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

Carole Donada (carole.donada@essec.edu), Gwenaëlle Nogatchewsky (nogatchewsky@voila.fr) and Anne Pezet (anne.pezet@dauphine.fr)
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Carole Donada: ESSEC Business School
Gwenaëlle Nogatchewsky: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique
Anne Pezet: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique

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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.

Keywords: Supplier relations management; Renault (search for similar items in EconPapers)
Date: 2014
New Economics Papers: this item is included in nep-his
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