Le développement durable est-il durable ? L'impact de l'interdépendance des composantes cognitive, organisationnelle, sociétale et économique

Jacques Lewkowicz and Pascal Koeberlé

Innovations, 2009, vol. n° 29, issue 1, 9-33

Abstract: We build upon a renewed typology of organizational configurations, as a starting point towards a new theory of strategic and organizational change. Four configurations are identified. Each of them consists of a specific set of four attributes: knowledge types, organizational forms, societal institutions and strategic maneuvers. In accordance with our configurational approach to organizational analysis, we assume these attributes have a tendency to fall into coherent patterns: configurations. Consequently, the number of empirically observable organizational configurations is limited. Besides, although a configuration is pliable up to a point, inconsistencies between the attributes indicate a configurational change mechanism has been triggered. The tension between long-run stakeholders-oriented sustainable development and short-run shareholders-oriented value creation is one facet of any strategic maneuver. J-form configuration is the most capable of effectively engage in sustainable development practices. We argue, however, that the specific set of attributes of the J-firm is unstable. The competitive advantage of the firm lies in the capacity of sustaining sustainable development. Codes JEL: L21, L22, M10

Keywords: organizational change; strategy; J-firm; knowledge; sustainable development (search for similar items in EconPapers)
JEL-codes: L21 L22 M10 (search for similar items in EconPapers)
Date: 2009
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