Contenu du sommaire : Managerial Innovation and Open Innovation Strategies

The fields of open innovation (OI) and management innovation (MI) have been tended to be studied separately and have very little discussion with each other. This is paradoxical for two reasons. First, the work on OI has clearly demonstrated the importance of the organizational and managerial dimension but does not identify the MIs that could promote this openness and its processes. The question of “how to organize and manage the I?” remains wide open. Second, while OI paradigm has been primarily mobilized for technological innovations, a few rare works have shown interest in MI. However, knowledge of its effects on MI remains limited and fragmented. The aim of this article is therefore to bring these two literatures closer together, to place them in dialogue in order to respond to their mutual shortcomings. We show that the reconciliation of these two fields can be a source of reciprocal contributions and enrichment. JEL Codes: O36, O31, O30

The two main perspectives regarding the drivers of managerial innovation (MI) – institutional and rational – are often presented as contrasts in previous literature. This article seeks to bridge the two perspectives in an effort to analyze the external antecedents of MI in an open innovation framework. Using the French Organizational Change and Computerization survey, this analysis reveals that MI is influenced not only by active external search strategies but also by coercive pressures and a quest for legitimacy. The results also indicate a substitution effect between external search activity and absorptive capacity in relation to MI. That is, openness is beneficial for managerial innovation in manufacturing firms, but internal obstacles still dominate. JEL Codes: O31, L60

The paper proposes a conceptual model of intellectual capital (IC) and open innovation (OI) within a Resource Based View. Considering components of IC as strategic resources and OI strategies as generating capabilities (innovation capacity) to expand and manage these resources, the theoretical frame maintains that the dimensions of IC impact positively on OI strategies. The empirical evidence adopts the Partial Least Squares method by exploring the Tunisian context and performing a survey with 124 respondents in Technology-Based Sectors. Our findings stipulate that human capital and technological capital have a positive impact on inbound OI and relational capital has a positive impact on outbound OI. Theoretical and managerial implications are advanced highlighting the human, technological and relational sides of OI topic. JEL Codes: M1, O31, O34

The dialogue between researchers in management and practitioners is increasingly intensive and regular. The objective of this research is to present a process of the co-creation of a new practice of human resources management: the labor loan for an ecosystem. For some time now, a number of French organizations have used an innovative human resources management system: the loan of labor. This system, which is regulated by French law, aims simultaneously at safeguarding local employment and at temporarily relieving companies of their payroll. The system also helps to develop the skills and employability of employees in an employment area. This research analyzes the emergence of this new practice in light of the analytical approach of proximity. A longitudinal and original methodological framework makes it possible to understand how the actors co-construct the devices of labor loan, in order to appropriate them and disseminate them within a pool of jobs. It also shows the significance of inter-organizational dynamics and the interactions between researchers and practitioners in the emergence of the system.JEL Codes: M, M5

The objective of this article is to propose a conceptual framework for understanding the relationship {space-innovation} for current organizations in order to identify issues. The achievement of this objective requires a historical and critical reading of this relationship. The article is structured in three parts. In the first, the relationship is apprehended under the prism of the territory, seen as naturally innovative. In the second, this relationship is apprehended under the prism of the cluster and shows the need to ensure governance. In the third, we approach this relationship under the prism of the collaborative innovation space. Two particular issues currently facing organizations are detailed: (1) the obligation (or not) of organizations to open their borders and (2) the role of actors in the collaborations undertaken.JEL Codes: O310, O320

The sharing economy is a growing sector that is profiting from digitalization by developing multi-sided platforms allowing users to create and manage valuable transactions around products and services. However, for companies, this type of platform requires the implementation of opening processes to provide internal resources in order to help users interact between them and to innovate. This poses a problem of the openness control of boundaries of the company and the platform, which the present research proposes to study. Through the comparative study of several multi-sided platforms, we show that the control mechanisms depend on the type of boundary and the nature of the opening. We also analyze the role of the platform, technological tools and governance in the dynamic management of these boundaries, and the management of open innovation.JEL Codes: O31, O35