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Comment innover en combinant des forces opposées ? Le cas des start-up internes au sein d’un grand groupe industriel français

Listed author(s):
  • Sébastien Brion

    (CRET-LOG - Centre de Recherche sur le Transport et la Logistique - AMU - Aix Marseille Université)

  • Gilles Garel

    (CNAM Paris - Conservatoire National des Arts et Métiers - Paris - CNAM - Conservatoire National des Arts et Métiers [CNAM])

Registered author(s):

    Les grandes entreprises à succès ont tendance à favoriser l’innovation incrémentale au dépend des innovations de rupture. L’ambidextrie organisationnelle propose des designs organisationnels compatibles avec la gestion combinée de ces forces contradictoires. Toutefois, cette littérature postule un équilibre de ces forces sans préciser leur nature, ni l’intensité de leur influence. L'étude de quatre start-ups internes destinées à développer des innovations de ruptures au sein d’une grande entreprise dominée par des innovations incrémentales met en lumière la façon dont certaines forces sont susceptibles plus que d’autres de soutenir ce type d’innovation. Cette recherche propose une analyse approfondie des mécanismes d’équilibrage dans des contextes fortement contraints.

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    Paper provided by HAL in its series Post-Print with number halshs-01578790.

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    Date of creation: 03 Mar 2018
    Publication status: Published in Management International, Centre d'études en administration internationales, Ecole des hautes études commerciales, Montréal, CANADA (1996) (Revue), 2018
    Handle: RePEc:hal:journl:halshs-01578790
    Note: View the original document on HAL open archive server: https://halshs.archives-ouvertes.fr/halshs-01578790
    Contact details of provider: Web page: https://hal.archives-ouvertes.fr/

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