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It takes a quarter of a century to build a dynamic capability : Supplier relations management at Renault (1975-1999)

Author

Listed:
  • Carole Donada

    (ESSEC Business School)

  • Gwenaëlle Nogatchewsky

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

  • Anne Pezet

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

Abstract

Our analysis explores how a key managerial competence, the supplier relations dynamic capability, was progressively developed and implemented by Renault over a quarter of a century. As our historical approach will demonstrate, this construction process followed three main periods, each of which was characterized by specific external and internal circumstances that constitute turning points and triggers in the organization's transformation decision process. Most importantly, we will argue that this case brings to light that three phases are necessary for the supplier relations dynamic capability to fully develop: hybridization, combination and saturation, which open new perspectives on the construction process of dynamic capabilities in general.

Suggested Citation

  • Carole Donada & Gwenaëlle Nogatchewsky & Anne Pezet, 2014. "It takes a quarter of a century to build a dynamic capability : Supplier relations management at Renault (1975-1999)," Working Papers hal-01070044, HAL.
    • Handle: RePEc:hal:wpaper:hal-01070044
    Note: View the original document on HAL open archive server: https://essec.hal.science/hal-01070044
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    References listed on IDEAS

    as
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    4. Karine Fabre & Gwenaëlle Nogatchewsky & Anne Pezet, 2010. "Contribution à une histoire de l’externalisation:le cas Renault (1945-1975)," Revue Finance Contrôle Stratégie, revues.org, vol. 13(2), pages 145-188., June.
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    Supplier relations management; Renault;

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