La révolution à petits pas. Pour une relecture du cas Ikea

Jean-Marc Schoettl

Revue française de gestion, 2009, vol. n° 197, issue 7, 163-173

Abstract: Literature about breakthrough strategies pays particular attention to the radical and necessarily revolutionary result of this type of strategy. Managers can worry so much about this characteristic, especially in existing companies, that they don?t even consider those strategies. However, the process leading to this type of strategy remains unclear : the objective of this paper is to describe this process. Hence, a different reading of the Ikea case highlights the paradox of breakthrough strategies : they can be at the same time radical (through their impact on the market) and gradual (at the firm level).

Date: 2009
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