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Purpose – This paper aims to explore innovation in geographic business networks and to propose a model of innovation capability of cluster. The premise is that innovation is a necessity for firms and relations inter firms is an alternative for it to occur. Among these relationships, clusters stand out, with studies showing that firms in clusters tend to be more innovative. Design/methodology/approach–This, we conducted an exploratory research with two clusters: emerging cluster of Alto do Camaquã, in Brazil and growing cluster of Sisteron, in France.The cases were analyzed from elements previously established in the literature: context, collective strategy, public policy, commercialization, pro-activity, external relations, transmission collaboration, assimilation, transformation and application of knowledge, governance, infrastructure, financial resources and human resources. Findings– We arrived to a model of cluster innovation capability, composed by the strategic management, relationships and learning, technological and marketing development and operational management. Originality/value–The proposed model is a dinamic model as capabilities vary in their intensities according to the development stage of the cluster and its maturity time., Objetivo – O presente artigo tem como objetivo explorar a inovação em redes geográficas de negócios e propor um modelo de capacidade de inovação dos clusters. A premissa é que a inovação é uma necessidade para as empresas e as relações entre elas são uma alternativa para que ela ocorra. Entre essas relações, destacam-se os clusters, com estudos mostrando que as empresas em clusters tendem a ser mais inovadoras. Metodologia – Dessa forma, realizamos uma pesquisa exploratória com dois clusters: cluster emergente do Alto Camaquã, no Brasil, e cluster em crescimento de Sisteron, na França. Os casos foram analisados a partir de elementos previamente estabelecidos na literatura: contexto, estratégia coletiva, políticas públicas, comercialização, proatividade, relações externas, colaboração de transmissão, assimilação, transformação e aplicação de conhecimento, governança, infraestrutura, recursos financeiros e recursos humanos. Resultados – Chegamos a um modelo de capacidade de inovação do cluster, composto pela gestão estratégica, relacionamento e aprendizado, desenvolvimento tecnológico e mercadológico e gestão operacional. Contribuições – O modelo proposto é dinâmico, pois as capacidades variam em intensidade de acordo com o estágio de desenvolvimento do cluster e seu tempo de maturação.

Synthèse des recherches internationales les plus récentes en management, l'ouvrage propose une lecture aussi originale que pédagogique des principales problématiques liées à la mondialisation et aux pays émergents. Il offre également des outils spécifiques pour analyser ces dynamiques particulières.

Synthèse des recherches internationales les plus récentes en management, l'ouvrage propose une lecture aussi originale que pédagogique des principales problématiques liées à la mondialisation et aux pays émergents. Il offre également des outils spécifiques pour analyser ces dynamiques particulières.

The purpose of this article is to present the results of a survey of 121 American multinational subsidiaries in Brazil. We establish how multinationals transfer knowledge to their local suppliers. Each transfer method identified is analyzed to determine the objective behind the transfer and the mechanisms used in order to do so. We identify four methods. The characteristics of the moderate method are poor reciprocal commitment (from the source and the recipient), poor mastering of the transfer process and low capacity of the source to deal with informal aspects of the transfer. The strategic objectives and the mechanisms associated to this method are limited to those which are common to all the methods. The relational method is characterised by high reciprocal commitment, high capacity of the source to deal with informal aspects of the transfer and limited mastering of the transfer process. The specific objectives are the improvement of knowledge of the source by feedbackeffect, the creation of knowledge in common as well as the creation of specific relationships and the use of transfer as a means of implementing strategic objectives. The mechanisms are regular face-to-face meetings, team work, and, in certain cases, training and audit-consulting.The technical method is in direct opposition to the former, and is characterised by high reciprocal commitment, low capacity of the source to deal with informal aspects of the transfer but a high mastering of the transfer process. The objectives are the creation of specific relationships, the implementation of strategic objectives and, in certain cases, a network management strategy. The mechanisms used are mostly documents, training, auditconsulting and a common IT system.The complete method is characterised by high reciprocal commitment, high capacity of the source to deal with informal aspects of the transfer and a high mastering of the transfer process. It aims to serve all the strategic objectives identified and uses

Cet article est extrait de la revue Gestion 2000 Volume 20 - numéro 5 - 2003

Cet article est extrait de la revue Gestion 2000 Volume 20 - numéro 4 - 2003

Cette étude a pour objectif d’analyser l’influence du nombre de partenaires sur la survie des joint ventures. Les résultats montrent que plus le nombre de partenaires est élevé, plus la probabilité de survie est faible. Cependant, lorsque l’âge de la joint venture augmente, un nombre élevé de partenaires a alors un effet positif sur la survie. La prise en compte de l’effet du temps permet de réconcilier l’approche fondée sur les coûts de transaction, qui suppose un effet négatif du nombre de partenaires, et l’approche relationnelle, qui suppose un effet positif lié à la combinaison des ressources., In this research, we analyze the influence of the number of partners on joint venture survival. Our findings show that the higher the number of partners, the lower the probability of survival. However, for older joint ventures, a high number of partner increases the probability of survival. By considering this age effect, we propose to conciliate predictions from a transaction cost perspective, that suppose a negative influence of the number of partners on survival, and predictions from a relational view, that suppose a positive influence related to the combination of multiple resources., El objeto de este estudio es de analizar la influencia de la cantidad de empresas sobre la sobrevida de las joint ventures. Los resultados muestran que cuanto más elevado es el número de empresas, más la posibilidad de sobrevida es débil. Sin embargo cuando la edad de la joint venture aumenta, el número elevado de empresas tiene un efecto positivo sobre la sobrevida. La consideración de la duración permite reconciliar el enfoque basado en los costos de transacción que supone un efecto negativo del número de empresas y el enfoque relacional que supone un efecto positivo ligado a la combinación de recursos.

La complexité du management des entreprises expose les acteurs au paradoxe, particulièrement dans la recherche d’équilibre entre exploration et exploitation en contexte d’innovation. L’étude de cette question, à l’aide du concept d’ambidextrie, met en évidence un domaine peu analysé : les pratiques des managers dans la situation spécifique de relations interorganisationnelles. Sur la base d’études de cas d’alliances, trois modes de gestion sont identifiés : bricoleur (tourné vers l’exploration), gestionnaire (privilégiant l’exploitation) et acrobate (maintenant un équilibre permanent entre exploration et exploitation)., The complexity of managing companies exposes managers to paradox, especially in the search for a balance between exploration and exploitation in innovations. The question has been studied, through the concept of ambidexterity, leaving a gap in the literature: the practices implemented by managers in inter-organizational relations. Based on case studies of alliances, we identify three managerial roles: Handyman, focusing on exploration; Manager, favoring exploitation; and Acrobat, maintaining a permanent balance between exploration and exploitation.

Les coentreprises (joint ventures ) constituent l’une des principales formes d’internationalisation, mais elles sont instables et risquées. L’objectif de cet article est de contribuer à une meilleure connaissance de la durée d’existence de ces organisations. Les auteurs examinent quinze études empiriques publiées dans les principales revues de management international afin d’expliquer les mesures utilisées pour analyser l’instabilité, la survie et la longévité des coentreprises internationales. Les résultats permettent de donner un panorama de la recherche sur cette thématique., Longevity of an international joint venture Joint ventures represent one of the main forms of internationalization, but they are unstable and risky. The objective of this paper is to contribute to a better understanding of the life-span of these organizations. We examine fifteen empirical studies published in international business journals in order to explain the main measures used to analyze the instability, survival and longevity of international joint ventures. Our findings provide a panorama of existing research on this topic.

La synthèse présentée dans cet article vise à apporter un éclairage théorique sur le concept de coopétition en lui associant un ensemble de notions relatives au management des compétences en contexte interorganisationnel. Nous établissons une grille de lecture organisée suivant deux dimensions: orientation de la coopétition (conçue comme un espace où prédomine soit la coopération soit la concurrence) et actions menées sur les compétences (exploration de nouvelles compétences ou exploitation des compétences existantes)., Coopetition and competence management The critical review of the literature presented in this article aims at linking a set of notions defining the management of competences in an inter-organizational context to the concept of coopetition. The intention is to provide theoretical insight relative to the latter. We propose a two-dimensional model. The first dimension defines the nature of coopetition (considered to be a situation where either co-operation or competition may predominate). The second dimension considers competences within the framework of a relationship (oriented either towards creating new competences or leveraging existing ones).

Cet article présente une synthèse de cinq perspectives en management stratégique : la théorie des ressources, la perspective fondée sur le management stratégique des compétences, la théorie fondée sur les connaissances, les capacités dynamiques et l’approche relationnelle. Bien que reliées, ces perspectives présentent des spécificités. Pour chacune, les auteurs identifient les fondements théoriques, les concepts clés et les développements récents, et les relient aux auteurs principaux. Ils proposent ainsi de dépasser les possibles confusions entre ces perspectives, tout en prenant en considération la diversité des approches., Resource-based perspectives : Proposal of a synthesis This article presents five perspectives in strategic management : resource-based theory, competence-based strategic management, knowledge based-view, dynamic capabilities and relational-view. Despite being linked ; these perspectives offer specificities. For each one, we identify theoretical foundations, key concepts and recent developments, and we connect to the the main authors. We therefore propose to go beyond possible confusions in between these perspectives, without forgetting to take into consideration the diversity of the approaches.