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
29 Nov 2007
TL;DR: In this paper, the authors propose an eclairage managerial de la demarche a observer and invite a suivre les cinq principales etapes de la methodologie proposee.
Abstract: L’externalisation est plus spontanement associee aux dimensions d’efficacite et de performance operationnelles qu’au developpement strategique de l’entreprise. L’association classique de l’externalisation avec la reduction des couts est ainsi illustrative d’une preoccupation de court terme. Pour etre reellement strategique, l’externalisation suppose un bilan prealable des axes de developpement et des competences futures de l’entreprise. Elle requiert aussi une selection d’un partenaire privilegie capable d’en faire un reel vecteur de la strategie de l’entreprise cliente. Enfin, elle exige des dispositifs contractuels flexibles susceptibles d’accompagner les evolutions de la relation client-prestataire. Cet article propose un eclairage managerial de la demarche a observer et invite a suivre les cinq principales etapes de la methodologie proposee.

10 citations

Journal ArticleDOI
01 Jul 2012
TL;DR: In this paper, the authors discuss the different reasons that drive organizations to interrupt outsourcing, reverse their previous decision and then reintegrate activities formerly delegated to providers, and discuss different reasons for outsourcing interruptions.
Abstract: This paper discusses the different reasons that drive organizations to interrupt outsourcing, reverse their previous decision and then reintegrate activities formerly delegated to providers. Contra...

10 citations

Posted Content
TL;DR: In this article, the authors examined the relevance of transaction cost economics for the analysis of regulatory policy in telecommunications and explored the impact of changes in national telecommunications regulation on the level of transaction costs.
Abstract: Antitrust and regulatory policies influence the vertical and horizontal integration of firms and the characteristics of their contractual arrangements. This paper examines the relevance of transaction cost economics for the analysis of regulatory policy in telecommunications. It explores the impact of changes in national telecommunications regulation on the level of transaction costs. After building a new theoretical framework based upon previous transaction cost contributions, the paper sets out a research agenda concerning the importance of transaction costs for antitrust and regulatory policies

9 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