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   Der niedergelassene Arzt als Unternehmer: Die Rolle von Persönlichkeitsfaktoren im Zugang zu medizinischer TechnologieGeraudel, Mickaël  ; ; et alin ZfKE: Zeitschrift für KMU und Entrepreneurship (2019), 67(3), 153-169 Detailed reference viewed: 106 (4 UL)When entrepreneurs instigate institutional change through coopetition: The case of winemakers in south of France; Geraudel, Mickaël ; in Strategic Change (2019), 28(6), 409-422 Winemakers in South France combine contingently institutional logics to achieve economic performance. Entrepreneurs who decide to cooperate with their competitors must manage four phases of “coopetition” ... [more ▼] Winemakers in South France combine contingently institutional logics to achieve economic performance. Entrepreneurs who decide to cooperate with their competitors must manage four phases of “coopetition”: launch, formalization, protection, and reinforcement. They engage in the coopetition process by referring to a professional logic that becomes dominant, and they complete the process by fostering a community logic that is combined with the professional logic. Identity and legitimacy are the key elements that entrepreneurs segregate and blend, which entails new combinations in the respective influential power of state logic, professional logic and community logic. [less ▲] Detailed reference viewed: 120 (0 UL)Eloge du manager amical; Geraudel, Mickaël Article for general public (2018) Detailed reference viewed: 67 (4 UL)Libérez… simplifiez ! La simplification des process pour innoverGeraudel, Mickaël ; Article for general public (2017) Detailed reference viewed: 67 (4 UL)Understanding the evolution of coopetition among SMEs in a wine cluster: A social capital approach; Geraudel, Mickaël ; et alin International Journal of Entrepreneurship and Small Business (2017), 31(1), 67-84 Research on small and medium-sized enterprises (SMEs) has done little to explore the drivers of coopetition. However, this issue is crucial for practitioners in charge of implementing the coopetition ... [more ▼] Research on small and medium-sized enterprises (SMEs) has done little to explore the drivers of coopetition. However, this issue is crucial for practitioners in charge of implementing the coopetition process. We address this gap by exploring the drivers of coopetition among SMEs through a longitudinal case study based on 34 interviews along with informal conversations in the French wine cluster of Pic Saint-Loup. We find that the coopetition process (1) occurs in stages driven by specific environmental factors and (2) is facilitated by the social capital of cluster members, particularly the central member (owner-manager), which is key to the success of each coopetition stage. Our results provide a better understanding of wine cluster development and the inducement of SME coopetition. [less ▲] Detailed reference viewed: 222 (3 UL)Co-création: collaborer avec ses clients pour innover sur les marchés du futur; Geraudel, Mickaël Article for general public (2016) Detailed reference viewed: 96 (2 UL)When entrepreneurs instigate institutional change through coopetition: the case of winemakers in South of France; Geraudel, Mickaël ; Scientific Conference (2016, June) As an entrepreneurial activity, implementing coopetition involves changing the relationships between players and modifying deeply their frames of reference. Our goal is to investigate the change process ... [more ▼] As an entrepreneurial activity, implementing coopetition involves changing the relationships between players and modifying deeply their frames of reference. Our goal is to investigate the change process associated with the implementation of coopetition as institutional change. By conducting fifty-nine interviews and many observations with an abductive grounded theory approach, we uncover four phases of the coopetition process between winemakers and highlight the ability of these entrepreneurs to skillfully combine institutional logics to achieve economic performance. We discuss the implications of our findings for the literature on coopetition and institutional entrepreneurs’ roles in the coopetition process. [less ▲] Detailed reference viewed: 105 (2 UL)Organisational Innovation and Coopetition between SMEs: A Tertius Strategies Approach; Geraudel, Mickaël ; et alin International Journal of Technology Management (2016), 71(1-2), 81-89 Small- and medium-sized enterprises (SMEs) are particularly vulnerable to environmental forces and may therefore seek to supplement their insufficient resources and reduce uncertainty by adopting ... [more ▼] Small- and medium-sized enterprises (SMEs) are particularly vulnerable to environmental forces and may therefore seek to supplement their insufficient resources and reduce uncertainty by adopting coopetition strategies. This longitudinal study of a wine producers union in Pic Saint-Loup is based on forty-five interviews conducted during multiple data collection moments and shows how competing SMEs were able to develop cooperative strategies. We describe the three phases in the development of SME coopetition, as well as the role of stakeholders. We then present the tertius strategies that the SME managers chose to implement. [less ▲] Detailed reference viewed: 257 (3 UL)Dynamique d'évolution d'une stratégie collective entre PME : le cas des vignerons du Pic Saint-Loup; ; et al in Management International = International Management = Gestión Internacional (2016), 20(2), 163-177 Les PME, plus vulnérables aux forces de l’environnement, cherchent à compléter l'insuffisance de leurs ressources en adoptant des stratégies collectives afin de réduire cette incertitude. L’étude ... [more ▼] Les PME, plus vulnérables aux forces de l’environnement, cherchent à compléter l'insuffisance de leurs ressources en adoptant des stratégies collectives afin de réduire cette incertitude. L’étude longitudinale du syndicat de producteurs de vin du Pic Saint-Loup, qui s’appuie sur plusieurs temps de collecte et quarante-cinq entretiens semi-directifs, permet de comprendre la façon dont des PME peuvent développer des stratégies collectives. Nous identifions les phases du développement de la stratégie collective ainsi que le rôle joué par les parties prenantes. Puis, nous soulignons les stratégies de tertius des dirigeants de PME et leur combinaison favorisant le développement de ces stratégies collectives. [less ▲] Detailed reference viewed: 163 (5 UL)Organisational Innovation and Coopetition between SMEs: A Tertius Strategies Approach; Geraudel, Mickaël ; et alScientific Conference (2015) Detailed reference viewed: 131 (0 UL)Drivers of SMEs coopetition and their evolution; Geraudel, Mickaël ; Scientific Conference (2015) While the literature on coopetitive strategies is expanding, the topic of the drivers of coopetition has received little attention. However, understanding the drivers of coopetition is a key issue for ... [more ▼] While the literature on coopetitive strategies is expanding, the topic of the drivers of coopetition has received little attention. However, understanding the drivers of coopetition is a key issue for practitioners in charge of the implementation of the coopetition process. Addressing this gap in the literature, we explore the drivers of SMEs coopetition in a French wine industry area: Pic-Saint-Loup. Our findings reveal that the drivers of coopetition are evolving and are determined by the environmental context and the centrality of the actors. [less ▲] Detailed reference viewed: 133 (1 UL)Les innovations en management stratégiqueGeraudel, Mickaël ; ; in Jaouen, Annabelle; Le Roy, Frédéric (Eds.) L’innovation managériale (2013) Detailed reference viewed: 91 (0 UL)How to structure the coopetitive process over time? The case of wine industry entrepreneurs in South of France; Geraudel, Mickaël Scientific Conference (2013) Detailed reference viewed: 55 (0 UL) |
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