M@n@gement https://management-aims.com/index.php/mgmt <p>&nbsp;</p> <p>M@n@gement is supported by the AIMS (<a href="http://www.strategie-aims.com/" target="_blank" rel="noopener">Association Internationale de Management Stratégique</a><a href="http://www.strategie-aims.com/">ion</a>).&nbsp;The AIMS is the largest French speaking association of scholars in the fields of management, strategy and organization research.&nbsp;It's mission consists in promoting research works in the fields of strategic and organizational management, in easy their difusion and in helping the professional development of its members.</p> <p>In addition, our journal is supported by Institut des Sciences Humaines et Sociales (CNRS - The French National Science Foundation) since 2018.</p> <p><a href="https://www.strategie-aims.com/" target="_blank" rel="noopener"><img src="/public/site/images/ecsemiczky/aims-logo3.jpg"></a></p> en-US management.journal.aims@gmail.com (The M@n@gement Editorial Team) emma.csemiczky@openacademia.net (Emma Csemiczky) Wed, 03 Jun 2020 10:21:52 -0700 OJS 3.1.2.4 http://blogs.law.harvard.edu/tech/rss 60 Scapegoating in the Organization: Which Regulation Modes? https://management-aims.com/index.php/mgmt/article/view/4871 <p>Several studies have focused on scapegoating in the organizational context. However, most have tended to enclose the protagonists in predefined roles: scapegoats are relatively passive, their colleagues persecute them, and management quickly join the persecutors. According to this scenario, the outcome ends irrevocably with the scapegoat’s isolation. The literatures in related fields have nevertheless suggested other modes of regulation, and we might question whether our representation of the organizational scapegoating process, from passive actors to automatic outcome, offers a full account of this complex phenomenon as it unfolds and is lived. We in fact do not know how organizational actors regulate the scapegoating process, interfering with and influencing its trajectory and outcome. In this article, we conceptualize this complex process by examining the active and regulating roles of its protagonists and how they hinder or even avert the violence of scapegoating. In an exploratory and qualitative study of seven cases of scapegoating in a large French company, we describe the actions of the scapegoats (combating the persecution, struggling against stigma, avoidance, and departure) and management (support for persecutors, support for the scapegoat, and ambivalent support). The articulation of the protagonists’ actions ultimately leads to four types of resolution for the scapegoat: isolation, expulsion, cohabitation, and assimilation. Two modes of regulation emerge: the first mode strengthens and catalyzes the scapegoating process, whereas the second mode prevents and channels it. By detailing the actors’ actions and their capacities to co-regulate the scapegoating process, this study moves beyond a deterministic vision of scapegoating and underlines the role of its protagonists. A research agenda is discussed.</p> Mélia Djabi, Oriane Sitte de Longueval Copyright (c) 2020 Mélia Djabi http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/4871 Wed, 03 Jun 2020 00:00:00 -0700 Value Creation and Value Appropriation in Innovative Coopetition Projects https://management-aims.com/index.php/mgmt/article/view/4622 <p>This article provides a formal model of the value creation-appropriation dilemma in coopetition for innovation, that is, alliances among competing firms. The model determines the levels of cooperation that maximize the profit of each firm in an innovative coopetition agreement regardless of the number of firms and their respective budget endowments dedicated to the coopetitive project. We answer the following questions: within an innovative coopetition agreement, will the partners cooperate more or less when their budget endowments change? What is the impact on profit? When is it profitable to accept a new partner into the agreement? What happens to the remaining firms when a partner withdraws from the agreement? We show that when the coopetitive budget of the focal firm increases, the focal firm allocates a larger part of this budget to value creation activities and increases its profit. In contrast, when a partnering firm increases its coopetitive budget, the focal firm reduces its budget for value creation activities to maintain a sufficient budget for value appropriation activities. We also show that the addition of a competitor with a large coopetitive budget to the innovative coopetition agreement decreases the cooperation of the focal firm but increases the profit of the initial partnering firms. In contrast, the exit of a partnering firm with a large coopetitive budget from the agreement intensifies the cooperation among the remaining firms but reduces their profit.</p> Paul Chiambaretto, Jonathan Maurice, Marc Willinger Copyright (c) 2020 Paul Chiambaretto, Jonathan Maurice, Marc Willinger http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/4622 Wed, 03 Jun 2020 00:00:00 -0700 A Literature Review of the Strategic Decision-Making Context: A Synthesis of Previous Mixed Findings and an Agenda for the Way Forward https://management-aims.com/index.php/mgmt/article/view/4621 <p>The aim of this article is to conduct a comprehensive literature review concerning the influence of contextual factors on strategic decision processes. Our literature review organizes the existing literature on contextual factors along the lines of an integrative framework for studying strategic decisions. Interestingly, the stream of research on strategic decision processes is dominated by studies showing mixed, contradictory, and inconclusive findings. The effects of each contextual factor on the strategic decision process differ substantially across the reviewed studies. This creates several opportunities for further research on the topic. The review also reveals a paucity of cross-cultural studies, longitudinal studies, and tests of complex relationships such as three-way interactions, curvilinear relationships, and mediation effects. We conclude our review by suggesting seven directions for future research and identifying several implications for theory and practice.</p> Said Elbanna, Ioannis C. Thanos, Rob J. G. Jansen Copyright (c) 2020 Said Elbanna, Ioannis C. Thanos, Rob J. G. Jansen http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/4621 Wed, 03 Jun 2020 00:00:00 -0700 How Coopetition Influences the Development of a Dominant Design: Evidence from the Pinball Industry https://management-aims.com/index.php/mgmt/article/view/4624 <p>Most studies concerning dominant designs focus on ‘collective’ or ‘competitive’ strategies that companies deploy to impose their choices on the market. The objective of this research is to assess the extent to which ‘coopetitive’ strategies may lead to a dominant design. We analyzed the development of a dominant design over an 84-year period through a historical study in the field of pinball machines. Our study focuses on the five main manufacturers of pinball machines and analyzes data from 1930 to 2014. We demonstrate that companies undergo three phases that involve the progressive development of coopetitive relationships with different impacts on the generation of innovation. Because manufacturers differentiated their offerings, innovated and simultaneously imitated others, increased competition resulted. Simultaneously, external threats and the need to collectively respond to clients and partners prompted the manufacturers to cooperate with one another. Thus, our research provides a better understanding of how specific horizontal coopetitive relationships among manufacturers of the same type of products impact the development of a dominant design at the industry level. This case study suggests that as a theoretical framework, coopetition introduces new insights into the comprehension of relational dynamics during the development of dominant designs. Our observations also confirm or invalidate conclusions drawn in previous works related to coopetition strategies. In particular, this case is interesting as although the appropriability regime was weak, companies still developed coopetitive relationships, contradicting previous studies.</p> Fanny Simon, Albéric Tellier Copyright (c) 2020 Fanny Simon, Albéric Tellier http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/4624 Wed, 03 Jun 2020 00:00:00 -0700 Management, Socialism and Democracy https://management-aims.com/index.php/mgmt/article/view/4872 <p>The critical corner welcomes transcripts of roundtables, symposiums, interviews, keynotes speeches organized within conferences but also book reviews essays or provocative ideas in the field of critical management studies.</p> Régis Martineau, Paul S. Adler Copyright (c) 2020 Régis Martineau, Paul S. Adler http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/4872 Wed, 03 Jun 2020 00:00:00 -0700 We All Became Wambats! From Pillar to Post with the Analogy between Publishing Scientific Prose and Producing Cubic-Shaped Poop https://management-aims.com/index.php/mgmt/article/view/4873 <p>Researchers are well aware that university breaks are often the most inspiring periods for writing, in particular academic articles. Still, one cannot prevent our relatives from questioning why we are not more available for them. This is what happened when my daughter came to me with her bag full of tricky questions.</p> Sébastien Liarte Copyright (c) 2020 Sébastien Liarte http://creativecommons.org/licenses/by-nc/4.0 https://management-aims.com/index.php/mgmt/article/view/4873 Wed, 03 Jun 2020 00:00:00 -0700