Author
Christophe Midler
Other affiliations: Université Paris-Saclay
Bio: Christophe Midler is an academic researcher from École Polytechnique. The author has contributed to research in topics: Project management & Innovation management. The author has an hindex of 28, co-authored 160 publications receiving 2816 citations. Previous affiliations of Christophe Midler include Université Paris-Saclay.
Papers published on a yearly basis
Papers
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TL;DR: The case of the French firm Renault is studied in this paper, which effected a transition from the classical functional organization in the 1960s to project coordination in the 1970s and since 1989 to autonomous and powerful project teams, which had profound and destabilizing effects on the other permanent logics of the firm (task definitions, hierarchic regulations, carrier management, functions and supplier relations).
420 citations
Book•
01 Jan 1993
TL;DR: Fonde sur l'aventure exemplaire de la creation de la Twingo par Renault en 1992, a livre nous eclaire sur toutes les questions suscitees par la gestion par projets dans les entreprises as mentioned in this paper.
Abstract: Fonde sur l'aventure exemplaire de la creation de la Twingo par Renault en 1992, ce livre nous eclaire sur toutes les questions suscitees par la gestion par projets dans les entreprises. La premiere partie raconte l'histoire de la genese et du deroulement du projet Twingo, la seconde analyse les implications: l'innovation, ce n'est pas seulement sortir des nouveaux produits, c'est aussi transformer les methodes.
Au dela de la success story de la Twingo, ce recit indispensable temoigne de la revolution organisationnelle toujours en cours dans tous les secteurs d'activites et du devenir des innovations organisationnelles experimentees sur le projet Twingo qui participent, on le sait maintenant d'une transformation industrielle profonde. Cet ouvrage conclut sur la fecondite de la collaboration entre Recherche et Entreprises, sujet on ne peut plus actuel en 2012!
266 citations
TL;DR: There is a growing tendency to organize various aspects of business life by projects, and to set up temporary organizations in a competition where speed and adaptability becomes a major necessity.
Abstract: There is a growing tendency to organize various aspects of business life by projects, and to set up temporary organizations in a competition where speed and adaptability becomes a major necessity. ...
172 citations
Book•
02 Jul 2015
TL;DR: In this article, leading authorities on project organizing explore the growing deployment of projects and other types of temporary organizations, with a focus on the challenges created by projectifica cation.
Abstract: In this book, leading authorities on project organizing explore the growing deployment of projects and other types of temporary organizations, with a focus on the challenges created by projectifica ...
143 citations
TL;DR: In this article, the authors examine the management of the final phases of the design process of an innovative product-related service and identify a field that needs exploration by researchers in product and service innovation: the design of the sales process.
104 citations
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01 Jan 2005TL;DR: A century after the publication of Max Weber's The Protestant Ethic and the "Spirit" of Capitalism, a major new work examines network-based organization, employee autonomy and post-Fordist horizontal work structures.
Abstract: A century after the publication of Max Weber's The Protestant Ethic and the "Spirit" of Capitalism, a major new work examines network-based organization, employee autonomy and post-Fordist horizontal work structures.
2,892 citations
19 May 2000
TL;DR: The TFV-teoriaksi (Transformation, flow, value generation) as discussed by the authors is a well-known method for value generation in the literature, e.g. in finance.
Abstract: Vaitoskirja pyrkii vastaamaan kahteen kysymykseen: Onko mahdollista muotoilla tuotannon teoriaa? Jos on, johtaako teoria tehokkuuden kohoamiseen, kun sita sovelletaan rakentamiseen?
Historiallinen analyysi paljastaa, etta 1900-luvulla on kehitetty ja sovellettu kolmea eri tuotannon kasitteellista mallia. Tuotanto on nahty muunnoksena, virtana ja arvontuottona. Kaikkia naita malleja voidaan perustellusti pitaa valttamattomina tuotannon ymmartamiseksi, ja niita tulisi siten soveltaa rinnakkain. Vaitostutkimuksessa esitettavaa tuotannon mallia kutsutaan tuotannon TFV-teoriaksi (Transformation, Flow, Value generation).
Tutkimuksen tulokset osoittavat, etta tehokkuutta alentavia ongelmia esiintyy yleisesti rakentamisen kaikissa vaiheissa: rakennuttajan paatoksenteossa, suunnittelun ohjauksessa ja rakennustuotannon ohjauksessa. TFV-teoria selittaa suurelta osin rakentamisen ongelmien syntymisen. Tarkasteltaessa pioneeriyritysten kehittamishankkeita, joissa on sovellettu TFV-teorian tiettyja ydinpiirteita, voidaan havaita, etta talle teorialle perustuvat menetelmat tuottavat merkittavia kustannussaastoja ja muita hyotyja. TFV-teorian avulla voidaan siten suunnata uusiin tehokkaampiin menetelmiin tahtaavaa kokeilua ja kehitystyota seka rakentamisen kaytannon etta tutkimuksen piirissa.
1,235 citations
TL;DR: In this article, the authors discuss how the interior processes of a project are influenced by its historical and organizational context and suggest that future research on project management needs to extend its temporal scope, analyzing how project practices evolve through history over prior, present, and future projects, as well as its organizational scope.
1,019 citations
01 Jan 1998
TL;DR: Tushman and O'Reilly as discussed by the authors define ambidextrous organizations as those having internally consistent structures and an internal operating culture that provides for excelling today, while also planning for the future.
Abstract: Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal Tushman, Michael L. and O'Reilly, Charles A., 256 pp., Cambridge, MA: Harvard Business School Press, 1997. Reviewed by Subodh P. Kulkarni, Assistant Professor in School of Business at Howard University, Washington, D.C. Professors Tushman and O'Reilly are well known for their research on innovation and organizational culture. In this book, the authors address a fundamental and interesting issue underlying organizational change and innovation: that of how firms can achieve a balance between stability and change. Businesses are not likely to prosper or survive in the long run without this balance. One of the book's key premises is that short-term success may constrain a firm's ability to change. Short term successes often occur in larger, older, more structured organizations, the source of structural and cultural inertia, which yields success in stable environments and failure when environments change. Therefore, a company's culture holds the key to success (or failure) in the long run. To create and sustain a competitive edge in the long run, companies must learn how to manage incremental and revolutionary change. The key, according to the authors, is to develop an "ambidextrous organization." Tushman and O'Reilly define ambidextrous organizations as those having internally consistent structures and an internal operating culture that provides for excelling today, while also planning for the future. The ambidextrous organizations are, thus, engaged in a balancing act between the management of incremental and revolutionary technologies. Further, these organizations have very different cultures within a company (or even a business unit, for that matter). Vision is vital to ambidextrous organizations, often displaying one vision that hosts multiple cultures in the unit. Of course, a firm can have multiple cultures under one roof by spinning off different business units and managing them independently. This is unacceptable to the authors. It is important to manage them as a whole, or as a system. The thing that holds the system components together is the overarching vision for the technology firm. That is why the book emphasizes strategic intent or competitive vision; because without a common, overarching purpose and set of values, the ambidextrous company just does not hold together. So it is not only different cultures, but different structures, systems, rewards, and competencies that need to be managed together. Drawing on their extensive research, consulting practice, as well as the experiences of managers from several "ambidextrous companies," the authors develop a model that can be used by executives to understand the dynamics of change necessary for long-term success. Toward this end, the book provides several tools for identifying and diagnosing the causes of performance gaps and for developing action plans to attain, and maintain, industry leadership. The book is divided into nine chapters. Chapter 1 is introductory, and it outlines the concepts underlying the authors' model. Chapter 2 highlights the significance of the concepts introduced earlier in the context of global change and innovation. Chapters 3 through 6 focus on the building of capabilities, competencies, and cultures that can generate a sustainable competitive advantage. Chapter 4 develops a model that highlights the congruence among an organization's strategies and four distinct factors: critical tasks, culture, structure, and people. A lack of congruence often results in performance gaps. Chapter 5 outlines how organizational culture-the selecting, socializing, and rewarding of workers consistent with the company's goals-promotes this congruence. It also illustrates how to assesses an organization's culture. Chapters 7 and 8 stand out in particular because in these chapters the authors introduce techniques for building an ambidextrous organization. …
886 citations
TL;DR: In this paper, the authors discuss the concept of temporary collaboration in social contexts and propose Cool Projects, Boring Institutions: Temporary Collaboration in Social Context, Vol. 36, No. 3, pp 205-214.
Abstract: (2002). Cool Projects, Boring Institutions: Temporary Collaboration in Social Context. Regional Studies: Vol. 36, No. 3, pp. 205-214.
830 citations