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See detailManaging talent in mission-driven organizations: A qualitative exploration
Usanova, Ksenia UL; Geraudel, Mickaël UL; D'Armagnac, Sophie et al

in International Journal of Human Resource Management (in press)

Although there is fruitful talent management (TM) literature on large private companies, little of the TM research examines mission-driven organizations (MDOs). This study addresses this gap by presenting ... [more ▼]

Although there is fruitful talent management (TM) literature on large private companies, little of the TM research examines mission-driven organizations (MDOs). This study addresses this gap by presenting TM in the context of the not-for-profit sector in Russia. Using grounded theory, we interviewed 34 top managers to understand how they define talent and how they manage such talent. The research highlights the crucial role of social values in this context. It generates a perspective on the definition of talent that differs from that of the traditional TM literature. The variety of talent definitions creates the following three different paths for TM: community-based, innovation and learning-based, and security and status-based. Then, we derive from these paths three patterns of TM practices (“managerial”, “entrepreneurial” and “amateur”) that describe the TM practices among Russian MDOs. This study contributes to the TM literature by challenging the traditional approach to TM that focuses on large private companies in Western countries. This paper links TM with social and moral values and presents three different TM patterns, which might be helpful for CEOs, executives and TM managers. [less ▲]

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See detailThree models of flexible talent management
Usanova, Ksenia UL; Geraudel, Mickaël UL; D'Armagnac, Sophie et al

Scientific Conference (2019, September 30)

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See detailTalent mangement flexibility in a cyclical industry
Usanova, Ksenia UL; Geraudel, Mickaël UL; D'Armagnac, Sophie et al

Presentation (2019, July 02)

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See detailKnowledge Sharing in a Coopetition Project Team: An Institutional Logics Perspective
D'Armagnac, Sophie; Geraudel, Mickaël UL; Salvetat, David

in Strategic Change (2019), 28(3), 217-227

Cooperation between firms is often addressed from the perspective of relationship organizing; however, we know little about people’s working-level engagement in collective action during interfirm projects ... [more ▼]

Cooperation between firms is often addressed from the perspective of relationship organizing; however, we know little about people’s working-level engagement in collective action during interfirm projects. Focusing on cooperation between rival firms (coopetition), this paper explores how knowledge can be shared among participants. We conduct a case study of a joint-project team composed of staff from rival firms. Using the principles of grounded theory, we identify four distinct modes of knowledge sharing. By interpreting these modes in terms of temporalities and influential social structures, we develop an understanding of how individual engagement promotes knowledge sharing in an inter-firm coopetitive project. The study reexamines emerging orientations (cooperation and competition) according to institutional logics (market, corporation, and community) and temporalities. It also offers insight into the management of inter-organizational projects that are viewed as temporary organizations. [less ▲]

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See detailWhen entrepreneurs instigate institutional change through coopetition: The case of winemakers in south of France
Granata, Julien; Geraudel, Mickaël UL; D'Armagnac, Sophie

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 ▲]

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See detailWhen entrepreneurs instigate institutional change through coopetition: the case of winemakers in South of France
Granata, Julien; Geraudel, Mickaël UL; D'Armagnac, Sophie

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 ▲]

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See detailA co-development program as an organization of organizations: the role of dominant institutional logics
D'Armagnac, Sophie; Geraudel, Mickaël UL; Salvetat, David

Scientific Conference (2015)

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See detailInter-organizational knowledge management in a coopetitive context in the aeronautic and space industry
Salvetat, David; Geraudel, Mickaël UL; D'Armagnac, Sophie

in Knowledge Management Research and Practice (2013), 11

Coopetition analyses the simultaneity of competitive and cooperative behaviours between rival firms. Scholars have focused their attention on strategic alliances, but specific coopetition issues are ... [more ▼]

Coopetition analyses the simultaneity of competitive and cooperative behaviours between rival firms. Scholars have focused their attention on strategic alliances, but specific coopetition issues are seldom addressed through in-depth studies. On the basis of inter-organizational relationships, coopetition provides partners with a competitive advantage by enhancing their knowledge creation and transfer, but exposes firms to the risk that rivals may capture their own knowledge. In this, it becomes necessary for firms to mix knowledge creation and transfer strategies with knowledge protection practices. This paper reports on a qualitative study of 37 firms and sheds light on the specific knowledge development process for the partners engaged in coopetition. [less ▲]

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See detailKnowledge sharing in a coopetitive context: The case of a joint project team
Salvetat, David; Geraudel, Mickaël UL; D'Armagnac, Sophie

Scientific Conference (2012)

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See detail« La gestion inter-organisationnelle des connaissances dans un contexte coopétitif : le cas des industries aéronautiques et spatiales
Salvetat, David; Geraudel, Mickaël UL; D'Armagnac, Sophie

in Revue Management et Avenir [= RMA] (2011), 47

Souvent assimilée aux alliances stratégiques, la coopétition analyse la simultanéité des comportements compétitifs et coopératifs entre rivaux. Cette notion se fonde sur des relations intra et ... [more ▼]

Souvent assimilée aux alliances stratégiques, la coopétition analyse la simultanéité des comportements compétitifs et coopératifs entre rivaux. Cette notion se fonde sur des relations intra et interentreprises où les rivaux coopèrent sur la base d’une convergence de leurs intérêts. La coopétition procure un avantage compétitif aux partenaires car elle correspond à un mode de gestion performant des connaissances. Elle permet le développement d’une capacité à créer, transférer, utiliser et protéger les connaissances d’une manière différente du développement en interne, ou des autres formes de collaboration interentreprises. Le processus lié à la gestion des connaissances dans un contexte coopétitif n’a pas ou très peu été étudié. Il repose sur un paradoxe : collaborer avec des rivaux expose l’entreprise à la captation des connaissances mais lui garantit des avantages importants. Ainsi, comment les concurrents organisent-ils leur gestion des connaissances lorsqu’ils coopèrent ? L’étude qualitative, menée auprès de 37 organisations, a permis de révéler que la gestion des connaissances s’appréhende sous trois angles, lors d’une situation coopétitive. Elle requiert une gestion juridique des connaissances, par le biais d’une contractualisation importante de la relation ; une gestion des risques, par la protection des informations et des technologies ; et une gestion des apprentissages avant, pendant et après la relation. [less ▲]

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See detailCoopetitive processes of knowledge development within spatial industry
D'Armagnac, Sophie; Geraudel, Mickaël UL; Salvetat, David

Scientific Conference (2010, June)

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See detailLa gestion inter-organisationnelle des connaissances dans un contexte coopétitif : le cas des industries aéronautiques et spatiales
Salvetat, David; Geraudel, Mickaël UL; D'Armagnac, Sophie

Scientific Conference (2010)

Detailed reference viewed: 41 (0 UL)