Partner Selection in Emerging and Developed Market Contexts : Resource-Based and Organizational Learning Perspectives

International audienceThis study of the international partner selection of firms from emerging (Mexico, Poland, and Romania) and developed (Canada, France, and the United States) markets supports resource-based and organizational learning explanations of such partner selection, a critical factor for success with international strategic alliances. Emerging market firms emphasized financial assets, technical capabilities, intangible assets, and willingness to share expertise in selection of partners more than developed market firms. In contrast, developed market firms tried to leverage their resources through partner selection. In particular, they emphasized unique competencies and local market knowledge and access in their partner selection more than emerging market firms.<br/

Regaining autonomy in post-acquisition:Resource orchestration and identity resurgence at Automobili Lamborghini

Prior research on acquisition implementation has emphasized the challenge of balancing integration and autonomy (Graebner 2004). However, recent work has also emphasized the need to better distinguish integration and autonomy as two distinct dimensions of post acquisition implementation (Zaheer, Castañer et al. 2013). Moreover, there have been repeated calls to better understand what is really going on during the post-acquisition implementation process, contingent on the type of post-acquisition mode (Graebner, Heimeriks et al. 2017). The typology of post-acquisition modes presented by Haspelagh and Jemison (1991) focuses on the managerial actions and the transfer of capabilities between the acquiring parent and the acquired target through mechanisms of resource sharing, functional skills transfer, and general management capability. Alongside this strategic task of transferring capabilities to create value, the degree of organizational autonomy granted to the target reflects a concern for protecting the target’s strategic capabilities which have motivated the acquisition in the first place. Yet, the implicit result from this sequential approach advocated by the existing literature is that full integration will eventually occur and lead to the amalgamation of the target into the parent company. However if the acquisition is in a poor state or there is reason not to fully integrate, then how do the integration and autonomy dynamics interact over time? How can a poor performance target ever regain autonomy and escape amalgamation

Institutional Polycentrism, Entrepreneurs' Social Networks, and New Venture Growth

International audienceWhat is the interrelationship among formal institutions, social networks, and new venture growth? Drawing on the theory of institutional polycentrism and social network theory, we examine this question using data on 637 entrepreneurs from four different countries. We find the confluence of weak and inefficient formal institutions to be associated with a larger number of structural holes in entrepreneurial social networks. While the effect of this institutional order on the revenue growth of new ventures is negative, a network's structural holes have a positive effect on revenue growth. Furthermore, the positive effect of structural holes on revenue growth is stronger in an environment with a more adverse institutional order (i.e., weaker and more inefficient institutions). The contributions and implications of these findings are discussed.<br/

Institutions, industries and entrepreneurial versus advantage-based strategies: how complex, nested environments affect strategic choice

With primary and secondary data on 658 firms from 17 countries across three continents, we examine the combined influence of country-level institutions on industry attributes and in turn their effects on the choice of a defensive advantage-based strategy and an entrepreneurial strategy. We find that strong and efficient institutions constrain both dynamism and munificence in industries. In turn, industry dynamism has a negative effect on both entrepreneurial and advantage-based strategies. However, firms having strong relational capital with important stakeholders can better navigate these uncertain environments to employ both strategies with increasing strength. Alternatively, in more munificent environments, firms are less likely to employ advantage-based strategies and more likely to employ entrepreneurial strategies. This study demonstrates the environmental conditions under which firms are more-or-less likely to employ entrepreneurial strategies and defensive advantage-based strategies

Analyse "Resource Based" et identification des actifs stratégiques

International audienceBeyond the traditional competing analysis, the approach called "Resource Based" contributes to renew and supplement the theory of strategic management. The author endeavours here to locate this approach and to show the advantage of it by discussing the identification of strategic advantages.<br/

Le| savoir et l’approche Resource Based : une ressource et une competence

International audienc

Analyse "Resource Based" et identification des actifs stratégiques

International audienceBeyond the traditional competing analysis, the approach called "Resource Based" contributes to renew and supplement the theory of strategic management. The author endeavours here to locate this approach and to show the advantage of it by discussing the identification of strategic advantages.<br/

Le| savoir et l’approche Resource Based : une ressource et une competence

International audienc

Avantages ou désavantages des entreprises familiales ?

International audienceLes recherches en management sur les firmes familiales se sont fortement développées depuis plusieurs années, contribuant à améliorer notre connaissance de leurs spécificités. Pour autant, deux courants opposés subsistent et présentent ces spécificités soit comme des avantages, soit comme des désavantages. Cette dualité des analyses trouve son origine dans un certain nombre de limites que présentent ces recherches. Dans cet article, les auteurs proposent un panorama des thèmes de recherche développés jusqu’à aujourd’hui, des avantages et des désavantages identifiés, avant d’expliciter les problèmes qui sous-tendent l’hétérogénéité de ces résultats. Enfin, des pistes de recherche sont proposées pour y remédier.<br/