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L’apprentissage indirect par l’échec des innovations produits des concurrents

Listed author(s):
  • Julien Cusin


    (IAE de Bordeaux)

  • Franck Celhay


    (Groupe Sup de Co Montpellier Business School)

Registered author(s):

    (VF)La littérature en management indique que les organisations sont susceptibles d’apprendre de leurs propres expériences et de celles de leurs concurrents. On parle dans ce dernier cas d’apprentissage vicariant. Dans cet article, nous étudions dans quelle mesure les organisations tirent des leçons des échecs de leurs concurrents en matière d’innovation produit. Pour cela, nous avons réalisé une étude qualitative auprès de 12 entreprises de la filière vin bordelaise. Les résultats indiquent que l’apprentissage vicariant par l’échec commercial est soit inexistant, soit erroné (en raison de biais cognitifs) et ne semble pas de nature à nourrir la politique d’innovation des entreprises étudiées. En adoptant une perspective contingente, nous mettons ainsi en lumière les différents facteurs qui entravent l’apprentissage par l’observation d’échecs commerciaux d’entreprises proches géographiquement, socialement et culturellement.(VA)Management literature indicates that organizations may learn from their experiences but also from those of their competitors. This is called "vicarious learning". In this paper, we investigate to which extent the organizations are able to learn from the failures of their competitors in terms of product innovation. To study this phenomenon, a qualitative research was conducted among 12 companies in the Bordeaux wine industry. The results indicate that in this sector, the vicarious learning by the commercial failure is either absent or biased and does not seem likely to feed the product innovation policy of the companies studied. Therefore, by adopting a contingent perspective, we highlight the different factors which limit learning by observation concerning commercial failures of companies in a same geographical, social and cultural context.

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    Article provided by in its journal Revue Finance Contrôle Stratégie.

    Volume (Year): 15 (2012)
    Issue (Month): 3 (September)
    Pages: 73-93

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    Handle: RePEc:dij:revfcs:v:15:y:2012:i:3:p:73-93.
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