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Globalizing the firm through projects : The Case of Renault

Author

Listed:
  • Christophe Midler

    (CRG - Centre de recherche en gestion - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - CNRS - Centre National de la Recherche Scientifique)

  • Patricio Neffa

    (CRG - Centre de recherche en gestion - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - CNRS - Centre National de la Recherche Scientifique)

  • Jean-Claude Monnet

    (CRG - Centre de recherche en gestion - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - CNRS - Centre National de la Recherche Scientifique)

Abstract

Over the past decade, the automotive industry has been the arena of concentration and globalization of firms. While strategies aiming to attain a critical mass through external growth and international expansion programs are not new in this sector, the magnitude and global extent of this movement have reached an unprecedented level during the 1990's. Although this trend would apparently seem homogeneous and guided by a kind of fashion phenomena, a fine-grained analysis of the dynamics of today's firms reveals, instead, a significant variety of patterns. Since the globalization of a firm is just one attribute of its complex identity associating different dimensions, it raises some important questions. How will the globalization issue be articulated with the other key dimensions of a firm? How will this development axis be integrated with the firm's own traditions? In the same way that typologies of organisations have been identified, is it possible to characterise both the diversity of globalization processes and the firm's globalization model? This paper aims to address these questions by analysing the Renault case. Firstly, we provide a conceptual framework based upon organisational learning theories to explain the dynamics of the firm. Secondly, we argue that four globalization trajectories should be distinguished: the traditional model based on the dominant market, globalization through projects, functional lines and platforms. Each trajectory will be described and compared. Finally, in the last section, we illustrate the globalization trajectory through projects with intermediate results of an ongoing research on the Renault and GME partnership for the joint development of a new light commercial vehicle. Using interactive-research methods, the aim of this research is to experiment several organisational devices in order to develop and promote collective competencies in the management of international co-operative projects, throughout the organisation. We conclude by giving some managerial implication of our findings and directions for further research.

Suggested Citation

  • Christophe Midler & Patricio Neffa & Jean-Claude Monnet, 2002. "Globalizing the firm through projects : The Case of Renault," Post-Print hal-00262528, HAL.
    • Handle: RePEc:hal:journl:hal-00262528
    Note: View the original document on HAL open archive server: https://hal.science/hal-00262528
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    References listed on IDEAS

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    1. Pierre-Jean Benghozi & Florence Charue-Duboc & Christophe Midler, 2000. "Innovation based competition et design systems dynamics," Post-Print hal-00262599, HAL.
    2. Christophe Midler & Thierry Boudes & Florence Charue-Duboc, 1997. "Formation et apprentissage collectif dans les entreprises : une expérience dans le domaine du management de projet," Post-Print hal-00263244, HAL.
    3. Aimin Yan & Ming Zeng, 1999. "International Joint Venture Instability: A Critique of Previous Research, A Reconceptualization, and Directions for Future Research," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 30(2), pages 397-414, June.
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    Cited by:

    1. Pascal Philippart, 2005. "La dialogique contrat-confiance dans la gestion des alliances interentreprises:une illustration dans l’industrie automobile," Revue Finance Contrôle Stratégie, revues.org, vol. 8(4), pages 177-203, December.
    2. Anna Cabigiosu & Francesco Zirpoli & Markus Becker, 2014. "Developing shared product platforms during a merger: The Fiat-Chrysler case," Working Papers 11, Venice School of Management - Department of Management, Università Ca' Foscari Venezia.

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