It takes a quarter of a century to build a dynamic capability : Supplier relations management at Renault (1975-1999)

Abstract : Our 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.
Type de document :
Pré-publication, Document de travail
ESSEC Working paper. Document de Recherche ESSEC / Centre de recherche de l’ESSEC. ISSN : 1291-9616. WP 1414. 2014. 2014
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https://hal-essec.archives-ouvertes.fr/hal-01070044
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Soumis le : mardi 30 septembre 2014 - 14:24:32
Dernière modification le : jeudi 11 janvier 2018 - 06:17:41
Document(s) archivé(s) le : vendredi 14 avril 2017 - 12:04:00

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Carole Donada, Gwenaëlle Nogatchewsky, Anne Pezet. It takes a quarter of a century to build a dynamic capability : Supplier relations management at Renault (1975-1999). ESSEC Working paper. Document de Recherche ESSEC / Centre de recherche de l’ESSEC. ISSN : 1291-9616. WP 1414. 2014. 2014. 〈hal-01070044〉

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