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Une revue, des règles, un rôle dans le champ du management stratégique

Authors: Koenig, Gérard;

Une revue, des règles, un rôle dans le champ du management stratégique

Abstract

Après avoir présenté la définition à partir de laquelle peut être appréciée la contribution de FCS au management stratégique, cet article se structure autour de deux préoccupations qui ont trait à la dynamique de production des connaissances dans le champ. La première s'inscrit dans le plan défini par les dimensions empi-rique et analytique. Elle concerne le risque que l'obsession de la nouveau-té théorique fait courir au processus de connaissance. La seconde préoccupation touche au contenu thématique de la recherche en management stratégique. Constitué de couples, comme celui que forment organisation et stratégie, cet axe thématique, que l'on peut concevoir comme orthogonal aux dimensions empirique et analytique est le lieu où s'invente le management stratégique, où des oppositions se nouent et où se pose la question de leur éventuel dépasse-ment. Mots clés : management stratégique – revues scientifiques – politiques éditoriales – développement de la con-naissance – obsession pour la théorie.

After having presented the definition of strategic management from which the contribution of FCS can be recognized, the article moves on to examine two issues closely related to the dynamics of knowledge production in this domain. The first issue is found within the space defined by the empirical and analytical dimensions and concerns the risks for the knowledge process brought about by an obsession with theoretical novelty. The second issue concerns the thematic content of strategic management research. This content can be viewed as structured along various dimensions, each of them being composed of a thematic couple, such as the one that associates organization and strategy. This thematic space, which can be thought of as orthogonal to the space defined by empirical and analytical dimensions, is where strategic management is invented, where oppositions emerge, and where the question of their synthesis can be raised.

Country
France
Subjects by Vocabulary

JEL Classification: jel:L19 jel:M19

Keywords

JEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics, knowledge development, revues scientifiques, management stratégique;revues scientifiques;politiques éditoriales;développement de la connaissance;obsession pour la théorie;strategic management;scholarly periodicals;editorial policies;knowledge development;obsession with theory., obsession with theory, politiques éditoriales, JEL: M - Business Administration and Business Economics • Marketing • Accounting • Personnel Economics/M.M0 - General, développement de la connaissance, strategic management, obsession pour la théorie, [SHS.GESTION]Humanities and Social Sciences/Business administration, scholarly periodicals, management stratégique, [SHS.GESTION] Humanities and Social Sciences/Business administration, editorial policies

Archer M., Bhaskar R., Collier A., Lawson T. et Norrie A. (1998), Critical Realism, Routledge.

Astley W.G. et Van de Ven A.H. (1983), « Central Perspectives and Debates in Organization Theory », Administrative Science Quarterly, vol. 28, p. 245-273. [OpenAIRE]

Baker T. et Pollock T.G. (2007), « Making the Marriage Work : The Benefits of Strategy's Takeover of Entrepreneurship for Strategic Organization », Strategic Organization, vol. 5, n° 3, p. 297-312.

Baum J.A.C., Greenwood R. et Devereaux J.P. (2003), « Welcome to Strategic Organization-SO », Strategic Organization, vol. 1, n° 1, p. 5- 8.

Bowman E. H., Singh H. et Thomas H. (2002), « The Domain of Strategic Management : History and Evolution, in A. Pettigrew, H. Thomas et R. Whittington (Eds.), Handbook of Strategy and Management, Sage, p. 31-51.

Bracker J. (1980), « The Historical Development of the Strategic Management Concept », Academy of Management Review, vol. 5, n° 2, p. 219-224. [OpenAIRE]

Campbell D.T. (1975) « 'Degrees of Freedom' and the Case Study », Comparative Political Studies, vol. 8, n°2, p. 178-193.

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  • citations
    This is an alternative to the "Influence" indicator, which also reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically).
    0
    popularity
    This indicator reflects the "current" impact/attention (the "hype") of an article in the research community at large, based on the underlying citation network.
    Average
    influence
    This indicator reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically).
    Average
    impulse
    This indicator reflects the initial momentum of an article directly after its publication, based on the underlying citation network.
    Average
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citations
This is an alternative to the "Influence" indicator, which also reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically).
BIP!Citations provided by BIP!
popularity
This indicator reflects the "current" impact/attention (the "hype") of an article in the research community at large, based on the underlying citation network.
BIP!Popularity provided by BIP!
influence
This indicator reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically).
BIP!Influence provided by BIP!
impulse
This indicator reflects the initial momentum of an article directly after its publication, based on the underlying citation network.
BIP!Impulse provided by BIP!
0
Average
Average
Average
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