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Le développement durable est-il durable ? L'impact de l'interdépendance des composantes cognitive, organisationnelle, sociétale et économique

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  • Jacques Lewkowicz
  • Pascal Koeberle
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    Abstract

    We build upon a renewed typology of organizational configurations, as a starting point towards a new theory of strategic and organizational change. Four configurations are identified. Each of them consists of a specific set of four attributes: knowledge types, organizational forms, societal institutions and strategic maneuvers. In accordance with our configurational approach to organizational analysis, we assume these attributes have a tendency to fall into coherent patterns: configurations. Consequently, the number of empirically observable organizational configurations is limited. Besides, although a configuration is pliable up to a point, inconsistencies between the attributes indicate a configurational change mechanism has been triggered. The tension between long-run stakeholders-oriented sustainable development and short-run shareholders-oriented value creation is one facet of any strategic maneuver. J-form configuration is the most capable of effectively engage in sustainable development practices. We argue, however, that the specific set of attributes of the J-firm is unstable. The competitive advantage of the firm lies in the capacity of sustaining sustainable development. Codes JEL: L21, L22, M10

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    Bibliographic Info

    Article provided by De Boeck Université in its journal Innovations.

    Volume (Year): n° 29 (2009)
    Issue (Month): 1 ()
    Pages: 9-33

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    Handle: RePEc:cai:inndbu:inno_029_0009

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    Web page: http://www.cairn.info/revue-innovations.ht

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    Keywords: organizational change; strategy; J-firm; knowledge; sustainable development;

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