References of "Strategic Change"
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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 detailHow Do Institutional Logics Evolve Over the Merger Process? A Case in the Public-Private Urban Planning Sector
Thelisson, Anne-Sophie; Geraudel, Mickaël UL; Missonier, Audrey

in Strategic Change (2018), 27(1), 53-67

We present an analysis of the institutional logics rivalries during a merger process. We performed an in-depth longitudinal analysis of a private-public merger between two listed companies in the town ... [more ▼]

We present an analysis of the institutional logics rivalries during a merger process. We performed an in-depth longitudinal analysis of a private-public merger between two listed companies in the town planning sector. The case study was based on passive and participant observations over two years, 54 semi-structured interviews and archival records analysis. We underline that the implementation of strategic change during the merger process was fostered by the ability of the actors to combine institutional logics through three concrete practices: redefining the authority, identity and legitimacy of the new organization. We contribute to the refining of the merger literature by offering insights from the institutional logics perspective and provide managerial recommendations to facilitate the post-merger integration process. [less ▲]

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