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La construction de compétences dans l'action

Author

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  • Genevieve Musca

    (CEROS - Centre d'Etudes et de Recherches sur les Organisations et la Stratégie - UPN - Université Paris Nanterre)

Abstract

Drawing on a longitudinal case study, this article illustrates how a practice approach, complementary to the Resource Based View and Dynamic Capabilities perspective, can illuminate how individuals build competitive advantages in high-velocity environments. We analyze how project team members construct in action a new competence. We highlight the role of direct interactions, micro-experimentations and boundaries activities in this process.

Suggested Citation

  • Genevieve Musca, 2007. "La construction de compétences dans l'action," Post-Print hal-01517916, HAL.
    • Handle: RePEc:hal:journl:hal-01517916
    DOI: 10.3166/RFG.174.93-113
    Note: View the original document on HAL open archive server: https://hal.parisnanterre.fr/hal-01517916
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    References listed on IDEAS

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    1. David J. Teece & Gary Pisano & Amy Shuen, 1997. "Dynamic capabilities and strategic management," Strategic Management Journal, Wiley Blackwell, vol. 18(7), pages 509-533, August.
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    3. Wanda J. Orlikowski, 2002. "Knowing in Practice: Enacting a Collective Capability in Distributed Organizing," Organization Science, INFORMS, vol. 13(3), pages 249-273, June.
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    5. Linda Rouleau, 2005. "Micro‐Practices of Strategic Sensemaking and Sensegiving: How Middle Managers Interpret and Sell Change Every Day," Journal of Management Studies, Wiley Blackwell, vol. 42(7), pages 1413-1441, November.
    Full references (including those not matched with items on IDEAS)

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