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See detailComprendre les pratiques d’entreprises en matière d’intrapreneuriat. Une proposition de caractérisation
Lisein, Olivier ULg; Degré, Julie ULg

in Revue Internationale P.M.E. (2011), 24(2), 167-210

Although it is recognized as a potential vector for strategic innovation for businesses that are capable of taking advantage of it, the concept of intrapreneurship remains relatively unknown. Few of its ... [more ▼]

Although it is recognized as a potential vector for strategic innovation for businesses that are capable of taking advantage of it, the concept of intrapreneurship remains relatively unknown. Few of its constitutive elements have been empirically validated as of today – including intrapreneurial mechanisms targeted by businesses as well as factors that might favour an intrapreneurial behaviour on the part of employees. Our study is intended to be a response to this lack of validation, as we propose an empirical exploration of business practices as regards the way they mobilize the basis of intrapreneurship in their strategy. More precisely, our proposal, which has been carried out on the basis of an analysis of 17 case studies of businesses known to use intrapreneurship, is intended to examine the intrinsic nature of intrapreneurial strategies developed by businesses through different key dimensions. These have been generated by abduction, and will allow us to characterize contrasting approaches of the concept of intrapreneurship within businesses, following which we will propose a taxonomy based on an innovative set of reading categories. [less ▲]

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See detailVers une grille de lecture des pratiques d’entreprises en matière d’intrapreneuriat
Lisein, Olivier ULg; Degré, Julie ULg

Conference (2010, March)

Alors qu’il est reconnu comme étant un vecteur potentiel d’innovations stratégiques pour les entreprises capables de s’en saisir, et qu’il est d’ailleurs à cette fin fortement valorisé par certaines ... [more ▼]

Alors qu’il est reconnu comme étant un vecteur potentiel d’innovations stratégiques pour les entreprises capables de s’en saisir, et qu’il est d’ailleurs à cette fin fortement valorisé par certaines firmes, l’intrapreneuriat reste encore un concept relativement méconnu. Peu de choses semblent aujourd’hui validées empiriquement dans la littérature sur ses éléments constitutifs, sur les dispositifs intrapreneuriaux ciblés par les entreprises ainsi que sur les facteurs susceptibles de favoriser des comportements d’intrapreneurs de la part des salariés. Notre communication entend répondre en partie à ces manquements, en proposant une exploration empirique des pratiques d’entreprises en matière d’intrapreneuriat. Plus précisément, notre propos, élaboré à partir d’une démarche exploratoire reposant sur dix-sept études de cas d’entreprises réputées recourir à l’intrapreneuriat, vise à cerner plus en avant la nature intrinsèque des stratégies intrapreneuriales développées par les entreprises au travers de différentes dimensions clés. Celles-ci, générées par induction, nous permettent de caractériser des approches contrastées de l’intrapreneuriat au sein des firmes étudiées et d’en proposer un essai de typologie au travers d’une grille de lecture novatrice. [less ▲]

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See detailInter-organizational learning within innovation projects : critical stages, issues and good practices
Rondeaux, Giseline ULg; Chalant, Ingrid ULg; Degré, Julie ULg et al

Conference (2009, October 13)

In September 2005, the Walloon Government decided to adopt “the Walloon Marshall Plan”, one of the priorities of which is the setting up of competitiveness clusters bringing together different ... [more ▼]

In September 2005, the Walloon Government decided to adopt “the Walloon Marshall Plan”, one of the priorities of which is the setting up of competitiveness clusters bringing together different contributors (businesses, private & public research centres and training centres). In this context, our aim is to understand how the businesses and the research and training centres are managing to put in place partnership dynamics in order to create innovative projects. To achieve this, we have chosen to focus primarily on the dynamics of inter-organizational learning. Consequently, within the five competitiveness clusters set up in mid-2006, we have opted to focus in particular on 4 projects which have emerged from them. The conceptual model upon which we have based our initiative is structured around this aim and makes use of various analytical benchmarks. Inspired in particular by the work of Holmqvist (2003), this model constitutes our reading and analysis framework for the projects selected from the four competitiveness clusters selected. [less ▲]

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See detailModèles intrapreneuriaux: une caractérisation exploratoire
Lisein, Olivier ULg; Degré, Julie ULg; Pichot, Michèle ULg

Conference (2009, September)

L’environnement économique et concurrentiel dans lequel s’insèrent désormais la plupart des entreprises étant de plus en plus turbulent, la question de l’innovation revêt une importance sans cesse plus ... [more ▼]

L’environnement économique et concurrentiel dans lequel s’insèrent désormais la plupart des entreprises étant de plus en plus turbulent, la question de l’innovation revêt une importance sans cesse plus cruciale. Dans ce cadre, l’intrapreneuriat apparaît constituer une véritable opportunité de renouveler l’innovation stratégique au travers d’une optique novatrice. Assimilé à "la mise en œuvre d’une innovation par un employé, un groupe d’employés ou tout individu travaillant sous le contrôle de l’entreprise" (Carrier, 1993), l’intrapreneuriat consiste à mobiliser les idées et les compétences créatrices de tout ou partie des salariés en vue de concrétiser des innovations de nature variée: élargissement de la gamme de produits/services, investigation de nouveaux marchés, refonte de processus de travail, etc. Toutefois, alors qu’il est reconnu comme étant un vecteur potentiel d’innovations stratégiques pour les entreprises capables de s’en saisir, et qu’il est d’ailleurs à cette fin fortement valorisé par certaines firmes, l’intrapreneuriat reste encore un concept relativement méconnu. Peu de choses semblent aujourd’hui validées empiriquement dans la littérature sur ses éléments constitutifs, sur les dispositifs intrapreneuriaux ciblés par les entreprises ainsi que sur les facteurs susceptibles de favoriser de tels comportements d’intrapreneurs. Notre communication entend répondre en partie à ces manquements, en proposant une réflexion empirique axée sur la façon dont les entreprises perçoivent et mobilisent l’intrapreneuriat dans leur stratégie. Elaborée à partir d’une démarche exploratoire reposant sur dix-sept études de cas d’entreprises réputées recourir à l’intrapreneuriat, notre réflexion poursuit un double objectif complémentaire: cerner la nature intrinsèque des stratégies intrapreneuriales développées par les entreprises au travers de différentes dimensions et, ce faisant, appréhender les déterminants organisationnels et RH qui y sont liés. [less ▲]

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See detailUnderstanding the controversies of inter-organizational ambidexterity with actor-network theory
Antoine, Mélanie ULg; Degré, Julie ULg

Conference (2009, July)

Generally considered at an intra-organisational level, ambidexterity can also be found at inter-organisational level where organisations decide to collaborate by sharing between them activities of ... [more ▼]

Generally considered at an intra-organisational level, ambidexterity can also be found at inter-organisational level where organisations decide to collaborate by sharing between them activities of exploration and exploitation, according to their core competence. In this paper, we examine these collaborations, which are often presented as win-win solutions. In two case studies of R&D partnerships receiving public financing, we show the tensions that run through these alliances and the controversies that set the partners against each other. Our analysis, based on the actor-network theory, indicates that the conditions for successful inter-organisational ambidexterity do not exist a priori. The success of a partnership rather relies on a continuous translation process creating the convergence between the parties involved. [less ▲]

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See detailcontroversies of inter-organizational ambidexterity
Degré, Julie ULg; Antoine, Mélanie ULg

Conference (2009, June)

Generally conceptualized at an intra-organizational level, ambidexterity can also appear at an inter-organizational level when organizations decide to collaborate and distribute activities of exploration ... [more ▼]

Generally conceptualized at an intra-organizational level, ambidexterity can also appear at an inter-organizational level when organizations decide to collaborate and distribute activities of exploration and activities of exploitation according to their specialty. In this paper, we investigate these collaborations, often presented as win-win solutions. On the basis of two case studies of R&D partnerships benefiting from regional subsidies, we show the tensions which cross these alliances and the controversies which divide the partners. Our analysis, based on actor-network theory, indicates that the conditions of a successful inter-organizational ambidexterity do not exist a priori. The success of the partnership rather rests on a continuous translation process creating the convergence between the stakeholders. [less ▲]

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