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Externalisation de ressources et compétences stratégiques : Airbus et Boeing, des choix opposés

Author

Listed:
  • Aurélie Beaugency

    (GREThA - Groupe de Recherche en Economie Théorique et Appliquée - UB - Université de Bordeaux - CNRS - Centre National de la Recherche Scientifique)

  • Mustafa Sakinç
  • Damien Talbot

    (CleRMa - Clermont Recherche Management - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand - UCA [2017-2020] - Université Clermont Auvergne [2017-2020])

Abstract

Selon l'approche par les ressources, les ressources et compétences stratégiques doivent être conservées dans l'entreprise car elles sont source d'un avantage concurrentiel. Les commandes de vol d'un avion constituent, en appliquant le modèle VRIO, un exemple de ressources et compétences stratégiques. Si Airbus internalise la conception et la production de ce système, ce n'est pas le cas de Boeing qui choisit de l'externaliser. Cet article vise à comprendre les raisons de ces choix stratégiques divergents opérés par ces industriels dans la définition de leurs frontières. Nous montrons qu'Airbus, via l'internalisation, opte pour une maîtrise à long terme de ce composant critique et cherche à étendre et à enrichir ses connaissances, comme le montre l'analyse des dépôts de brevets. La financiarisation de la stratégie de Boeing, qui privilégie la performance financière immédiate, explique le choix de l'externalisation afin de réduire les coûts de conception et de production des commandes de vol. Il apparaît alors nécessaire de ne pas en rester à la seule approche par les ressources pour analyser les choix d'externalisation.

Suggested Citation

  • Aurélie Beaugency & Mustafa Sakinç & Damien Talbot, 2015. "Externalisation de ressources et compétences stratégiques : Airbus et Boeing, des choix opposés," Post-Print halshs-02337460, HAL.
    • Handle: RePEc:hal:journl:halshs-02337460
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-02337460
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