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

Listed author(s):
  • Gérard Koenig


    (Université de Paris Est)

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    (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.

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    Article provided by in its journal Revue Finance Contrôle Stratégie.

    Volume (Year): 11 (2008)
    Issue (Month): Special (June)
    Pages: 7-37

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    Handle: RePEc:dij:revfcs:v:11:y:2008:i:q2:p:7-37
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    1. 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,, vol. 8(3), pages 105-123, September.
    2. Peter Wirtz, 2006. "Compétences, conflits et création de valeur:vers une approche intégrée de la gouvernance," Revue Finance Contrôle Stratégie,, vol. 9(2), pages 187-201, June.
    3. Gérard Charreaux & Philippe Desbrières, 1997. "Gouvernance des entreprises:valeur partenariale contre valeur actionnariale," Working Papers CREGO 0970801, Université de Bourgogne - CREGO EA7317 Centre de recherches en gestion des organisations.
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