Capacités dynamiques et innovation en PME : analyse d’un cas d’échec

Pierre, Antoine; Fernandez, Anne

doi:10.7202/1054421ar

Cited by 12 publications

(5 citation statements)

References 105 publications

(215 reference statements)

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“…For example, DC does not effectively contribute to reducing risks, waste, and waste of time in the process of implementing entrepreneurial projects. Such results do not confirm those obtained by several authors in a different context (Altintas, 2015;Ambrosini & Bowman, 2012;Mathé , 2006;Pierre & Fernandez, 2018;TEECE et al, 1997) Moreover, the fact that CD does not appear as a significant predictor of entrepreneurial resilience does not find its justifications in the current of collaborative management, nor in organizational theology but earlier in the protocols for combating Covid-19 which do not promote interaction.…”

Section: Discussioncontrasting

confidence: 72%

“…Second, dynamic capacity (DC) positively but statistically insignificant influences entrepreneurial economic resilience (EER) and strategic entrepreneurial resilience (SER) (hypothesis 2). Such a result is surprising considering that DC plays an important role in terms of reorganizing resources for better adaptation of an unpredictable ecosystem (Altintas, 2015;Mathé , 2006;Pierre & Fernandez, 2018). For example, DC does not effectively contribute to reducing risks, waste, and waste of time in the process of implementing entrepreneurial projects.…”

Section: Discussionmentioning

confidence: 99%

“…The measures recommended in this research are based on previous qualitative and quantitative studies (Altintas, 2015;Brulhart et al, 2019;Mathé , 2006;Pierre & Fernandez, 2018;Remon, 2012;Samiha & Brahim, 2020;TEECE et al, 1997;Ünay & Zehir, 2012;Valencia et al, 2015;Woolley et al, 2015) We have adapted them to Cameroonian and Chadian entrepreneurs.…”

Section: Variables and Measuresmentioning

confidence: 99%

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Collective Intelligence and Entrepreneurial Resilience in the Context of Covid-19

Mignenan¹

2021

IBR

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Research on the covid-19 pandemic, conducted to date, has clearly shown its negative impact on entrepreneurs. However, there are few relevant studies on the resilience of these entrepreneurs. Even economic stimulus packages developed by governments ignore collective intelligence, which is seen as an appropriate posture and path that can lead to the resilience of entrepreneurs in unpredictable situations. Thanks to the theoretical anchoring of collaborative management, we have developed and tested a conceptual model through the approach of deconstructing collective intelligence into (i) the sharing of capacities (ii) mutual aid (iii) collective competence and (iv) dynamic capacity. The data production was carried out through 15 semi-structured interviews and 282 surveys of Cameroonian and Chadian entrepreneurs. The results showed that mutual support (β = 0.32) and ability to share (β = 0.29) are indirectly the best predictors of economic and strategic entrepreneurial resilience. Because they participate effectively in building the collective competence of entrepreneurs in a context of crisis. This collective competence positively generates the level of variation in economic resilience (β = 0.38) and that of strategic resilience (β = 0.36). These results are the manifestation that covid-19 is boosting social dialogue between entrepreneurs. On the other hand, dynamic capacity appears less effective for the entrepreneurial economic resilience (β = 0.04) and strategic entrepreneurial resilience (β = 0.02) of the entrepreneurs studied due to the measures to combat covid-19. These findings contrast with previous research focused on entrepreneurial resilience through collective intelligence. They lead us to stress the importance of continuing research on the subject and to draw comparisons between entrepreneurs in crisis situations and those working in a stable ecosystem. The article is useful for researchers who find proven evidence that is more relevant. Then entrepreneurs will find new factors to make their entrepreneurial project viable. Finally, governments and their partners are urged to further promote entrepreneurship education based on dynamic capacity at the expense of confrontation and selfishness. Our article is part of the theory of collaborative management and organizational theory and reveals the existence of a relational contingency in the different stages of the entrepreneurial resilience process.

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Section: Discussioncontrasting

confidence: 72%

Section: Discussionmentioning

confidence: 99%

Section: Variables and Measuresmentioning

confidence: 99%

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Collective Intelligence and Entrepreneurial Resilience in the Context of Covid-19

Mignenan¹

2021

IBR

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“…Indeed, in their literature review, Belas et al (2018, p. 54) On the one hand, innovation is seen as a source of development for SMEs (Terziovski, 2010); on the other hand, it appears to destroy their value (Coad et al, 2016). It is, therefore, essential to understand the factors that can promote (or not) the success (or not) of an innovation within an SME (Pierre and Fernandez, 2018;Ha et al, 2018).…”

Section: Theoretical and Conceptual Aspectsmentioning

confidence: 99%

Understanding the adoption or rejection of management accounting innovations within an SME using Rogers’ conceptual frameworks

Hamadi

Fournès

2022

JAOC

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Purpose The purpose of this paper is to understand the adoption or rejection of management accounting innovations (MAIs) in the specific context of small and medium entreprises (SMEs) through a constructivist approach of the theory of the diffusion of innovations. Design/methodology/approach The paper uses a case study approach during the rollout of two MAIs run by the company’s management controller. One of them was adopted, and the other was rejected. To understand the perception of different actors in the company, the authors carried out 28 semistructured interviews at different periods of time: when the management controller started his job, when he/she was introduced to the two MAIs and at the decision-making to adopt or reject the innovations. The approach of Rogers’ framework is here constructivist. The case study allows us to analyze qualitatively the intrinsic perceived attributes of the innovations as well as the organizational innovativeness and to put them into context. Findings MAIs are not merely technical innovations but social practices. The relative advantage is necessary but not sufficient for their adoption. This paper also demonstrates the importance of the champion in the specific context of SMEs. This key player in the promotion and adoption of MAIs in SMEs has to be endorsed by the leader of the organization to ensure the innovation’s adoption. In addition, Rogers’ framework underlines that the predominant factor is complexity as both an endogenous and a heterogeneous element, underscoring the information and training that the project’s promoter should organize for the staff. Research limitations/implications The main limit is due to the methodological approach (case study): Would these factors be as significant in a completely different sector to management accounting or in another type of enterprise? Practical implications The analytical grid combines different organizational and individual factors described by Rogers and provides us with a predictive approach to the innovation’s chances of adoption and the risk of rejection. Social implications Complexity, both as an innovation attribute perceived by individuals and as an internal characteristic of the organization, is a decisive factor in the rejection or adoption decision. Originality/value This paper answers to two main research gaps. Most of papers analyze the introduction of one unique innovation in different entities. Here, the authors focus on one entity with two different innovations. In addition, most of papers were retrospective. In this paper, thanks to the case study, the introduction and the process of adoption of two innovations were studied at the time it happened and not after the events had occurred. Moreover, while most papers using Roger’s framework are quantitative, the authors pay attention to the meaning of the different characteristics at different stages and in the specific context of one SME with a constructivist qualitative approach.

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“…The first is that they represent the bulk of the economic fabric in most countries and as such are the main source of jobs [14]. The second reason is their dynamism and capacity for innovation [15].…”

Section: Introductionmentioning

confidence: 99%

Barriers to Individual work performance in SMEs: an exploratory qualitative study in the Cameroonian context

Magloire Abe Bitha

2024

Human Resource Management - An Update

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This chapter explores barriers to individual work performance in small and medium-sized enterprises (SMEs) in the African context. To access the real world, semi-structured interviews were conducted with 15 employees in a SME operating in the industrial sector in Douala, Cameroon. Findings from a thematic content analysis show that several obstacles described in the managerial literature, such as work characteristics (variety of skills, task identity, meaning of the task, autonomy, feedback), organizational justice, work organization and bullying, are also found in Cameroon. However, three new barriers emerge from our study: time theft, participation in community activities, and irregularity of salaries which prevent employees from showing adaptive, contextual, and task performance. Managerial implications are therefore suggested in order to optimize employees’ performance in SMEs.

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Capacités dynamiques et innovation en PME : analyse d’un cas d’échec

Cited by 12 publications

References 105 publications

Collective Intelligence and Entrepreneurial Resilience in the Context of Covid-19

Collective Intelligence and Entrepreneurial Resilience in the Context of Covid-19

Understanding the adoption or rejection of management accounting innovations within an SME using Rogers’ conceptual frameworks

Barriers to Individual work performance in SMEs: an exploratory qualitative study in the Cameroonian context

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