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It takes a quarter of a century to build a dynamic capability : Supplier relations management at Renault (1975-1999)

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Our analysis explores how a key managerial competence, the supplier relations dynamic capability, was progressively developed and implemented by Renault over a quarter of a century. As our historical approach will demonstrate, this construction process followed three main periods, each of which was characterized by specific external and internal circumstances that constitute turning points and triggers in the organization's transformation decision process. Most importantly, we will argue that this case brings to light that three phases are necessary for the supplier relations dynamic capability to fully develop: hybridization, combination and saturation, which open new perspectives on the construction process of dynamic capabilities in general.

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  • Donada, Carole & Nogatchewsky, Gwenaëlle & Pezet, Anne, 2014. "It takes a quarter of a century to build a dynamic capability : Supplier relations management at Renault (1975-1999)," ESSEC Working Papers WP1414, ESSEC Research Center, ESSEC Business School.
    • Handle: RePEc:ebg:essewp:dr-14014
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    1. Christophe Midler, 1995. "Projectification of the Firm : the Renault Case," Post-Print hal-00262524, HAL.
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    4. Amy L. Pablo & Trish Reay & James R. Dewald & Ann L. Casebeer, 2007. "Identifying, Enabling and Managing Dynamic Capabilities in the Public Sector," Journal of Management Studies, Wiley Blackwell, vol. 44(5), pages 687-708, July.
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    More about this item

    Keywords

    Supplier relations; Automobile Industry; Renault; Construction process; Managerial competence; Strategic management;
    All these keywords.

    JEL classification:

    • L62 - Industrial Organization - - Industry Studies: Manufacturing - - - Automobiles; Other Transportation Equipment; Related Parts and Equipment
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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