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Une revue, des règles, un rôle dans le champ du management stratégique

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  • Gérard Koenig

    () (Université de Paris Est)

Abstract

(VF)Après avoir présenté la définition à partir de laquelle peut être appréciée la contribution de FCS au management stratégique, cet article se structure autour de deux préoccupations qui ont trait à la dynamique de production des connaissances dans le champ. La première s’inscrit dans le plan défini par les dimensions empirique et analytique. Elle concerne le risque que l’obsession de la nouveauté théorique fait courir au processus de connaissance. La seconde préoccupation touche au contenu thématique de la recherche en management stratégique. Constitué de couples, comme celui que forment organisation et stratégie, cet axe thématique, que l’on peut concevoir comme orthogonal aux dimensions empirique et analytique est le lieu où s’invente le management stratégique, où des oppositions se nouent et où se pose la question de leur éventuel dépassement.(VA)After having presented the definition of strategic management from which the contribution of FCS can be recognized, the article moves on to examine two issues closely related to the dynamics of knowledge production in this domain. The first issue is found within the space defined by the empirical and analytical dimensions and concerns the risks for the knowledge process brought about by an obsession with theoretical novelty. The second issue concerns the thematic content of strategic management research. This content can be viewed as structured along various dimensions, each of them being composed of a thematic couple, such as the one that associates organization and strategy. This thematic space, which can be thought of as orthogonal to the space defined by empirical and analytical dimensions, is where strategic management is invented, where oppositions emerge, and where the question of their synthesis can be raised.

Suggested Citation

  • Gérard Koenig, 2008. "Une revue, des règles, un rôle dans le champ du management stratégique," Revue Finance Contrôle Stratégie, revues.org, vol. 11(Special), pages 7-37, June.
  • Handle: RePEc:dij:revfcs:v:11:y:2008:i:q2:p:7-37
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    References listed on IDEAS

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    1. Gérard Charreaux & Philippe Desbrières, 1998. "Gouvernance des entreprises:valeur partenariale contre valeur actionnariale," Revue Finance Contrôle Stratégie, revues.org, vol. 1(2), pages 57-88, June.
    2. Peter Wirtz, 2006. "Compétences, conflits et création de valeur:vers une approche intégrée de la gouvernance," Revue Finance Contrôle Stratégie, revues.org, vol. 9(2), pages 187-201, June.
    3. Xavier Lecocq & Benoît Demil, 2005. "Les effets de l’introduction d’un système ouvert sur la structure d’un secteur : le cas de l’industrie américaine du jeu de rôle," Revue Finance Contrôle Stratégie, revues.org, vol. 8(3), pages 105-123, September.
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    More about this item

    Keywords

    management stratégique; revues scientifiques; politiques éditoriales; développement de la connaissance; obsession pour la théorie; strategic management; scholarly periodicals; editorial policies; knowledge development; obsession with theory.;

    JEL classification:

    • L19 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance - - - Other
    • M19 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Other

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