Poursuite d’opportunité entrepreneuriale et modes de management

Jean-Michel Degeorge () and Karim Messeghem ()
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Jean-Michel Degeorge: Ecole des Mines de Saint-Etienne, Département EPICE de l'Institut Fayol – Laboratoire Coactis EA 4161
Karim Messeghem: Université de Montpellier, MRM Labex Entreprendre

Revue Finance Contrôle Stratégie, 2016, vol. 19, issue 2, 27-57

Abstract: (VF)Stevenson et Jarillo (1990) et Stevenson (2000) ont introduit la notion de management entrepreneurial pour décrire le processus de poursuite d’opportunités dans des organisations existantes. Depuis ces travaux précurseurs, la littérature en entrepreneuriat a eu tendance à se focaliser sur la nature des opportunités et sur le processus de formation des opportunités entrepreneuriales en éludant la question organisationnelle. Cette recherche met en relation mode de management et processus de formation des opportunités (identification ou construction). Le croisement de la littérature sur le management entrepreneurial et sur l’opportunité aboutit à la formulation de propositions dont la pertinence est appréciée à partir d’une étude qualitative. Les résultats laissent envisager une relation entre le mode de management et le processus de formation des opportunités (un management entrepreneurial conduit à la construction d’une opportunité alors qu’un management plus bureaucratique permet l’identification d’une opportunité). Pour autant, une analyse des différentes dimensions du management permet de montrer que l’opposition systématique entre management entrepreneurial et management bureaucratique n’est pas toujours pertinente. Les entreprises utilisent conjointement des modes différents. Enfin, les caractéristiques des processus et leur relation, entre formation et construction de l’opportunité, sont également discutés.(VA)Stevenson and Jarillo (1990) and Stevenson (2000) introduced the concept of entrepreneurial management to describe the phenomenon in which existing organisations pursue opportunities. Since these works, the literature has focused on different types of opportunity (particularly created opportunities or existing opportunities) and on differentiated modes of pursuing opportunities (identification or construction) (Short and al., 2010), without treating the organizational topic.This research focuses on the different modes of management depending on whether the opportunity comes from a construction or an identification process. In response to this issue, we formulate propositions based on the. The relevance of these propositions is evaluated using a qualitative study. The results suggest that there is a relationship between the nature of opportunity and the organisation’s mode of management. However, analysis of the various characteristics of management suggests that the systematic opposition of entrepreneurial and bureaucratic management styles is not always pertinent. Firms tend to use several different styles of management jointly. Finally, we will also discuss the characteristics of the process and the relationship between opportunity construction and identification.

Keywords: opportunité; management entrepreneurial; construction; identification; organisation existante; opportunity; entrepreneurial management. (search for similar items in EconPapers)
JEL-codes: M13 (search for similar items in EconPapers)
Date: 2016
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Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:dij:revfcs:v:19:y:2016:i:2:p:27-57.

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