Article pp.135-138 du Vol.40 n°241 (2014)

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5 Editorial

9 Contributors to this issue

13 The participation of the customer in a self-service technologies context.

An approach by the perceived value Rémi Mencarelli, Arnaud Rivière

Firms develop many technological devices allowing consumers to produce services (Self-Service Technologies - SST). However, by substituting them- selves for employees, the participation of buyers in the servuction process can affect their consumer experience. Having stressed the potential contributions of the notion of perceived value, a qualitative study is carried out and allows identifying the sources of creation and destruction of value of an SST. These have both similarities and specificities with the perceived value of traditional services.

31 Public stakeholders and the private equity industry.

A critical appraisal Yves Jégourel

The role played by government and regional public agencies hasn’t been much discussed in existing academic literature. Our analysis brings to the fore that indirect public supports have a positive impact on private equity. Conversely, the role of support direct remains ambiguous. The investment of state or local governments may both be essential in tackling the problem of the equity gap and harmful by crowding out private actors.

45 Hostile takeovers and workers. Strategic acquisition by Schneider Group of Télémécanique in 1988

Michel Albouy

Hostile takeovers are not well accepted by workers of target firms. Especially when they are also shareholders they are natural allies of the incumbent management in order to protect their interests. The case of the Schneider takeover on the Télémécanique in 1988 illustrates these propositions. It shows employees acting as “owners” of the firm, lobbying against the hostile takeover to protect

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issue 241 May 2014

MANAGERIAL CONTINGENCIES, MANAGERIAL INVARIANCIES

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136 Revue française de gestion – N° 241/2014

their social model. The historical approach used in this article shows that the salaries, as well as the politicians at that time, did not understood the aim of the operation and its stake even if it was a long term industrial project. Until then jobs were not threaten, salaries were highly motivated to defend “their enterprise” and his social model. The strategy of Schneider was to focus on the electrical industry by separating from its non-strategic activities. This policy was given concrete form through strategic acquisition by Schneider Group of Télémécanique in 1988. Twenty years after Schneider is a world leader in energy management.

63 Financial criminality. The typical white-collar criminal’s profile in Tunisian firms

Wafa Trabelsi, Hédi Noubbigh

Financial crimes are strongly expanding all over the world, that is why it has become crucial to study this phenomenon in order to understand it and try to limit its damage. The purpose of this paper is to define the socio-professional profile of white-collar criminals committing occupational crimes. By the end of our survey, we have been able to highlight the most important financial criminals’ characteristics. We have obtained four profiles, and each one corresponds to a particular kind of financial crime committed in Tunisian companies. These profiles are defined by numerous variables such as marital status, education and offender’s years of experience within the victim company.

79 Preferential attachment in the formation of strategic alliances Olivier Mamavi, Olivier Meier

The purpose of this article is to assess the structure of strategic alliances and their functioning in the particular case of public markets. To this end, we ana- lyzed 4203 alliances on French public procurement markets. Our finding show that a significant amount of strategic alliances between companies is determined by preferential attachment. Cohesion resulting from such specific preferences is thought to influence how alliances are maintained as they depend on the rela- tional networks of a company. The article concludes by laying out managerial implications for alliance structuring models as well as new directions for future empirical research.

93 New benchmarks and new areas of management control in service industry François Meyssonnier

Management control cannot be understood any more only in its traditional financial dimension. A new refunded and enlarged approach, which includes control mechanisms that guarantee the implementation of the company business model at the level of business processes, is necessary. A presentation of this new approach is made in the case of service activities.

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Summary 137

107 Diversification’s effects on firm value. Towards a contingency approach Florence André-Le Pogamp, Patrick Navatte

This paper exhibits a synthesis of the most significant recent contributions focu- sing on industrial and geographical. In instable economic context, this tool may appear as an efficient strategy. As observed with recent crisis, diversification enables firms to alleviate hard financial constraints, to avoid bankruptcy during industry distressed periods, and to redeploy employees more aggressively.

Nevertheless to highlight some new insights concerning the effects of diversification, it seems compulsory now, beyond ideas, to build dynamic models and to take into account as much as possible endogeneity problem’s linked to this strategy.

121 Meta-organizations and changes in management practices.

An applied study in the health care field Valérie Leys, Patrick Joffre

This paper deals with the effects of the implementation of meta-organizations on management practices in social and health institutions. The first part presents a theoretical background for understanding the concept of meta-organization and its impact on the boundaries of the organization, and on the evolution of management practices. The second part presents the results of an empirical study, based on two cases which complement each other. Then, we point out specific issues in the way organizations decide to create a meta-organization.

Common points also appear such as increased coordination functions and systems of self-control governance.

135 Summary

139 Instructions for authors

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