Théorie des ressources. Débats théoriques et applicabilités

Brulhart, Franck; Guieu, Gilles; Maltese, Lionel; Prévot, Frédéric

doi:10.3166/rfg.204.83-86

Cited by 13 publications

(7 citation statements)

References 10 publications

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“…Theoretical support provided by the resource-based view (RBV) simplifies the understanding of the link between innovative behavior and performance by using the internal characteristics of the organization to explain the link between strategy and corporate performance (Brulhart et al, 2010;Damanpour et al, 2009;Galende and De la Fuente, 2003). According to the RBV theoretical model, companies which have specific resources and skills will have the competitive edge and thus attain superior performance (Camisón and Villar-López, 2012).…”

Section: Review Of the Literaturementioning

confidence: 99%

Innovative behavior and venture performance of SMEs

Omri

2015

European Journal of Innovation Management

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Purpose – The purpose of this paper is to explore the relationship between innovative behavior and firm performance to determine empirically whether managers’ innovative behavior impacts directly or indirectly on firm performance through innovative output. A proposed conceptual model is tested with the moderating effects of environmental dynamism. Design/methodology/approach – An empirical study tests the conceptual model of a multi-industry sample of Tunisian small and medium-sized enterprises. For this analysis the author applies the partial least squares (PLS) technique using the software package SmartPLS, version 2.0. Findings – Empirical findings reveal that innovative behavior acts on innovation output thus having a positive and significant effect on business performance. Direct effect on business performance is found to be positive but weakly significant. These positive relationships tend to decrease when market conditions are highly dynamic. Practical implications – Managers should be aware of the strategic potential of their innovative skills which can reinforce a firm’s innovativeness in order to improve business performance. Originality/value – This paper proposes a model showing how a manager’s innovative behavior affects innovation output thus enhancing firm performance. The proposed conceptual model gives a more specific vision with the introduction of environmental dynamism as a moderating factor.

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Section: Review Of the Literaturementioning

confidence: 99%

Innovative behavior and venture performance of SMEs

Omri

2015

European Journal of Innovation Management

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“…(Hu et Liden, 2015). Dès lors, et à côté des travaux portant sur les compétences stratégiques ou organisationnelles (Brulhart et al, 2010;Brulhart et al, 2017a;Brulhart et al, 2017b;Brulhart et al, 2018), le travail en équipe a fait naître des questionnements sur un nouveau niveau d'analyse de la compétence, celui de la compétence collective. En effet, ce 1.…”

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L’influence de la compétence collective sur la performance d’équipe : analyse du rôle modérateur du leadership partagé et du coaching

Brulhart

Favoreu

Loufrani-Fedida

2019

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This paper aims to better understand the influence of collective competence on team performance, by introducing two original moderating variables: internal horizontal leadership (shared leadership) and external vertical leadership (coaching). To carry out this work, we used a quantitative study conducted from a database of 147 teams of 5 Master students (735 individuals) engaged in a business management simulation. Our results show that shared leadership and coaching appear as levers of action to accentuate the positive impact of collective competence on team performance.

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“…Studies on the management of intellectual capital are based, for the most part, on resource theory [19] Those that address entrepreneurship or business creation, regularly mobilize the contingency perspective, relational dynamics, etc. As part of this research, we are part of the current of resource thoughts to inform the discussion and the implications.…”

Section: Putting In Theoretical Contextmentioning

confidence: 99%

Collective Intelligence and University Entrepreneurial Performance: An Exploratory Study Among Teacher Researchers and Students from Chadian Universities

Mignenan¹

2021

SJBM

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The research on intellectual capital carried out so far for the academic entrepreneurial development is few but has clearly shown its importance. However, the overall contribution of intellectual capital to the performance of academic entrepreneurial projects of both technologies, social and environmental or university spin-offs remains little studied. Even studies carried out on this subject, often, focus only on a single component and favor, for the most part, the quantitative approach. This posture does not allow us to understand which of the three components of intellectual capital is the best predictor of academic entrepreneurial performance. Thus, the results of these previous studies provide little information on how to increase entrepreneurship by mobilizing intellectual capital. To fill these gray areas and facilitate an understanding of the causal link between intellectual capital and academic entrepreneurial performance, a semi-structured interview of eleven entrepreneurs and a survey of 278 researchers and students from four Chadian universities were conducted. The research process was mixed. We used an approach that focused on both economic/financial entrepreneurship, social entrepreneurship (which is part of the obligations of Chadian universities) and societal/environmental entrepreneurship. During data production, we have put forward the criterion of participation of the actor (researcher-student-practitioner) in the various phases of activities in the process of implementation of entrepreneurship. Our results have shown that human capital (R 2 = 0.21) and relational capital (R 2 = 0.29) are the best predictors of academic entrepreneurial performance. It is mainly relational capital that contributes mainly (b = 31%) academic entrepreneurial performance. These results are explained by the fact that human capital and relational capital are deployed for the purposes of creativity, contact, creation of business networks, etc., while structural capital plays an essential role in the credibility and influence of universities. Finally, it is the combination of the three components of intellectual capital that plays a decisive role (R 2 = 0.85) in achieving academic entrepreneurial performance. Thus, universities are invited to revitalize their network of actors, to promote collaborative research, to advocate the agile approach and to enrich their human capital so that it fulfills its mission as an open innovation subject, without neglecting their capital structure for its undeniable support role.

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Théorie des ressources. Débats théoriques et applicabilités

Abstract: Cet article des Editions Lavoisier est disponible en acces libre et gratuit sur archives-rfg.revuesonline.com Cet article des Editions Lavoisier est disponible en acces libre et gratuit sur archives-rfg.revuesonline.com

Cited by 13 publications

References 10 publications

Innovative behavior and venture performance of SMEs

Innovative behavior and venture performance of SMEs

L’influence de la compétence collective sur la performance d’équipe : analyse du rôle modérateur du leadership partagé et du coaching

Collective Intelligence and University Entrepreneurial Performance: An Exploratory Study Among Teacher Researchers and Students from Chadian Universities

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