Article pp.185-188 du Vol.39 n°234 (2013)

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7 Editorial

11 Contributors to this issue

15 Clusterization and delocalization: proximities built by Thales Avionics Damien Talbot

Using French approach of proximity, this article analyses how Thales Avionics articulate proximity and distance relations. Sometimes, in order to reduce cost and to access to market, production of standard components which suppose few exchanges of information is delocalised. Thus, organizational proximity balances geographical distance. Sometimes, Thales Avionics articulates organizational and geographical proximities with architects integrators and scientific partners to support the circulation of knowledge in order to innovate. In this case, this firm contributes to the construction of a cluster.

27 CSR measures in French companies: the responsible complexity Moez Essid, Nicolas Berland

This paper focuses on the CSR measures as major tool to manage a corporate social performance through the study of eight French companies. Based on behavioural control theoretical framework, this paper also analyzed the different uses of these CSR measures. This analysis allows us to report a huge number of these measures within these companies. Moreover, different control mechanisms using these tools were identified. The differences can be explained by both the oldness of CSR issues’ consideration and the hierarchical level where the measures are used.

43 Strategic resources, ordinary resources and negative resources.

Considering the range of resources

Xavier Weppe, Vanessa Warnier, Xavier Lecocq

Resource-Based Theory (RBT) tends to focus on “strategic” resources, i.e.

those with VRIN attributes (valuable, rare, inimitable and non-substitutable) and therefore those resources offering a sustainable competitive advantage. In this article, we defend the idea in this article that an analysis of other resources can shed new light on the sources and mechanisms of superior corporate perfor-

S U M M A R Y

issue 234 June-July 2013

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186 Revue française de gestion – N° 234/2013

mance. Alongside strategic resources, we introduce and qualify the concepts of

“ordinary resources” and “junk resources”. Then, we advance some recommen- dations for managers and suggest reviewing the analysis of a certain number of strategic questions in the framework of RBT.

A critique of the article by Thomas Durand Resources or competence?

Answer to Thomas Durand by the authors

From ressources to performance: the business model roles

File: The customer “actor” of organization

Guest Editors: Aurélien Rouquet, Fanny Reniou, Kiane Goudarzi

85 The customer “actor” of organization. Challenges and perspectives for management science

Aurélien Rouquet, Fanny Reniou, Kiane Goudarzi

There are many strands of marketing research that stress the increasingly active role played by customers within organizations. This role of the customer as an actor raises several questions for Management Science. This article discusses five of these questions: 1) the functions that customers can carry out in orga- nizations; 2) the configurations that organizations can adopt to act with their customers; 3) the performance of organized action carried out with customers;

4) the techniques that can be used to manage customers; 5) the strategic issues raised by the active role of the customers within organizations.

99 Organizational control of customer. The case of peer to peer carsharing Penelope Codello-Guijarro, Muriel Jougleux, Carole Camisullis, Mathias Szpirglas

This paper deals about the role of customers into customer’s behaviour control. It provides a theoretical framework that characterizes the organisational control mechanism of customers’ behaviour. This framework is used to bring out the case of three French car-sharing firms and underscore different modes of controlling the customers within their activities. This included the control of customers by themselves and the link between control modes and service co- production models enact by the firms.

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Summary 187

115 Zooming in consumer self- production

Bernard Cova, Pascale Ezan, Gregorio Fuschillo

There are nowadays numerous terms used to indicate the active role played by the consumer: co-production, co-creation, collaboration, participation etc.

This plethora of terms does not make conceptualization of the consumer’s role and qualifying of his actions any easier. Conversely to these all-encompassing attempts, we propose here to zoom in on consumer’s self-production. To do so, we study exemplary cases which enable us to generate two new categories of self production. The resulting categorization underlines the dynamics and poly- morphic nature of the consumer’s active role in relation to the firm.

135 Working with deviant customers in hypermarkets.

The employees’ point of view Mathieu Hocquelet

As a key player in the organization, the customer is increasingly called up to work in contact with retail stores employees. However, the views of employees on client work have little been taken into account in previous research. Based on participant observations as department employee in several hypermarkets, the article highlights the fact that the work of customers is the source of three main problems for the former: it leads to breaks of the employees work, gene- rates isolation and affects its productivity by its deviant behavior. Finally, the article discusses the ways in which organizations and their employees do or do not deal with these deviations, while emphasizing their consequences in terms of organization efficiency.

151 Consumers’ perception of ordinary participation.

Towards a better understanding

Florence Benoit-Moreau, Audrey Bonnemaizon, Sandrine Cadenat

Consumers’ participation in the different phases of product or service production process is developing from ordinary to more creative forms. However, the literature has mainly focused on the latter, even though simple and non-creative participation is now widespread in our society. After defining the concept of

“ordinary” participation, the present research investigates consumers’ perception of ordinary participation. The authors identify and discuss five participation schemes and derive theoretical and managerial implications.

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188 Revue française de gestion – N° 234/2013

167 Enhancing customer co-production in explorative innovation design contracts. The four co-production processes developed

by the consulting firm

Guillaume Imbert, Vincent Chauvet

This paper explores the co-production relationship in BtoB innovation contracts. We analyze the management processes used by consulting firms to manage the co-production role of their clients, that we explore in the emerging context of innovative design contracts. This research deals with four case-studies of explorative innovation design contracts. Results show that four co-production processes emerged within innovative design context and levers of management developed by the consulting firm to manage the client in this context.

185 Summary

189 Instruction for authors