Co-evolution between Stages of Institutionalization and Agency: The Case of the Music Industry’s Business Model

The relationship between structure and agency is a central issue in studying change. The aim of this paper is to focus on the interactions between the process of institutional change and the actors’ strategic behaviour. Based on research on the music industry, we observed co-evolution between the actor level and the organizational field level by identifying three consequences of the incumbents’ actions on the institutional change process (alternative practices selection, alternative practices modification and process duration) and three consequences of coercive pressures on agency (strategic adjustment, traditional practices modification and legitimization).La relation entre structure et agence est une problématique centrale dans l’étude du changement. L’objectif de cette recherche est de s’intéresser aux interactions entre le processus de changement institutionnel et le comportement stratégique des acteurs organisationnels. A partir d’une étude empirique menée sur l’industrie de la musique, nous observons la co-évolution entre le niveau de l’acteur et le niveau du champ organisationnel en identifiant trois conséquences de l’agence sur le changement institutionnel (sélection des pratiques alternatives, modification des pratiques alternatives et durée du processus) et trois conséquences des pressions coercitives sur l’agence (ajustement stratégique, modification des pratiques traditionnelles et légitimation).La relación entre estructura y agencia es una problemática central en el estudio del cambio. El objetivo de esta investigación es estudiar las interacciones entre el proceso de cambio institucional y el omportamiento estratégico de los actores organizacionales. A partir de un estudio empírico hecho sobre la industria de la música se observa la coevolución entre el nivel del actor y el nivel del campo organizacional al identificar tres consecuencias de la agencia sobre el cambio institucional (selección de prácticas alternativas, modificación de las prácticas alternativas y duración del proceso) y tres consecuencias de las presiones coercitivas sobre la agencia (ajuste estratégico, modificación de las prácticas tradicionales y legitimación)

The Rise and Fall of an Open Business Model

Les business models ouverts (Chesbrough, 2006) font référence à des modèles qui promeuvent une division du processus d’innovation et de l’organisation du partage de connaissance avec des parties prenantes, et éventuellement des concurrents. Dans cet article, nous tentons de répondre à la question suivante : quelles sont les conséquences, en termes de performance dans le temps, de l’adoption d’un business model ouvert ? NouSs étudions le secteur du jeu de rôle aux Etats-Unis dans lequel le leader est passé d’un business model propriétaire à un business model ouvert avant de revenir à une approche plus fermée. Plusieurs leçons peuvent être tirées de cette étude de cas. Particulièrement, nos contributions portent sur la dynamique des mécanismes de la création et de la capture de valeur, les effets imprédictibles d’un business model ouvert et les risques et faiblesses associés à un tel choix.Among recent innovation, open business models (Chesbrough, 2006) refer to business models promoting a division of the innovation process and organizing knowledge sharing with coopetitors. In this paper, we address the following question: what are the consequences, in terms of performance over time, of the adoption of an open BM? We study the U.S. Role Playing Game industry in which the leader moved from a proprietary business model to an open one before coming back to a closer approach. Several lessons can be drawn from the case study concerning especially the dynamics of value capture and value generation mechanisms, the unpredictable effects of an open business model and the drawbacks and risks of such an initiative

Anti-human PD-L1 Nanobody for immuno-PET imaging : validation of a conjugation strategy for clinical translation

Immune checkpoints, such as programmed death-ligand 1 (PD-L1), limit T-cell function and tumor cells use this ligand to escape the anti-tumor immune response. Treatments with monoclonal antibodies blocking these checkpoints have shown long-lasting responses, but only in a subset of patients. This study aims to develop a Nanobody (Nb)-based probe in order to assess human PD-L1 (hPD-L1) expression using positron emission tomography imaging, and to compare the influence of two different radiolabeling strategies, since the Nb has a lysine in its complementarity determining region (CDR), which may impact its affinity upon functionalization. The Nb has been conjugated with the NOTA chelator site-specifically via the Sortase-A enzyme or randomly on its lysines. [68Ga]Ga-NOTA-(hPD-L1) Nbs were obtained in >95% radiochemical purity. In vivo tumor targeting studies at 1 h 20 post-injection revealed specific tumor uptake of 1.89 ± 0.40%IA/g for the site-specific conjugate, 1.77 ± 0.29%IA/g for the random conjugate, no nonspecific organ targeting, and excretion via the kidneys and bladder. Both strategies allowed for easily obtaining 68Ga-labeled hPD-L1 Nbs in high yields. The two conjugates were stable and showed excellent in vivo targeting. Moreover, we proved that the random lysine-conjugation is a valid strategy for clinical translation of the hPD-L1 Nb, despite the lysine present in the CDR

Is it Fair to Treat China as a Christmas Tree to Hang Everybody’s Complaints? Putting its Own Energy Saving into Perspective

China had been the world’s second largest carbon emitter for years. Recent studies show that China had overtaken the U.S. as the world’s largest emitter in 2007. This has put China on the spotlight, just at a time when the world community starts negotiating a post-Kyoto climate regime under the Bali Roadmap. China seems to become such a Christmas tree on which everybody can hang his/her complaints. This paper first discusses whether such a critics is fair by examining China’s own efforts towards energy saving, the widespread use of renewable energy and participation in clean development mechanism. Next, the paper puts carbon reductions of China’s unilateral actions into perspective by examining whether the estimated greenhouse gas emission reduction from meeting the country’s national energy saving goal is achieved from China’s unilateral actions or mainly with support from the clean development mechanism projects. Then the paper discusses how far developing country commitments can go in an immediate post-2012 climate regime, thus pointing out the direction and focus of future international climate negotiations. Finally, emphasizing that China needs to act as a large and responsible developing country and take due responsibilities and to set a good example to the majority of developing countries, the paper articulates what can be expected from China to illustrate that China can be a good partner in combating global climate change

Customers as creative resources: their influence on firm freedom

International audiencePurpose – Researchers and practitioners usually consider that integrating customers in firms’ business models comes with positive consequences. However, customer integration may also detrimentally influence firms by limiting their strategic and operational latitude, which, in this context, refers to the degree of freedom companies possess over their strategic and operational decisions and actions. Being aware of that would enable companies to limit this potentially harmful influence. Design/methodology/approach – This is a conceptual paper that relies on recent business cases. It is suggested that the negative influence of customers on firms’ latitude occurs through the three dimensions of their business model, namely, resources and competences, value propositions (i.e. the firm’s offer) and the organization. Findings – By influencing the use of resources and competences, the design and evolution of the value proposition or the functioning of the organization, customers may constrain firms’ strategic and operational moves and thus have detrimental effects on their performance and evolution. Three ways to counterbalance this potentially negative influence are proposed. Research limitations/implications – A lack of prior research on the negative side effects of customer integration in firms’ business models is emphasized. Further studies are needed to help firms take these into consideration. Practical implications – Being aware of the potential drawbacks associated with using customers as resources, firms are invited to balance the level of their strategic and operational latitude with the importance that they grant to their customers. Originality/value – This paper introduces the concept of strategic and operational latitude. It is also one of the few to highlight the negative consequences of customer integration in firms’ business models

La place de la description dans le discours du dirigeant

National audienceLes discours représentent une activité importante des dirigeants. Ces discours sont constitués de narrations et de descriptions qui s’entremêlent. Ils visent souvent à transformer la réalité. Dans cet article, nous nous intéressons aux discours d’un dirigeant ayant réussi à transformer son marché en fournissant une nouvelle description de son fonctionnement. Nous montrons l’importance de cette description dont le caractère informatif et légitimant performe une nouvelle réalité du marché. Cependant, ces descriptions, aussi crédibles et élaborées soient-elles, ne garantissent pas le succès d’une manœuvre stratégique