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Au-delà de l’ambidextrie : les apports de l’approche japonaise du management des connaissances

Author

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  • Aurélie Dudézert

    (CEREGE [Poitiers, La Rochelle] - Centre de recherche en gestion [EA 1722] - IAE Poitiers - Institut d'Administration des Entreprises (IAE) - Poitiers - UP - Université de Poitiers = University of Poitiers - UP - Université de Poitiers = University of Poitiers - ULR - La Rochelle Université)

  • Pierre Fayard

    (CEREGE [Poitiers, La Rochelle] - Centre de recherche en gestion [EA 1722] - IAE Poitiers - Institut d'Administration des Entreprises (IAE) - Poitiers - UP - Université de Poitiers = University of Poitiers - UP - Université de Poitiers = University of Poitiers - ULR - La Rochelle Université)

  • Cécile Gaumand

    (Ecole Centrale Paris)

  • Oiry Ewan

    (CEREGE [Poitiers, La Rochelle] - Centre de recherche en gestion [EA 1722] - IAE Poitiers - Institut d'Administration des Entreprises (IAE) - Poitiers - UP - Université de Poitiers = University of Poitiers - UP - Université de Poitiers = University of Poitiers - ULR - La Rochelle Université)

Abstract

Par son article fondateur, James March (1991) a contribué à attirer l'attention sur la différence qui existe, dans le management des connaissances, entre les logiques d'exploration et d'exploitation. Depuis de nombreux travaux sur les différentes formes d'ambidextries ont tenté de mieux articuler ces deux logiques. Dans cet article nous proposons d'éclairer ce débat par les concepts de l'approche japonaise de la gestion des connaissances. Celle-ci ne distingue pas exploitation et exploration. Elle considère qu'un plein investissement dans le présent est la condition de la réussite présente (exploitation), mais aussi de la pérennisation de l'entreprise dans le futur (exploration). Pour qu'il soit efficace, ce plein investissement repose sur une maîtrise parfaite des savoir-faire (notion de Kata) et se réalise dans le cadre d'un collectif (Ba) qui valorise et reconnaît cet investissement. L'application de ces trois concepts au cas d'une PME qui fabrique des pièces mécaniques permet de montrer empiriquement comment ils renouvellent la réflexion sur le management des connaissances et permettent de dépasser certaines limites des recherches sur l'ambidextrie. Ces résultats nous permettent ensuite d'amorcer des pistes de discussion avec la littérature existante.

Suggested Citation

  • Aurélie Dudézert & Pierre Fayard & Cécile Gaumand & Oiry Ewan, 2014. "Au-delà de l’ambidextrie : les apports de l’approche japonaise du management des connaissances," Post-Print hal-02971531, HAL.
    • Handle: RePEc:hal:journl:hal-02971531
    Note: View the original document on HAL open archive server: https://hal.science/hal-02971531
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    References listed on IDEAS

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