Apprendre malgré l’échec : le cas d’une inéligibilité à la labellisation « pôle de compétitivité »

Petit, Sandra Charreire; Cusin, Julien; Loubaresse, Élodie

doi:10.7202/1020672ar

Cited by 5 publications

(1 citation statement)

References 44 publications

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“…It thereby contributes to an inclusive and integrative view of the challenges of this process. As noted by Charreire Petit et al (2013), although authors may debate about learning from failure, they agree on one point that failure must be considered as a historic break in the life of an organization. In line with these authors, the goal was to help enrich this emerging field of research.…”

Section: Discussionmentioning

confidence: 99%

Managing failure in the merger process: evidence from a case study

Thelisson

2020

JBS

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Purpose Despite their high number, most mergers end in failure. Academic studies of how these failures occur have remained rare, first, because of the difficulty of accessing the cases, and second, because of the difficulty of obtaining – for the purposes of qualitative analysis – objective and freely shared perceptions from the stakeholders, who tend to avoid speaking about failure. This is unfortunate, however, as failure can serve as a stimulus for organizational learning and readaptation for the future. Design/methodology/approach The author investigated how an organization managed failure during the post-merger integration stage. The author described the merger of two listed French companies using longitudinal data. Findings This in-depth case study provides new insights into failure during post-merger integration. The paper highlights the complexity of post-merger integration processes and the failures that the integration stakeholders had to address. The author underlined how they recognized failures and put into place solutions. They particularly highlighted two failures and how they were managed by the managers who acted as knowledge brokers within the new organization and by stakeholders who deconstructed the organization to ensure its future. Research limitations/implications The limitations are those concerning a single case study. Practical implications The paper identified trigger events in the merger process that prompted stakeholders to step in and manage and resolve failures during the integration period. Such triggers can be considered as steps for managers and stakeholders to solve organizational issues in the merger process. The paper highlighted the complexity of post-merger integration processes and the failures faced by integration stakeholders. The analysis thus contributes to an inclusive and integrative view of the challenges in this process. Social implications Despite their high number, merger and acquisition failures remain surprisingly high. This paper explored how stakeholders deal with failures by identifying which solutions are best adapted to their organization. Originality/value The case provides a vivid illustration of failure management during a merger process. Theoretical concepts and empirical findings from the literature are combined to present a single consistent picture.

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Section: Discussionmentioning

confidence: 99%

Managing failure in the merger process: evidence from a case study

Thelisson

2020

JBS

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L’interclustering

Cusin¹,

Loubaresse²

2015

Rev. Fr. Gest.

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Cette recherche étudie la dynamique temporelle de l’interclustering et les facteurs qui l’influencent. L’étude de cas du cluster vitivinicole Inno’vin, en Aquitaine, nous permet de retracer les relations interclusters nouées par son pilote depuis le départ. Elle révèle que les pilotes de clusters forment, dans une première phase, une communauté de pratique informelle, où s’échangent des connaissances génériques. Dans une deuxième phase, les relations tendent à se formaliser sous la forme de projets collaboratifs au sein de réseaux d’innovation.

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L’apprentissage émotionnel à distance de l’échec

Cusin

Passebois‐Ducros

2015

Rev. Fr. Gest.

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Cette recherche étudie l’effet d’un échec sur l’attitude ultérieure des individus face à un nouveau projet. à l’aide de l’analyse des liens, dans la durée, entre deux équipements bordelais consacrés au vin, les auteurs montrent l’existence d’un apprentissage émotionnel à distance de l’échec, qui est le fruit des démarches heuristiques utilisées par des professionnels pourtant compétents dans leur domaine. Ces raisonnements simplifiés sont liés à leur faible implication dans le projet ayant échoué.

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Apprendre malgré l’échec : le cas d’une inéligibilité à la labellisation « pôle de compétitivité »

Cited by 5 publications

References 44 publications

Managing failure in the merger process: evidence from a case study

Managing failure in the merger process: evidence from a case study

L’interclustering

L’apprentissage émotionnel à distance de l’échec

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