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

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  • 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.

Suggested Citation

  • Martine Girod-Séville & Peter Wirtz, 2009. "L’équipe de direction comme levier de l’hypercroissance dans les entreprises à faible intensité capitalistique," Working Papers CREGO 1090901, Université de Bourgogne - CREGO EA7317 Centre de recherches en gestion des organisations.
  • Handle: RePEc:dij:wpfarg:1090901
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    References listed on IDEAS

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    1. Peter Wirtz, 2004. "«Meilleures pratiques» de gouvernance, théorie de la firme et modèles de création de valeur: Une appréciation critique des codes de bonne conduite," Working Papers CREGO 1040401, Université de Bourgogne - CREGO EA7317 Centre de recherches en gestion des organisations.
    2. Katharina Pistor & Martin Raiser & Stanislaw Gelfer, 2000. "Law and Finance in Transition Economies," The Economics of Transition, The European Bank for Reconstruction and Development, pages 325-368.
    3. Sabri Boubaker & Florence Labégorre, 2009. "Ownership and Control Structure of French Listed Firms," Post-Print hal-01155605, HAL.
    4. Clifford G. Holderness, 2009. "The Myth of Diffuse Ownership in the United States," Review of Financial Studies, Society for Financial Studies, vol. 22(4), pages 1377-1408, April.
    5. Gérard Charreaux, 1991. "Structure de propriété, relation d'agence et performance financière," Revue Économique, Programme National Persée, vol. 42(3), pages 521-552.
    6. Gérard Charreaux, 1996. "Vers une théorie du gouvernement des entreprises," Working Papers CREGO 0960501, Université de Bourgogne - CREGO EA7317 Centre de recherches en gestion des organisations.
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    More about this item

    Keywords

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

    JEL classification:

    • G3 - Financial Economics - - Corporate Finance and Governance
    • M13 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - New Firms; Startups

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