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

Carole Donada (), Gwenaëlle Nogatchewsky () and Anne Pezet ()
Additional contact information
Carole Donada: ESSEC Business School, Postal: 1 AVENUE BERNARD HIRSCH, CS 50105 CERGY, 95021 CERGY PONTOISE CEDEX, FRANCE, http://www.essec.edu
Gwenaëlle Nogatchewsky: Université Paris-Dauphine, Postal: Place du Maréchal de Lattre de Tassigny, 75775 Paris Cedex 16, FRANCE, http://www.dauphine.fr
Anne Pezet: HEC Montréal, Postal: 3000, chemin de la Côte-Sainte-Catherine, , Montréal (Québec) H3T 2A7, CANADA,, http://www.hec.ca

No WP1414, ESSEC Working Papers from ESSEC Research Center, ESSEC Business School

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; Automobile Industry; Renault; Construction process; Managerial competence; Strategic management (search for similar items in EconPapers)
JEL-codes: L62 M10 (search for similar items in EconPapers)
Pages: 38 pages
Date: 2014-09
New Economics Papers: this item is included in nep-his
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