Vol. 18 - 3
From the editors. A note on the evolution of the french management scholarship, 1994-2014
Mustapha Belkhouja , Vincent Mangematin.
Pages : 194-204
This editorial note pictures the evolution of French management scholarship, 10 years after the takeoff of research at the international level. It analyses the decoupling between the consolidation of the industry with the French research in Management which is still emerging. It suggests that institutionalized patterns have been imported from international bodies. To explore this evolution, we analyze the international image of French scholarship as it is revealed on the Web of Science. We discuss the relative evolution of business schools and university departments in research and their relative performances in terms of scientific production (number of articles) and visibility (number of citations). Finally, we consider the effects of on-going strategies and the sustainability of imitation during the industry’s consolidation phase. We show how strategic convergence and imitation lead to Red Queen Effects and prevent organizations from achieving and sustaining strategic differentiation in the medium term. | Download PDF (EN)
Strategy & Business Policy
Resource dependence and power-balancing operations in alliances: The role of market redefinition strategies
Pages : 205-233
This article studies power imbalances in alliances. More precisely, we seek to understand how – and under what circumstances – firms can leverage market redefinition strategies to change the structure of their markets and to reduce the bargaining power of actual or potential partners. Based on resource dependence theory, our analysis examines the causes of disproportionate power in alliances and describes various power-balancing operations that can be implemented to reduce dependence. In previous research, the presence of alternative sources that might reduce resource dependence has been given exogenously, and the set of power-balancing operations has been rather limited. Based on the alliance literature, the bargaining power literature and the market redefinition literature, we elaborate a theoretical framework to study the extent to which firms can leverage market redefinition strategies to shape the structure of their markets, in general, and reduce the bargaining power of partners, in particular. We illustrate our theoretical framework by means of multiple case studies and discuss our conclusions. Focusing on air-rail intermodal strategies, we emphasise that firms can proactively redesign their market boundaries to find new partners. These market redefinition strategies reduce dependence on powerful partners in the traditional market and offer new strategic partnership options for firms. In addition, we note that processes can be implemented to increase the quality offered by these new substitutes. Finally, we elucidate
several theoretical and managerial implications regarding the role of market redefinition strategies in alliance development. | Download PDF (EN)
Strategy & Business Policy
Beyond the business case and sustainable chain management: Why do we need to build a theory of interfirm social responsibility?
Pages : 234-253
The purpose of the present article is to demonstrate the necessity of focusing on interfirm interactions when analysing the rise of socially responsible practices. The first section highlights problems with the standard business case’s explanations for the connection between economic and socio-environmental performance, highlighting the limitations of this approach’s firm-centric reasoning. A similar critique is offered as regards studies that focus on green/sustainable supply chains – simply bringing suppliers into the analysis adds to the range of actors being covered but does little to identify existing gaps in the literature. Section 3 uses the example of the automotive industry to show how the inconsistency between corporate social responsibility (CSR) discourse and practice becomes clear when interfirm interactions are taken into account. The conclusion suggests that achieving real progress in the development of socially responsible practices requires the construction of a theory of interfirm social responsibility based on an institutionalist framework. | Download PDF (EN)
CSR & Business Ethics
The historical study of institutional change over long periods: Pitfalls and perspectives. A commentary on the article by Hélène Peton and Stéphan Pezé
Amélie Boutinot, Thibault Daudigeos, Stéphane Jaumier.
Pages : 254-260
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Reflection on historical studies of institutional change: Small steps are not necessarily missteps. A rejoinder to Daudigeos, Boutinot & Jaumier
Hélène Peton, Stéphan Pezé.
Pages : 261-265
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Less followership, less leadership? An inquiry into the basic but seemingly forgotten downsides of leadership
Mats Alvesson, Martin Blom.
Pages : 266-282
Leadership is generally viewed as important and beneficial for individuals as well as organizations. The term, however, also implies followership and the targets for leadership may be less enthusiastic about adopting a follower position. From a follower’s point of view, there might be downsides associated with a leadership/followership relationship, including negative effects on identity and reduced autonomy. These often neglected downsides may lead to a dampening of the enthusiasm for leadership in practice and form a counterforce to the prevalence of leadership. This aversion towards followership may therefore mean ‘less’ leadership, for instance less salient ‘leader/follower’ qualities in relations and interactions than is generally assumed in leadership/followership studies. | Download PDF (EN)
CSR & Business Ethics - Theory Development