Processus de formation d’une capacité dynamique : le cas d’une petite entreprise internationale1

Abstract

Résumé L’objectif de cet article est d’analyser comment une petite entreprise construit une capacité dynamique d’internationalisation. Pour ce faire, nous avons étudié une entreprise industrielle et de services de dix salariés. Notre analyse montre que l’entreprise a pu construire une capacité dynamique d’internationalisation en développant et renouvelant sa base de ressources et compétences à travers un processus caractérisé par la fréquence, la progressivité de l’internationalisation et la réussite des premières démarches d’expansion géographique. Nous mettons également en évidence les facteurs managériaux, organisationnels et environnementaux qui ont favorisé la construction de la capacité dynamique.

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

“…The dynamic capacity (DC) of a team or organization is an approach that is based on the evolution of resources and skills (Alphonse-Tilloy & Altintas, 2018;Mathé , 2006;Remon, 2012) to respond to an uneasy stable ecosystem. For some authors, it's the skills of a team or organization to be able to integrate, build and reconfigure its internal and external skills in order to cope with the instability of the environment (Altintas, 2015;Mathé , 2006;TEECE, PISANO, & SHUEN, 1997) This dynamic capacity emerges from two theoretical perspectives, in particular (i) the evolutionary approach, rooted in the theories of organizational evolution and characterized by organizational factors and (ii) the entrepreneurial approach, based rather on managerial factors and place managers at the center of the emergence of dynamic capacities as a heritage of survival and sustainability.…”

“…becomes central to this strategic posture. This intelligent mode of action makes it possible to achieve better performance in terms of responsiveness, survival, adaptation of the unexpected or optimized use of the resources allocated to the entrepreneurship project (Alphonse-Tilloy & Altintas, 2018;Matlay & Westhead, 2007) Moreover, this ability of a group to enhance its human capital (Mignenan, 2020a) is part of a collective active capacity that generates entrepreneurial resilience. Part of the success of dynamic capacity will be in particular the construction of a common understanding around the activities carried out and therefore shared knowledge resulting from the contributions of each of the entrepreneurs.…”

“…There are several studies (Leimeister, 2010;Levy, 2015;Malone & Bernstein, 2015;Mulgan, 2018;Valencia, Roberto, & Garcia, 2015) dedicated to collective intelligence, with a strong interest in the issue of dynamic capacity and sharing as preferred vectors to build collective competence and increase resilient posture in a complex situation (Akgüna & Keskina, 2015;Alphonse-Tilloy & Altintas, 2018;Altintas, 2015). These studies tend to show that collective intelligence has a positive influence on collective competence and promotes entrepreneurial resilience, particularly through dynamic peace, integration, sharing, etc.…”