This paper studies investments in new markets where more than two (anticipated) identical competitors are present. In case of three firms an accordion effect is detected: an exogenous demand shock results in a change of the wedge between investment thresholds of the first and second investor...

What role can academics – especially in management research – have in management innovation ? Can they only be ex post critical analysts of the processes of inventing, experimenting, diffusing and implementing management models and techniques, or do they play a more active role ? From the...

This research insists on systems specificity in the adaptation studies, at an industry level in particular. Traditional theories follow from a static and linear vision of adaptation. To bring new answers, three research fields are mobilized: resource based-view of the firm, punctuated...

La baisse des coûts de transport et de communication et la montée du niveau moyen de formation et de compétence des individus sont aujourd'hui les deux facteurs principaux de changement pour les organisations. La première de ces causes a pour effet l'internationalisation et l'instabilité...

« Le budget est le fléau des directions générales américaines. Il n'aurait jamais du exister. Faire un budget est un exercice de minimisation car tout le monde est occupé à négocier les chiffres les plus faibles possible » . Le propos est clair et sans appel. Il émane de Jack Welsh, un...

This paper explores the relationship between innovation and vocational training. We consider a linear feedback model to explain the dynamics of count data processes relative to patenting activities, R&D and training expenditures. Estimations are made on a panel data set relative to French...

This article investigates the effects of human capital and technological capital on innovation. While the role of technological capital as measured by research and development (R&D) expenditure has been intensively investigated, few studies have been made on the effect of employee training on...