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Jonczyk Sédès, Claudia
Nom
Jonczyk Sédès, Claudia
Affiliation principale
Fonction
Professeur ordinaire en management stratégique
Email
claudia.jonczyk@unine.ch
Identifiants
Résultat de la recherche
Voici les éléments 1 - 6 sur 6
- PublicationRestriction temporaireNetworks matter : taking a relational perspective on strategic managementDans les organisations, les individus sont liés entre eux par des relations formelles et informelles. Les réseaux sociaux sont particulièrement pertinents pour la gestion stratégique, car divers acteurs organisationnels (par exemple : les employés, les gestionnaires, les cadres supérieurs, le PDG, le conseil d'administration) sont impliqués dans le développement et la mise en œuvre de la stratégie et contribuent conjointement aux résultats stratégiques de l'organisation. Cette thèse explore l'intersection entre les réseaux sociaux et la gestion stratégique afin de déterminer comment l'adoption d'une perspective de réseau social peut enrichir notre compréhension de la gestion stratégique. Cette étude analyse comment les réseaux sociaux, incluant leurs modèles relationnels, structurels et dynamiques, ainsi que les comportements de réseautage des acteurs organisationnels, influent sur la réalisation des objectifs stratégiques des organisations. Elle propose des recommandations sur la manière dont les organisations peuvent exploiter ces réseaux sociaux et ces comportements de réseautage pour obtenir des avantages concurrentiels et atteindre leurs objectifs stratégiques. Cette thèse se compose de trois articles de recherche qui abordent différents sujets de gestion stratégique en étudiant divers aspects des réseaux sociaux. Le premier article examine comment le réseau relationnel des PDG nouvellement nommés avec les parties prenantes internes et externes affecte le changement stratégique de l'organisation. Le deuxième article étudie comment les comportements de réseautage actif permettent aux entrepreneurs de tirer profit de leurs réseaux pour leur entreprise. Le troisième article explore les rôles multiples des réseaux sociaux dans la gestion stratégique des ressources humaines et traite de la manière dont les pratiques de gestion soutiennent les résultats stratégiques en influençant et en façonnant les réseaux sociaux dans les organisations. Les trois articles qui composent cette thèse apportent une contribution significative à la théorie des réseaux sociaux, en générant des implications théoriques et pratiques pour différents domaines de la gestion stratégique, tels que le leadership stratégique, l'entrepreneuriat et la gestion stratégique des ressources humaines.
ABRSTRACT:
Individuals in organizations are inter-connected through formal and informal relations in social networks. Such social networks are particularly relevant for strategic management because various organizational actors (e.g., employees, managers, top managers, CEO, and board of directors) are involved in the development and implementation of the strategy and jointly contribute to the organization’s strategic outcomes. This dissertation focuses on the intersection of social networks and strategic management to examine how adopting a social network perspective can advance our knowledge of strategic management. It investigates how social networks, their relational, structural, and dynamic patterns, and networking behaviors of organizational actors help or hinder organizations in achieving their strategic goals. Moreover, this dissertation offers insights about how organizations can leverage these social networks and influence networking behavior to gain competitive advantages and achieve their strategic goals. This dissertation consists of three research articles addressing different strategic management topics by studying various aspects of social networks. The first article examines how relational networks of new CEOs affect an organization’s strategic change; it shows that outsider CEOs’ weaker internal networks and larger external networks result in a higher degree of strategic change in a business-as-usual situation, but lower strategic change in firms facing turnaround situations. The second article studies how entrepreneurs' active networking benefits their businesses; it shows that network-brokerage behaviors – bridging unconnected individuals – are the most effective for gaining benefits and female entrepreneurs are less active in network brokerage. The third article explores the multiple roles of social networks in strategic human resource management. It addresses how management practices, through influencing and shaping social networks in organizations, can support strategic outcomes. In summary, by applying social network theory, the three articles of this dissertation generate theoretical and practical implications for various topics in strategic management, including strategic leadership, entrepreneurship, and strategic human resource management. - PublicationAccès libre
- PublicationAccès libreWhy outsider CEOs do (not) bring strategic change: A relational perspective(2022-7-8)
; ; Georgakakis, Dimitrios - PublicationAccès libreWhy outsider CEOs do (not) bring strategic change: A relational perspective(2022-4-1)
; ; Georgakakis, Dimitrios - PublicationRestriction temporaireNew CEO Succession Origin and Strategic Change in Turnaround Situations: A Relational Perspective(2021-7-29)
; ; Georgakakis, DimitriosWe study the effect of new CEO succession origin on strategic change in firms facing turnaround situations. Taking a ‘relational perspective’ of CEO succession, we argue that the degree to which outside CEO succession associates with strategic change depends on the relational network between the outside CEO and key incumbent executives prior to succession. Using data from 108 companies with new CEOs in turnaround situations between 1993 and 2015, we find that high CEO outsiderness has a negative effect on strategic change in firms facing turnaround conditions – while this effect is weaker in the later years of the new CEO’s tenure. We further find that outsider CEOs with more connected intra-TMT network brings a higher degree of strategic change to the firm early after succession. Overall, our paper contributes to the extant literature on CEO succession by underscoring the important role of the relational CEO-TMT interface when a new CEO takes charge with the mandate to bring about strategic change (i.e., in turnaround conditions). - PublicationRestriction temporaireWhy outsider CEOs bring less change: A relational perspective(2021-7-8)
; ; Georgakakis, DimitriosExtant research on Chief Executive Officer (CEO) succession has long questioned whether the appointment of a new CEO is beneficial, or detrimental, for firms facing conditions of financial distress (Finkelstein, Hambrick & Cannella, 2009). Our paper attends to answer this question by adopting a relational perspective to study the link between new CEO succession origin and strategic change in turnaround conditions. Specifically, we argue, that the degree to which outside CEO succession associates with strategic change depends on the relational network the outsider CEO has established with key incumbent board members prior to succession.