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Le stratège pense-t-il encore ?

Author

Listed:
  • Malo Joncquemat

    (NIMEC - Normandie Innovation Marché Entreprise Consommation - UNICAEN - Université de Caen Normandie - NU - Normandie Université - ULH - Université Le Havre Normandie - NU - Normandie Université - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université - IRIHS - Institut de Recherche Interdisciplinaire Homme et Société - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université)

  • Pascal Auregan

    (NIMEC - Normandie Innovation Marché Entreprise Consommation - UNICAEN - Université de Caen Normandie - NU - Normandie Université - ULH - Université Le Havre Normandie - NU - Normandie Université - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université - IRIHS - Institut de Recherche Interdisciplinaire Homme et Société - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université)

Abstract

Cette étude de cas unique explore la façon dont un stratège peut générer des règles simples de sélection par le biais de la cognition stratégique. L'objectif de la recherche est de découvrir si des mécanismes cognitifs peuvent permettre à un décideur d'abstraire les informations clefs de son environnement ; et par là même de traduire sa compréhension de l'environnement en règles simples. La littérature existante suggère que les règles simples sont apprises par la codification d'expériences antérieures. Cependant, peu d'études font le lien entre la création d'une compréhension de l'environnement et la génération de règles simples. Dans cette étude portant sur la sélection d'opportunités d'un cabinet de fusions-acquisitions, nous développons un modèle de génération de règles simples de sélection par la réflexion stratégique en suivant une méthodologie 'à la Gioia'. Nos résultats enrichissent le cadre conceptuel existant en soulignant d'une part l'importance des représentations mentales du décideur et d'autre part le rôle de l'intuition d'expert dans l'abstraction des informations pertinentes de l'environnement. Plus précisément, nos données montrent que la réflexion stratégique doit être considérée, à l'instar de l'apprentissage organisationnel, comme une source majeure de la génération des règles simples. De plus, nos données offrent une compréhension de la manière dont ces deux sources interagissent.

Suggested Citation

  • Malo Joncquemat & Pascal Auregan, 2020. "Le stratège pense-t-il encore ?," Post-Print hal-03238396, HAL.
  • Handle: RePEc:hal:journl:hal-03238396
    Note: View the original document on HAL open archive server: https://hal.science/hal-03238396
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    References listed on IDEAS

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