Article pp.179-183 du Vol.39 n°235 (2013)

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9 Contributors to this issue

13 Expectations of the apprentices

Sarah Alves, Bérangère Gosse, Pierre-Antoine Sprimont

The apprenticeship in higher education enables students to continue their training while being part of the workforce in an organization. Companies consider apprenticeship as a means of pre-recruitment, accept to host new skills for a limited time and be actively involved in student training. This article aims to bring a better understanding of apprentices’ job expectations in order to facilitate their management as atypical workers. This survey, concerning apprentices at a master’s level, highlights eight expectations which have an leverage on their job satisfaction.

29 Paths to recovery. A comparative study of cultural organizations in crisis Serge Poisson-de Haro, Emmanuel Coblence

Through a qualitative study of seven arts organisations, this research proposes a typology of organizational crises and turnaround tracks (stakeholder –, organisational alignment –, process optimization –, and artistic renaissance – strategies). We show that crises – whether managerial, strategic or financial – are also often linked to artistic issues. Paths to recovery do not only lie in efficient organisational, strategic or financial processes but also in the capability of renewal at the core of the activity.

53 The cross-listing of European companies, competing theories and facts Joanne Hamet

The number of European companies that are listed abroad has decreased by 36% from 1998 to 2012. While some withdrawals are the consequence of a merger, others result from the decision, by the company, to concentrate on its home market. The market globalization has been the main argument invoked by delisting companies. Yet, investors still present a home bias in their portfolios choices. In this article, the numerous theories about cross-listing are revisited through the hypothesis of bounded rationality in order to offer a new point of view on this topic.

S U M M A R Y

issue 235 August-September 2013

Cet article des Editions Lavoisier est disponible en acces libre et gratuit sur archives-rfg.revuesonline.com

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180 Revue française de gestion – N° 235/2013

File : Management innovation

Guest Editors: Frédéric Le Roy, Marc Robert, Philippe Giuliani

71 Introduction

Frédéric Le Roy, Marc Robert, Philippe Giuliani

77 Management innovation: genealogy, challenges and viewpoints Frédéric Le Roy, Marc Robert, Philippe Giuliani

This article proposes a reflection on genealogy, the challenges and opportunities of the managerial innovation. In a first point we will show in detail the genesis of the managerial innovation, origins until the 1990s arguing that administrative and organizational innovation are the predecessors of this concept. In a second point, the article puts forward renewal of the managerial innovation in the 2000s under the impulse of Hamel, Mol and Birkinshaw, within the Managerial Innovation Lab at London Business School. A third development is devoted to the identification of the major managerial innovations in history. A definition of innovation management is given in the fourth point. Article leads, finally, on the statement of the main avenues of research in the field.

91 The role of academics in management innovation Albert David

What role can academics – especially in management research – have in management innovation? Can they only be ex post critical analysts of the processes of inventing, experimenting, diffusing and implementing management models and techniques, or do they play a more active role? From the analysis of five historical, pioneering cases of management innovation, we infer four possible models of the implication of academics in such processes and defend the necessity to preserve the status of invention in the practice of management research.

113 Managerial innovation in hospital.

Change managerial principles so that nothing changes Thierry Nobre

The hospital sector is currently confronted with the constant challenge to innovate. In general such challenges in the hospital context are associated with introducing new therapeutic healthcare delivery or technological advancements.

However hospitals must also innovate their managerial practices. This article sets out to investigate managerial innovations in healthcare by examining and analyzing none case studies involving public health institutions. The article initially describes 3 principle modalities relating to the management of

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Summary 181

innovation. Then an analysis is conducted using the theoretical and conceptual framework of Hamel’s contributions in 2008. This involved investigating how innovations in management practices observed in health care organisations relate to the general management principles referred to by Hamel.

129 More openness for more organizational innovation Sandra Dubouloz, Rachel Bocquet

This article considers the antecedents of OI from an open innovation perspective.

Using the French Organizational Change and Computerization survey for 2003-2006, the authors find that an open innovation framework, which mainly focuses on technological innovation, is also applicable by firms seeking to adopt OI. However, a substitution effect arises between external search activity and absorptive capacity with regard to OI. This effect likely explains the persistence of internal obstacles to the adoption of new organizational practices in French manufacturing firms.

149 From organizational design to managerial practices.

Managerial innovations on clusters Denis Chabault

The article studies the context of clusters to show how managerial innovations emerge in new organizational designs. It describes, from a qualitative approach based on two French competitiveness clusters, the various managerial innovations invented by the actors as well as the factors which contributed to their emergence. It underlines the decoupling between the strategic intention and the implementation of the managerial innovation.

161 Managerial innovation’s impact on performance.

Role of market orientation and organizational learning Abir Besbes, Boualem Aliouat, Jamel-Eddine Gharbi

This study focuses on the main determinants and consequences of Managerial Innovation. It shows that market-orientation and organizational learning, generally considered in the literature as a source of performance, are also sources of Managerial Innovation while seeking to specify and quantify their degree of influence. This study also attempts to measure the impact of Managerial Innovation on competitive advantage and therefore on firm performance.

175 Books 179 Summary

182 Instruction for authors