Différencier les contributions des filiales d’une multinationale en matière d’innovation

Guérineau, Mathias; Mahmoud‐Jouini, Sihem Ben; Charue-Duboc, Florence

doi:10.7202/1043075ar

Cited by 4 publications

(10 citation statements)

References 39 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Radically new opportunities result from coupling processes between markets and technological knowledge that are very complex and often rely on tacit knowledge. The importance of physical proximity for coupling markets and technical knowledge, and at the inception stage, is also highlighted in Guerineau, Ben Mahmoud-Jouini and Charue-Duboc (2015). They delineate the contribution of specific subsidiaries called "accelerators" and the characteristics of the innovations they tend to develop, precisely because of the specificity of customers they interact with.…”

Section: Internationalization Of Inception Of Innovationsmentioning

confidence: 99%

“…They emphasize the necessary adaptation of an innovative product to the local context in which it is commercialized and the conditions that allow the subsidiary deploying the innovation to access the necessary knowledge, which is most often located in the subsidiary that originated the innovation. Guerineau et al (2015) differentiate the types of innovation and the types of subsidiaries that are more prone to develop them, and they specify the role that each type of subsidiary may hold in the deployment processes.…”

Section: Global Innovation Diffusionmentioning

confidence: 99%

“…Finally, the diffusion of an innovation, a technology, or a competence is often analyzed in sequence from the first subsidiary to the second. However, the initial sequence of subsidiaries that commercialize an innovation may present various patterns, as suggested by Guerineau et al (2015) and Blomkvist et al (2015). Understanding these patterns appears to be an important avenue for future research.…”

Section: Global Innovation Diffusionmentioning

confidence: 99%

“…The role of subsidiaries in MNCs' global innovation processes has been acknowledged (Cantwell and Mudambi, 2005;Mudambi, 2011;Guerineau et al 2015;Blomkvist et al 2015). However, further research is needed to address some academic and empirical challenges.…”

Section: Measuring Subsidiaries' Contributions To Innovationmentioning

confidence: 99%

See 3 more Smart Citations

Global organization of innovation processes

Mahmoud‐Jouini

Burger‐Helmchen

Charue-Duboc

et al. 2018

Self Cite

View full text Add to dashboard Cite

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.

show abstract

Section: Internationalization Of Inception Of Innovationsmentioning

confidence: 99%

Section: Global Innovation Diffusionmentioning

confidence: 99%

Section: Global Innovation Diffusionmentioning

confidence: 99%

Section: Measuring Subsidiaries' Contributions To Innovationmentioning

confidence: 99%

See 2 more Smart Citations

Global organization of innovation processes

Mahmoud‐Jouini

Burger‐Helmchen

Charue-Duboc

et al. 2018

Self Cite

View full text Add to dashboard Cite

show abstract

“…Une caractéristique importante de l'innovation étudiée est d'être locale, née dans une petite filiale (au sens du poids de son CA dans la FMN), bien loin des filiales « super star » pour reprendre la catégorie de Blomqvist, Kappen & Zander (2014). Alors qu'une stratégie classique d'innovation de la FMN consiste à développer des innovations pour les filiales historiques avant de les diffuser largement de manière centralisée, des dynamiques plus variées ont été caractérisées récemment dans la littérature (Ben Mahmoud-Jouini, Burger-Helmchen, Charue-Duboc & Doz, 2015;Guerineau, Ben Mahmoud-Jouini & Charue-Duboc, 2015). Ainsi les travaux sur l'innovation frugale (Fukuda & Watanabe 2011; Zeschky, Widenmayer, & Gassmann 2014) ou l'innovation inversée (Govindarajan & Ramamurti 2011;von Zedtwitz et al 2015) ont montré l'importance d'innovations initialement développées pour des marchés hétérodoxes en impliquant les acteurs locaux.…”

Section: Innovation Locale Et Communauté De Pratiqueunclassified

Le rôle des communautés de pratiques et de leur coordination dans le développement et le déploiement des innovations dans une multinationale

Guérineau

Mahmoud‐Jouini

Charue-Duboc

2018

Self Cite

View full text Add to dashboard Cite

La littérature met en avant le rôle des communautés de pratique (CoPs) dans la constitution et le partage de connaissances tacites et ancrées. Cependant, leur impact sur les processus d’innovation reste l’objet d’un débat. Nous nous attachons à mieux comprendre le rôle des CoPs dans l’innovation à l’échelle d’une firme multinationale. A partir de l’étude de cas approfondie d’une innovation développée au sein d’une filiale et déployée dans une autre, nous montrons le rôle critique de l’implication conjointe de deux CoPs de natures différentes, l’une pilotée et soutenue par le top management et l’autre autonome et spontanée. Nous spécifions les modes de coordination entre ces CoPs qui ont soutenu le développement et le déploiement de l’innovation dans la FMN.

show abstract

Projectification

Midler

2019

IJMPB

View full text Add to dashboard Cite

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.

show abstract

Différencier les contributions des filiales d’une multinationale en matière d’innovation

Abstract: Érudit est un consortium interuniversitaire sans but lucratif composé de

Cited by 4 publications

References 39 publications

Global organization of innovation processes

Global organization of innovation processes

Le rôle des communautés de pratiques et de leur coordination dans le développement et le déploiement des innovations dans une multinationale

Projectification

Contact Info

Product

Resources

About