L’objectif de cette recherche est de mieux comprendre le management du paradoxe coopétitif dans les petites entreprises. La coopétition est une stratégie qui est paradoxalement à la fois coopérative et concurrentielle. Le management de ce paradoxe est la clé de la réussite de la coopétition. Trois principes de management sont identifiés dans la littérature pour gérer la relation coopétitive : la séparation organisationnelle entre la coopération et la compétition, l’intégration individuelle du paradoxe coopétitif et le co-management des activités communes. Dans cette recherche, nous nous interrogeons sur la pertinence de ces trois principes pour gérer le paradoxe coopétitif dans les petites entreprises du fait de leurs spécificités. A cette fin, nous étudions la coopétition entre les agences immobilières. Les résultats mettent en évidence de façon détaillée comment les trois principes de management du paradoxe coopétitif s’appliquent de manières différentes dans les petites entreprises.
The emerging literature on management innovation has principally focused on firms, thereby neglecting nonprofit organizations (NPOs). Yet, NPOs have also adopted management innovations to support the strong growth and professionalization of the nonprofit sector. Arguing that NPOs represent theoretically a specific management framework, this study aims at identifying the specific obstacles faced by NPOs when they implement a management innovation. Hence, we have conducted an in-depth case study in an international nongovernmental organization. Our results show that the specific internal obstacles in NPOs are their complex human resource management and their lack of financial resources. Moreover, a negative internal perception of the management innovation due to a lack of clarity, accuracy and a real systemic scope could be source of problems. Externally, the high accountability toward stakeholders could slow down the implementation of management innovation. These results contribute to the literature on both management innovation and nonprofit management.
This paper identifies the main problems and challenges of organizational performance management systems. After analyzing these shortcomings and the complexity of the performance appraisal process, the study provides a detailed presentation of a successful performance management system thanks to a management innovation developed and implemented by Schneider Electric. This management innovation effectively succeeds to introduce a performance management systems which eliminates the problems related with low employee empowerment and motivation, providing a clear definition and measurement of performance, and an organic inter-relation between various organizational functions and hierarchical levels.
