L'axe moteur des travaux de K.E. Eisenhardt, est le processus de développement stratégique des entreprises confrontées à une évolution rapide de la technologie et aux transformations concurrentielles qui en découlent. Pourquoi certaines entreprises exploitent-elles mieux les opportunités que d'autres ? Et comment les autres parviennent-elles ou non à suivre le rythme de cette exploitation ? La multiplication et le renouvellement constant des opportunités, liés au développement général du potentiel de la technologie électronique, offrent en permanence des occasions de rattrapage pour les entreprises distancées et remet constamment en cause les avantages des entreprises les plus habiles. A la question classique en stratégie de la construction et de la défense d'un avantage concurrentiel, Eisenhardt substitue celle de la production constamment renouvelée d'un avantage concurrentiel jamais acquis. Le processus devient donc premier par rapport à la substance des choix stratégiques : « Strategy is simple. (...) Strategy is organizational. (...) Strategy is temporal. » (Eisenhardt, 2002). La vitesse du processus stratégique interne et, surtout, la maîtrise de cette vitesse deviennent des sources d'avantage concurrentiel.
Cet ouvrage propose une méthodologie complète ainsi que les outils, testés depuis plusieurs années dans le cadre du CEFAG (Centre Européen de Formation Approfondie à la Gestion), pour réussir sa thèse et son début de carrière de chercheur. Les auteurs exposent à la fois les approches classiques de thèse et recherche, et les méthodologies récentes. Ils mettent également l'accent sur les outils de développement et de perfectionnement.
Structure commune des chapitres :
1) propos général argumenté et illustré ;
2) enseignements et implications sous forme d'outils et de démarches pour les doctorants ;
3) bibliographie « Pour aller plus loin ».
Les coordinateurs interviennent régulièrement dans le CEFAG, programme sélectif de soutien aux doctorants en sciences de gestion mis en place par la FNEGE depuis 35 ans. Ils ont encadré un grand nombre de thèses et participé à de nombreux ateliers doctoraux.
Quant aux auteurs, ils représentent toute la diversité des sciences de gestion : ils enseignent en université et en école de management et couvrent l'ensemble des disciplines de la gestion.
The objective of this book is to help at-risk organizations to decipher the "safety cloud", and to position themselves in terms of operational decisions and improvement strategies in safety, considering the path already travelled, their context, objectives and constraints. What link can be established between safety culture and safety models in order to increase safety within companies carrying out dangerous activities? First, while the term "safety culture" is widely shared among the academic and industrial world, it leads to various interpretations and therefore different positioning when it comes to assess, improve or change it. Many safety theories, concepts, and models coexist today, being more or less appealing and/or directly useful to the industry. How, and based on which criteria, to choose from the available options? These are some of the questions addressed in this book, which benefits from the expertise of its worldwide famous authors in several industrial sectors.
This open access book addresses several questions regarding the implementation of human and organisational factors (HOF) so that recent improvements in industrial safety can be built upon. It addresses sources of frustration in senior management with high expectations of operational recommendations and disquiet on the part of HOF specialists struggling to have an impact on high-level decision making. The brief explores these issues with an emphasis on examples and lessons learned based on the experience of its authors, who come from different academic disciplines and various industrial sectors such as oil and gas, energy and transportation. It then offers some ways forward for a better consideration of HOF in hazardous companies with a view of promoting safety and facing challenges in a rapidly changing world.
This open access book addresses the future of work and industry by 2040-a core interest for many disciplines inspiring a strong momentum for employment and training within the industrial world. The future of industrial safety in terms of technological risk-management, although of obvious concern to international actors in various industries, has been quite sparsely addressed. This brief reflects the viewpoints of experts who come from different academic disciplines and various sectors such as oil and gas, energy, transportation, and the digital and even the military worlds, as expressed in debates and discussions during a two-day international seminar. The contributors address such questions as:What influence will ageing and lack of digital skills in the workforce of the occidental world have on safety culture?What are the likely impacts of big data, artificial intelligence and autonomous technologies on decision-making, and on the roles and responsibilities of individual actors and whole organizations?What role have human beings in a world of accelerating changes?What effects will societal concerns and the entrance of new players have on technological risk management and governance?Managing Future Challenges for Safety will interest and influence researchers considering the future effects of a number of currently developing technologies and their practitioner counterparts working in industry and regulation.
