact of technology on industry success, including the changes and challenges created by the Internet and electronic media
Les nouvelles monnaies numériques : au-delà de la dématérialisation de la monnaie et de la contestation des banques
No full textNew digital moneys are spreading. Mobil moneys and other cyber moneys merge everywhere in the world and arouse an unexperienced interest. In the early 2000s, there were no more academic controversies, but with new monetary instruments new questions and analyses come to the fore. The hierarchical banking system is facing this new phenomena and the payment system that we are used to is at stake. Moreover, new agents and new digital moneys challenge the common view of money in an attempt to emancipate from monetary and banking institutions. It is necessary to resort to monetary theory in order to clarify the nature of new instruments: are they money, do they represent a new form of money or is the plurality of money at stake ?.Les nouvelles monnaies numériques se multiplient. Monnaies électroniques, mobiles et autres monnaies virtuelles apparaissent partout dans le monde et suscitent un attrait encore inédit jusque-là. Or, si le débat économique semblait clos sur la question au début des années 2000, les nouveaux supports monétaires réactivent interrogations et analyses, les problématiques de fond restant la question de la dématérialisation et la position face aux monnaies privées. Le système bancaire hiérarchisé subit directement l’impact de ce phénomène et le système de paiement que nous connaissons est remis en cause. Au-delà des aspects factuels, les nouveaux acteurs et les nouvelles monnaies numériques contestent la vision contemporaine de la monnaie puisqu’ils tendent à s’affranchir des institutions monétaires et bancaires. La mobilisation de la théorie monétaire s’avère alors inévitable car il devient nécessaire de clarifier la question de savoir en quoi les nouveaux supports monétaires sont ou non de la monnaie, voire une nouvelle forme de monnaie
Le cas des services : recueil d'études de cas en management et marketing des services
No full textInternational audienceComment appréhender les grands enjeux du marketing et du management des services aujourd'hui ? Cet ouvrage présente des études de cas volontairement variées, tant dans les contextes sectoriels que dans les défis stratégiques à relever. Dix entreprises sont étudiées, PME ou multinationales, évoluant dans un environnement de service public ou bien rencontrant une forte concurrence. Chaque situation engage une réflexion pratique et permet de tirer des leçons générales qui intéresseront toutes les entreprises orientées client. Trois parties structurent l'ouvrage : - le service comme avantage concurrentiel ; - servuction, qualité de service et gestion des ressources humaines ; - marketing des services, défis et perspectives pour les organisations hybrides. La complémentarité des auteurs offre un panorama des grandes questions posées par le développement spectaculaire des activités de service. Les cas pédagogiques présentés sont des cas réels d'entreprises. Chaque cas comporte un énoncé, des annexes et un corrigé détaillé. L'idée de cet ouvrage est issue du séminaire organisé par la FNEGE autour de "De la monographie de recherche à l'étude de cas : une seconde vie pour vos publications" en mars 2012 animée par Madeleine BESSON.Ont contribué à cet ouvrage : Marianne ABRAMOVICI, Sarah ALVES, Brigitte AURIACOMBE, Laurence BANCEL-CHARENSOL, Madeleine BESSON, Audrey BONNEMAIZON, Sandrine CADENAT, Emmanuel DE LA BURGADE, Christophe FOURNIER, Gabriel GUALLINO, Lyvie GUÉRET-TALON, Rémi GUERS, Catherine LANDE, Julie LEROY, Catherine MAMAN, Catherine RAVIX, Elen RIOT, Arnaud RIVIÈRE, Lionel SITZ, Jean-Baptiste SUQUET, Ludivine VIVIER
Entreprendre dans la diversité, oui ... mais de quelle diversité parle-t-on ?
No full textInternational audienc
When strategies collide : the impact of financialization on the development of innovative capabilities
No full textInternational audienceA leading supplier of networking equipment since 1986, Cisco Systems is emblematic of the form of business organization that develops new innovative capabilities largely through acquisition and development (A&D) rather than R&D. As the company seeks to transform itself from being a hardware to a software vendor, however, organic revenue growth has proven elusive, suggesting that over-reliance on the A&D framework is not without long-term risks for firms whose long-term prosperity depends on their ability to develop innovative capabilities. A three-decade long study of Cisco's development details key sectors where the company's growth has disappointed - notably, optical networking and mobile backhaul - as well as those sectors, such as routing and switching, where the company maintains the dominance built up during its early years. The same company can thus prove spectacularly successful developing the dynamic capabilities that generate competitive advantage in certain areas and surprisingly poor at doing so in others sectors. To examine the process of decision-making in relation to productive resources within a firm such as Cisco, we detail decisions taken over time to address new markets and delve into the potential for conflict between different corporate priorities. This case study poses interesting questions about the growth of the ‘Penrosian' firm in a financialized 21st century? Can a high-tech firm address such significant technological transformations as those faced by Cisco with a board whose priority is to create shareholder value? Does this have an impact on the ability of the firm to make the significant investments required to engage in collective learning and build the necessary dynamic capabilities
Me? A politician! A study of the power dynamics in the coaching space
No full textInternational audienceRather than portraying the coaching space as developmental, increasing researchers have described it as a space for conformation, a practice for renewed forms of discipline. Using the critical incident method, this paper explores the nature of the coaching space. Our analysis of 20 semi-structured interviews of coaches confronted to tricky situations highlights the critical issue of the management of power dynamics in a coaching intervention, inviting coaches to embrace the political dimension of their practice
Commoning and common information systems for social equity and ecological sustainability
No full textEcological sustainability and social equity are among the United Nations' Millennium Development. Goals - but, unfortunately, as the years pass, they are still far from being reached. But concern about these issues has made its way to industry and the IS community. IS play a central ro le in companies as they are cross - functional and have a strategic role in our current information society. We argue that it is our responsibility, as IS scholars, to dedicate some of our research efforts toward environmental sustainability and to social eq uity, and that our teaching, our journals and our associations should also address these two objectives. This article proposes Commoning and Common Information Systems as a possible tentative to facilitate the inclusion of both ecological sustainability an d social equity concerns within the IS discipline. We advance this new concept of Common Information Systems, which are IS where (1) the surrounding society is considered a human community, (2) the material and energy input into the IS are seen as common g oods, and the material and energy leaving the IS are viewed as common bads, (3) commoning (i.e. sharing) information output is preferre
Private environmental governance through cross-sector partnerships: Tensions between competition and effectiveness
No full textWe analyze the suitability of cross-sector partnerships as an effective mechanism for private environmental governance. By focusing on the interaction between firms within cross-sector partnerships, we analyze how competition between firms affects partnership effectiveness. Marrying insights from the private governance literature with institutional theory and the resource-based view, we identify under which conditions firm-level competition for legitimacy and capabilities, respectively, undermines or enhances effectiveness of cross-sector partnerships to address environmental issues. In doing so, our argument develops the various factors that moderate the relationship between competition and effectiveness for different types of partnerships. We contend that the effectiveness of cross-sector partnerships for governing global environmental issues depends considerably on whether competitive forces at the firm level are aligned with the collective benefits of partnerships. We discuss the consequences for designing effective cross-sector partnerships as well as the implications of a firm perspective on private governance
Suffit-il d'être orienté client ? L'utilisation éthique des principes d'influence sociale dans la vente
No full textInternational audienceOver the last 30 years, customer orientation has been the dominant paradigm for sellers who want to build long- term relationships with customers (Saxe and Weitz, 1982). On the other hand, social influence techniques (seller’s sympathy, gifts which induce reciprocity, etc.) is suspected of being non ethical and not compatible with building an enduring relationship (Cialdini, 2009). However, this research shows that (1) being customer oriented and using si-multaneously social influence techniques is more effective for closing short term transactions; (2) social influence does not hurt relationship quality when used together with customer orientation.Depuis près de 30 ans, l’orientation client constitue le paradigme dominant des vendeurs qui veulent construire une relation à long terme avec leurs clients (Saxe et Weitz, 1982). A l’opposé, les techniques d’influence sociale (la sympathie du vendeur, le cadeau qui suscite la réciprocité, etc.) sont suspectées d’être non éthiques et incompatibles avec la construction d’une relation durable (Cialdini, 2009). Toutefois, cette recherche montre que (1) un vendeur qui combine orientation client et influence sociale conclut plus rapidement les transactions qu’un vendeur qui se limite à l’orientation client ; (2) l’influence sociale ne nuit pas à la quali-té de la relation lorsqu’elle est utilisée conjointement à l’orientation client
Faire son deuil, susciter de la joie : un processus de partage social d'émotions positives - Les leçons de l'intégration de personnes handicapées en matière de cohésion d'équipe
No full textFNEGE 3International audienceIn the last two decades, research into management techniques, more specifically, into team management has looked at team cohesion and the positive emotions which reinforce such cohesion, in particular the emotion of joy. Research has made considerable use of the concept of emotional intelligence: if a team leader has this quality, he or she is supposed to be able to govern the atmosphere reigning in his or her team through a process of emotional contagion. This approach can stimulate the group psychology by taking into account the process of emotional contagion which underpins any group dynamic. But we can also take into account the other dimension of the social sharing of emotions: reevaluation of representations. And then we can wonder about the initiator of such a sharing. From our reading, we learn that people who have got over previous, or idealized, situations, are better able to radiate positive emotions through both the cognitive channel and the usual contagion channel. We build up a model of the social sharing of emotions by which, through getting over the past, team players are able to trigger joy amongst the members of a team. We select the case of the integration of handicapped people because they prove that, if a person has come to terms with the past and with his situation, he or she is indeed able to radiate joy. We draw up a content analysis based on experiences reported by the Agefiph. The model is illustrated and a discussion of the information gathered make it possible to highlight the potential of those individuals who have managed to get over the past in terms of positive emotional contagion and team cohesion.La recherche en gestion et, précisément, en management d’équipe s’intéresse depuis deux décennies à la cohésion d’équipe et aux émotions positives qui la renforcent, notamment la joie. Elle mobilise le concept d’intelligence émotionnelle : cette qualité est censée permettre au leader de réguler, par contagion émotionnelle, l’ambiance de son équipe. Cette approche renouvelle la psychosociologie en prenant en compte le processus de contagion émotionnelle qui sous-tend la dynamique de groupe. Mais on peut prendre en compte aussi l’autre dimension du partage social des émotions, à savoir la réévaluation des représentations. Resterait à préciser qui peut initier un tel partage. La littérature conduit à retenir les personnes ayant fait leur deuil de situations passées ou idéalisées : elles présentent l’exemple de la lucidité dont les autres peuvent s’inspirer pour réévaluer leurs représentations, tout en diffusant de la joie par simple contagion. Nous bâtissons un modèle du partage social des émotions par lequel faire son deuil suscite de la joie chez les membres de l’équipe. Nous retenons le cas de l’intégration de personnes handicapées car il révèle l’importance du deuil pour diffuser de la joie. Nous faisons une analyse de contenu de la base de retours d’expérience établie et mise à notre disposition par l’Agefiph. Nous avons conforté notre modèle et une analyse secondaire des données nous a permis de mettre en évidence le potentiel des personnes ayant fait leur deuil en matière de contagion émotionnelle positive et de cohésion d’équipe