Les apports de la veille sociale aux ressources humaines : cas d'une entreprise de service de transport

International audienc

Profils de chercheurs primo entrepreneurs et croissance de la jeune entreprise innovante

International audienc

Profils de chercheurs primo entrepreneurs et croissance de la jeune entreprise innovante

International audienc

Drivers and Barriers to pre-adoption of strategic scanning information system in the context of sustainable supply chain

International audienceThis research is reporting on the pre-adoption of Strategic Scanning (S.Scan) information systems (IS). More specifically, it relates to the pre-adoption phase, that is, the emergence of the idea of such a system and the evaluation of its need for the organization, upstream of any technological consideration. The research question is the following: what are the drivers and barriers that influence the pre-adoption of a S.Scan IS? The objective of this research is to extend knowledge on a subject that has received little attention from the scholars. Research’s originality relies on the use of isomorphic processes from neo-institutional framework to study pre-adoption in the field of S.Scan. On the basis of a multi-method research combining qualitative and quantitative exploratory studies in the specific field of sustainable supply chains (SSC), our results highlight 31 drivers and barriers to pre-adoption of S.Scan IS, ten of which have not been identified before, and five types of pressures. They therefore suggest that pre-adoption of S.Scan IS can be subject to both functional and institutional pressures. It can be driven either by competitiveness or conformism pressures, and hindered by performance objectives or lack of coercive pressures. Finally, these results put a question mark about the understanding of the strategic dimension of S.Scan IS by organisations, and the government’s role and its responsibility for promoting SSC initiatives and for the adoption of S.Scan IS on this issue

Family Structure and Ownership Transition as “Polar Opposites”: An Emotional Embeddedness Perspective

Family firms provide a fertile ground to study emotions as a source of contradiction. The interplay of a firm and an owner family exerts influence on strategic decisions in a way that differs from decision-making in non-family firms, such as ownership transition choices. I apply an emotional embeddedness perspective to explain ownership transition choices, which contradict the prevailing instrumental logic in management research. Repeated interactions between actors with different roles in a family firm shape the quality of the family's structure and its effect on important strategic outcomes. The interplay of family structure and emotional embeddedness can lead to ownership transition choices that contradict an instrumental logic of action. Although family structure might be conducive to internal ownership transition, this choice is not always the preferred option because of intervening conditions and the application of alternative principles of action. Researchers in the field of contradiction studies should probe into situations in the management context, in which circumstances may favour the application of an instrumental logic but actually lead to unexpected choices and outcomes. This would enhance our understanding of contingencies that foster alternative action principles in economic action and interaction