La genèse d’un centre de R&amp;D à l’international. Le cas de l’industrie automobile

Dalmasso, Cédric; Maniak, Rémi

doi:10.7202/1043078ar

Cited by 6 publications

(3 citation statements)

References 33 publications

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“…Standard practice would have been to close the project at its end and mandate the French Technocentre to organize the rest of the story. Instead, the decision to empower the initial project unit on this enlarged scope transformed a formerly “one project, one country” engineering unit into a global multi-project and multimarket platform hub (Dalmasso and Maniak, 2015). Organizationally, this development unit under the program management leadership was still subject to centralized governance – directly from the Renault–Nissan–Mitsubishi Alliance, in the case of Kwid.…”

Section: Discussion: the Structuring Power Of Projectification On Innovation Processes Internationalizationmentioning

confidence: 99%

Projectification

Midler

2019

IJMPB

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Purpose The last few decades have seen the rapid emergence of two transformative streams in large firms. The first is the development of project management, aimed at improving the performance of innovation management, while the second, the internationalization of innovation organizations and processes in response to strategies of redeployment toward emerging countries. Both streams have been closely analyzed in the fields of project management and international management, respectively. However, the links between the two have been less studied. The purpose of this paper is to consider the hypothesis that a firm’s projectification might have an important impact on its pattern of internationalization in innovation. Design/methodology/approach First, we present the models of internationalization of innovation processes used in the multinational corporation literature. This field essentially focuses on the components of permanent organizations: global internationalization strategy and legacy, R&D footprint, characterization of local subsidiaries and the role of central head offices. Projects figure only as a context in which those elements operate, not as a structuring variable of the global innovation process pattern. The authors challenge this view by exploring whether the specificities of the firm’s projectification pattern can influence how it builds its global innovation process. The paper is based on a longitudinal case where the authors analyze the organizational transition within the Renault group, an emblematic case of a multinational that implemented a spectacular internationalization transition in the 2000s. Findings Our results demonstrate project organizing’s major impact on the internationalization patterns of innovation processes within the firm. They show how the deployment of a polycentric innovation footprint has been the consequence of a specific projectification transition, giving the project and program functions the autonomy to transgress centralized product development norms to adapt their project to the local environment; use the initial breakthrough project as the foundation for a new and specific global product development network through a lineage logic; and sustain this innovation global network as a permanent process of the firm. Research limitations/implications The paper demonstrates the importance of the organization’s projectification characteristics as an important vector for successfully implementing the most advanced internationalization strategies (i.e. reverse innovation) and innovation processes models (i.e. integrated networks). Practical implications The paper characterizes project management related conditions that can govern the success of innovation strategies in high-growth emerging countries: the autonomy and empowerment of project functions; colocation and integration of teams; existence of a program function; and HR policies capable of supporting lineage management and project-to-project learning processes. Originality/value Bridging project management literature with multinational management literature. Demonstrate the key impact of projectification on internationalization pattern of the firm. Longitudinal analysis of a firm internationalization transition on a ten-year period.

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Section: Discussion: the Structuring Power Of Projectification On Innovation Processes Internationalizationmentioning

confidence: 99%

Projectification

Midler

2019

IJMPB

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“…Ben Mahmoud-Jouini and Charue-Duboc (2014) extend this research to knowledge related to innovation. Without adopting Tallman and Chacar's (2011) framework, Dalmasso and Maniak (2015) focus on the interaction between the local network of practice that involves collaboration with external as well as local players and the MNC's internal network of practice. They introduce the notion of "organizational distance" between different units in the same company, adapting the concept introduced by Torre (2014).…”

Section: Network Of Professionalsmentioning

confidence: 99%

“…Studying innovation diffusion requires specifying the object of diffusion. It can be expertise about a technological domain developed in an R&D center that will be transferred to another R&D center and used in the development or adaptation of innovations dedicated to local markets (Dalmasso and Maniak, 2015). It can be an innovation designed in a subsidiary that may be of interest for other subsidiaries and adapted and commercialized in their markets (Ben Mahmoud-Jouini and Charue-Duboc, 2014).…”

Section: Global Innovation Diffusionmentioning

confidence: 99%

Global organization of innovation processes

Mahmoud‐Jouini

Burger‐Helmchen

Charue-Duboc

et al. 2018

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In this article, we first present a brief overview of the historical evolution of global innovation in multinational firms. We then outline four components and challenges facing firms that are evolving towards global innovation. Next, we focus on the beginning and end phases of the innovation process: their inception and their diffusion. We show that the stakes related to inception tend to sustain internationalization but induce ever more complex innovation diffusion. In the conclusion, we present open issues and questions that merit further attention and research by the academic community working at the intersection of innovation management and international management.

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Breakthrough R&D Stakeholders: The Challenges of Legitimacy in Highly Uncertain Projects

Hooge

Dalmasso

2015

Project Management Journal

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We studied the management of internal R&D stakeholders and their involvement dynamics in breakthrough R&D projects. Building on a longitudinal research partnership with a global car manufacturer since 2005, this research highlights the important dynamics of involvement among internal R&D stakeholders in the engineering development organization. Some stakeholders—who served as experts, innovation design strategists, or internal collaboration strategists—succeeded in involving the individuals needed for the project's progress, sometimes generating an over‐commitment. The success of the rationale of these stakeholders on engineering resource involvement depended on the perceived legitimacy of their owners.

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La genèse d’un centre de R&D à l’international. Le cas de l’industrie automobile

Cited by 6 publications

References 33 publications

Projectification

Projectification

Global organization of innovation processes

Breakthrough R&D Stakeholders: The Challenges of Legitimacy in Highly Uncertain Projects

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