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L’équipe de direction comme levier de l’hypercroissance dans les entreprises à faible intensité capitalistique

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Author Info

  • Martine Girod-Séville

    ()
    (Université de Lyon 2 (Coactis))

  • Peter Wirtz

    ()
    (Université de Lyon 2 (Coactis))

Abstract

(VF)Cet article s’attache à comprendre en quoi la dynamique de l’équipe de direction d’une entreprise à faible intensité capitalistique peut être un vecteur d’hypercroissance. Douze propositions théoriques sont émises à partir des approches combinées de la théorie des échelons supérieurs – de première (Hambrick et Mason, 1984) et de seconde génération (Smith et al., 1994 ; Hambrick, 2007) – et de la théorie de la croissance de la firme de Penrose (1959). Mises à l’épreuve des faits dans le cadre d’une étude de cas approfondie, huit d’entre elles sont corroborées. Elles suggèrent l’existence d’un schéma séquentiel de diversification des expériences fonctionnelles et de la professionnalisation des services managériaux, provoquant une augmentation progressive de l’hétérogénéité au sein de l’équipe et une réallocation des tâches parmi ses membres. Elles montrent également la présence indispensable de mécanismes d’intégration sociale de membres aux profils fonctionnels ainsi diversifiés.(VA)This article presents a conceptual framework to explain the role of top management team (TMT) dynamics as a vector of high growth. On the basis of the combined approaches of upper echelons theory (UET) (Hambrick and Mason, 1984; Smith et al., 1994; Hambrick, 2007) and Penrose’s (1959) theory of the growth of the firm, we derive a series of twelve theoretical propositions. These are confronted with qualitative data from an in-depth case study, which corroborates eight of the initial propositions. Our results suggest the existence of a sequential process which features the diversification of functional experience and the professionalization of managerial services. This process leads to a progressive increase in TMT heterogeneity and to a reallocation of tasks among team members. Our results also underscore the central importance of mechanisms allowing for the social integration of TMT members from diverse functional backgrounds, for growth strategies to be successful.

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Bibliographic Info

Paper provided by Université de Bourgogne - CREGO EA7317 Centre de recherches en gestion des organisations in its series Working Papers CREGO with number 1090901.

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Length: 55 pages
Date of creation: Sep 2009
Date of revision:
Handle: RePEc:dij:wpfarg:1090901

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Postal: 2 Bd Gabriel, BP 26611, 21066 Dijon Cedex, France

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Postal: Angèle Renaud, CREGO, 2 Bd Gabriel, BP 26611, 21066 Dijon Cedex, France
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Related research

Keywords: équipe de direction; intégration Sociale; hypercroissance; théorie des échelons supérieurs; conflit; top management team; social integration; high-growth; UET; conflict.;

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