scispace - formally typeset
Search or ask a question
Author

Bertrand Quelin

Bio: Bertrand Quelin is an academic researcher from HEC Paris. The author has contributed to research in topics: Outsourcing & Transaction cost. The author has an hindex of 21, co-authored 88 publications receiving 2152 citations. Previous affiliations of Bertrand Quelin include Saint Petersburg State University.


Papers
More filters
Journal ArticleDOI
TL;DR: In this paper, the authors explore the relationship between the formal versus informal nature of opportunism and the formal and informal characteristics of contractual governance and derive implications for research on the role of contractual mechanisms in dealing with interorganizational opportunism.
Abstract: This study investigates contracting mechanisms in situations of opportunistic disputes between organizations. The authors specifically explore the relationships between the formal versus informal nature of opportunism and the formal versus informal nature of contractual governance. They use a unique data set of 102 buyer–supplier disputes to explore in depth different types of opportunism – that is, strong form versus weak form opportunism – and different types of contracting mechanisms – that is, the controlling and coordinating functions of formal contracts and the cooperative and competitive sides of relational contracts. The authors’ detailed empirical analysis suggests distinct relationships between the different contracting mechanisms, the different types of opportunism, and the level of legal fees necessary to deal with the dispute. From these findings the authors derive implications for research on the role of contractual mechanisms in dealing with interorganizational opportunism.

94 citations

Posted Content
TL;DR: In this article, the authors examine an applied investment decision in the telecommunications industry to highlight the main benefits associated with using real options, and examine two research streams to explain how real options contributes to a theoretical understanding of strategic management.
Abstract: Real options (RO) analysis has been of growing interest to the academic community as a promising approach to supporting investment decisions under uncertainty. In this article we examine an applied investment decision in the telecommunications industry to highlight the main benefits associated with using real options. The paper then discusses the theoretical issues raised by real options. Specifically, we examine two research streams to explain how real options contributes to a theoretical understanding of strategic management, and to better understand the gap between theory and practice of real options. Finally, we lay out an agenda for future research.

70 citations

Journal ArticleDOI
TL;DR: In this article, the authors explored the links between narrowly defined constructs: stakeholder orientation, environmental proactivity and profitability, from the perspectives of stakeholder theory and resource-based theory.
Abstract: The impact of socially responsible corporate behavior on economic performance is a major preoccupation of managers today. This article explores the links between narrowly defined constructs: stakeholder orientation, environmental proactivity and profitability, from the perspectives of stakeholder theory and resource-based theory. We collected data on the food and beverage, and household and personal products industries. Using structural equation modeling, this paper makes two contributions. We found a negative link between companies simply having a higher stakeholder orientation and profitability. Importantly, however, environmental proactivity not only had a positive impact on profitability, but also appeared to mediate the relationship between stakeholder orientation and profitability. In other words, if a company is more environmentally proactive, it will be more attentive to a broad array of stakeholders, and this will in turn contribute positively to profitability.

68 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined an applied investment decision in the telecommunications industry to highlight the main benefits associated with using real options, and examined two research streams to explain how real options contributes to a theoretical understanding of strategic management and to better understand the gap between theory and practice of real options.
Abstract: Executive Overview Real options (RO) analysis has been of growing interest to the academic community as a promising approach to supporting investment decisions under uncertainty. In this article we examine an applied investment decision in the telecommunications industry to highlight the main benefits associated with using real options. The paper then discusses the theoretical issues raised by real options. Specifically, we examine two research streams to explain how real options contributes to a theoretical understanding of strategic management, and to better understand the gap between theory and practice of real options. Finally, we lay out an agenda for future research.

64 citations

Journal ArticleDOI
Bertrand Quelin1
TL;DR: In this article, the authors examine how firms manage their proprietary research and development programs and how they succeed in establishing a co-operative relationship with their environment, using forty interviews conducted in both the US and Europe.

63 citations


Cited by
More filters
Book
01 Jan 1995
TL;DR: In this article, Nonaka and Takeuchi argue that Japanese firms are successful precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies, and they reveal how Japanese companies translate tacit to explicit knowledge.
Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

7,448 citations

Posted Content
01 Jan 2012
TL;DR: The 2008 crash has left all the established economic doctrines - equilibrium models, real business cycles, disequilibria models - in disarray as discussed by the authors, and a good viewpoint to take bearings anew lies in comparing the post-Great Depression institutions with those emerging from Thatcher and Reagan's economic policies: deregulation, exogenous vs. endoge- nous money, shadow banking vs. Volcker's Rule.
Abstract: The 2008 crash has left all the established economic doctrines - equilibrium models, real business cycles, disequilibria models - in disarray. Part of the problem is due to Smith’s "veil of ignorance": individuals unknowingly pursue society’s interest and, as a result, have no clue as to the macroeconomic effects of their actions: witness the Keynes and Leontief multipliers, the concept of value added, fiat money, Engel’s law and technical progress, to name but a few of the macrofoundations of microeconomics. A good viewpoint to take bearings anew lies in comparing the post-Great Depression institutions with those emerging from Thatcher and Reagan’s economic policies: deregulation, exogenous vs. endoge- nous money, shadow banking vs. Volcker’s Rule. Very simply, the banks, whose lending determined deposits after Roosevelt, and were a public service became private enterprises whose deposits determine lending. These underlay the great moderation preceding 2006, and the subsequent crash.

3,447 citations

01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

2,134 citations

Journal ArticleDOI
TL;DR: In this paper, the authors take stock of the large body of extant research and provide a systematic assessment of empirical evidence and conclude that a more thorough empirical grounding of the theory's foundation is crucial to its future development, and offer several strategies for doing this.
Abstract: Transaction cost economics (TCE) is one of the leading perspectives in management and organizational studies, yet debate continues regarding its empirical support. In this paper, we take stock of the large body of extant research and provide a systematic assessment of empirical evidence. In all, 308 statistical tests from 63 articles, selected according to a set of clear criteria, were examined across various dimensions. We assess not only the level of empirical support for the theory, but also the degree of paradigm consensus present in the empirical literature. Our analysis shows that results are mixed: while we found support in some areas (e.g., with regard to asset specificity), we also found considerable disagreement on how to operationalize some of TCE's central constructs and propositions, and relatively low levels of empirical support in other core areas (e.g., surrounding uncertainty and performance). We conclude that a more thorough empirical grounding of the theory's foundation is crucial to its future development, and offer several strategies for doing this. Copyright © 2003 John Wiley & Sons, Ltd.

1,093 citations

Book
01 Jan 1998
TL;DR: Doz and Hamel as discussed by the authors focus on the internal processes within the partnership and the unfolding interactions among partners that play an important and relatively unexplored role in shaping outcomes, and challenge organizations to define their objectives for alliance formulation and consider whether their own corporate culture provides an "alliance ready" atmosphere.
Abstract: Partnerships between companies receive a great deal of attention from top managers and researchers at the time of their formation. This attention results largely from the common perception that the initial structuring of partnerships and establishment of common goals determines partnership outcomes and success. In Alliance Advantage, Doz and Hamel shift the focus away from deal making to the internal processes within the partnership and the unfolding interactions among partners that play an important and relatively unexplored role in shaping outcomes. Focusing on the underlying reasons why companies enter alliances and the processes by which they continually learn from their interactions and re-evaluate common--and individual--goals, the authors paint a sophisticated picture of alliance dynamics over time. The authors challenge organizations to define their objectives for alliance formulation and consider whether their own corporate culture provides an "alliance ready" atmosphere.

778 citations