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dc.contributor.authorDonada, Carole
dc.contributor.authorNogatchewsky, Gwenaëlle
dc.contributor.authorPezet, Anne
dc.date.accessioned2014-10-02T14:18:28Z
dc.date.available2014-10-02T14:18:28Z
dc.date.issued2014
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/13985
dc.language.isoenen
dc.subjectRelations clients-fournisseursen
dc.subjectSupplier relations managementen
dc.subjectSupplier relations dynamic capabilityen
dc.subjectRenaulten
dc.subject.ddc658.4en
dc.subject.classificationjelL14en
dc.subject.classificationjelL62en
dc.subject.classificationjelM11en
dc.titleIt Takes a Quarter of a Century to Build a Dynamic Capability. Supplier relations management at Renault (1975-1999)en
dc.typeDocument de travail / Working paper
dc.description.abstractenOur analysis explores how a key managerial competence, the supplier relations dynamic capability, was progressively developed and implemented by Renault over a quarter of a century. As our historical approach will demonstrate, this construction process followed three main periods, each of which was characterized by specific external and internal circumstances that constitute turning points and triggers in the organization’s transformation decision process. Most importantly, we will argue that this case brings to light that three phases are necessary for the supplier relations dynamic capability to fully develop: hybridization, combination and saturation, which open new perspectives on the construction process of dynamic capabilities in general.en
dc.identifier.citationpages38en
dc.relation.ispartofseriestitleResearch Center ESSEC Working Paperen
dc.relation.ispartofseriesnumber1414en
dc.identifier.urlsitehttp://hal-essec.archives-ouvertes.fr/hal-01070044en
dc.subject.ddclabelDirection d'entrepriseen
dc.relation.forthcomingnonen
dc.description.submittednonen


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