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Les entreprises sont plus que jamais ancrées dans leurs connexions sociales (Granovetter, 1985). Les relations sociales ainsi que le réseau de l’entreprise sont perçus comme une ressource (Barney, 1991) cruciale pour atteindre un avantage concurrentiel durable (Gulati, Nohria & Zaheer, 2000). Or, l’encastrement de l’entreprise dans son tissu social...
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... Companies on an international scale are more rooted in their social connections. In this sense, employee relations are seen as a crucial resource for achieving sustainable competitive advantage (Ricard, 2017). The key to survival of these businesses in a dynamic global business environment is anchored on the potential of sustainable business growth. ...
The study investigated the relationship between stakeholder relationship management and business sustainability indigenous oil and gas producing companies in Rivers State. The study population comprised of the ten (10) indigenous oil and gas producing companies operating in Rivers State. The research selected variated number of managers from each of the firms under study making it a total sample of sixty two (66) respondents. Data were generated from the respondents by the use of a close-ended structured questionnaire. Pearson's product moment correlation, partial correlation and multiple regression were used to test the hypotheses with the aid of statistical packages for social science (SPSS) version 23.0. The p-values were calculated to determine the significance of the hypothesized relationship. Analytical outcomes revealed statistically positive and significant relationships between the dimensions of our predictor variable-stakeholder relationship management and the measures of the criterion variable-business sustainability. Based on the findings, the study concluded that stakeholder relationship management has a positive significant relationship with business sustainability of indigenous oil and gas producing companies in Rivers State. The study further recommended that Managers of indigenous oil and gas producing companies should capitalize on the pivot role of stakeholders' interest in their operations to ensure their business sustainability; Managers of indigenous oil and gas producing companies should seek to build strong relationships with their host communities in line with their company policies and practices aimed at achieving business sustainability; Managers of indigenous oil and gas producing companies should apply objectivity in their employee relationship processes as this has the potency to either ruin or enhance their business sustainability.
... Companies on an international scale are more rooted in their social connections (Granovetter, 1985). In this sense, employee relations are seen as a crucial resource for achieving sustainable competitive advantage (Ricard, 2017 ;Gulati, Nohria & Zaheer, 2000). ...
... The company is surrounded by several stakeholders that undoubtedly influence its decisions and strategies (Ricard, 2017). In this sense, employee relations and political connections in business constitute a resource and can impact (positively or negatively) the level of its performance. ...
... As Ricard (2017) indicates, internal or external stakeholders represent a means to an end and an end in itself. « The organization influences its connections (1), receives influence from them (2) and they influence each other (3). ...
Employee relations management has become an important topic in management sciences, for practitioners and theorists. Also, it's an aspect of human resource management that has an impact on the performance of SMEs and large firms in the 21st century due to increased competition, changing customer needs, technology and globalization in an ever-changing business environment. In the same context, global and local firms are challenged to build good relationships with their employees in order to improve their performance (financial and non-financial performance) in a changing business environment. Aspects of employee relations that can affect firm performance include employee engagement, employee expression, and employee involvement. When it comes to performance, this is a polysemous concept that is difficult to define. However, there are several researchers who have increasingly focused on the criteria for evaluating firm performance, which are based on the financial and non-financial conception of performance, and which have a relationship with social factors. This paper aims to shed original light on a subject that is still little addressed in management sciences. Our goal is to study the contribution of employee relations practices to firm performance. Through a critical and in-depth reading, we will be able to propose a new research model to explain the impact of employee relations practices on firm performance. The model developed states that employee relations practices indirectly influence the level of firm performance. Moreover, it shows that the variables related to human capital (job satisfaction), without forgetting justice at work (organizational variable) fill a central place and favor the contribution of employee relations to firm performance.
... Perceived self-efficacy depends on background knowledge, education, experience as well as values, personal interest and attitudes. Nevertheless, group affiliation, and by association, formal power and legitimacy (Ricard, 2017) impact perception of skillfulness. As such, group affiliation; being which stakeholder we belong to, will result in a different perceived collective efficacy. ...
Divergence levels of engagement, understanding and pro-environmental acting very widely. Several streams of research taking interest environmental psychology, studying relations between attitudes and pro-environmental behaviors, have explored different ways to assess intentions to behave. Lack of convergence between the fields of decision theory, organization theory, psychology and sociology hindered advancement that was made over the years. Scholars have demonstrated a mitigated impact of awareness and consequence-based campaigns. Others have successfully demonstrated key differences between individuals such as time perspectives and pro-social orientations. Other scholars have studied differences in behaviors by not only studying individual antecedents and values, but also the social setting in which they evolve. There is no bridge between individual differences literature and models addressing individuals embedded in their social settings. Moreover, current literature has not accounted for decision making research in organization theory and psychology that could inform these specific decision processes. We suggest that perception of control is directly linked to social setting and perceived collective efficacy. Moreover, we argue that access to resources, both intangible and tangible are connected to social context. Bridging streams of research addressing individual differences and individuals in social settings is vital to broadening our understanding of PEB, will allow for a more unified understanding of constructs, and will be useful in informing PEB policy. 2
... La propension à innover diffère chez toutes les entreprises et est conséquente de multiples facteurs tel que l'apprentissage, le travail d'équipe et la capacité d'adaptation (Montes et al., 2005). De plus, chaque a une perspective différente quant à la performance de l'entreprise (Agle et Mitchell, 1999;Ricard, 2017). À cet effet, chaque groupe de parties prenantes partie perçoit l'innovation d'un angle différent. ...
... Pour ce faire, nous examinerons les quatre perspectives de la performance selon le modèle de Kaplan et Norton de 1992(Kaplan & Norton, 1992, soit 1) celle de l'apprentissage et croissance, 2) celle des processus internes, 3) celle client, 4) celle financière. Agle et Mitchell, 1999;Hrebiniak, 1978;Ricard, 2017;Steers, 1975 Source : Llorens-Montes, Ruiz-Moreno et Garcia-Morales, 2005 Influences organisationnelles sur la propension à innover Les perspectives des parties prenantes visà-vis de l'innovation Publication 2021 dans De la gouvernance de l'innovation à l'innovation en matière de gouvernance Aucune reproduction permise Capital organisationnel. Merton a constaté dès 1957 l'importance de la constance dans la prise de décisions qui est permis par l'utilisation des règles. ...
Mise en lumière des impacts de l'accroissement de la complexité sur la propension à innover
La performance organisationnelle fait l'objet de nombreux désaccords. Il y a encore de cela quelques années, la capacité de l'organisation à s'adapter à son environnement était le premier facteur de performance reconnu. De nos jours, dû aux transformations technologiques accrues, l'innovation et la gestion de la complexité sont essentielles à la performance organisationnelle. Nous suggérons qu'une intensification importante des niveaux de complexité ainsi que les processus décisionnels complexes qui en découlent ont un impact considérable sur l'innovation. Par conséquent, un ensemble de règles régissant l'équilibre organisationnel et une gouvernance saine sont essentiels pour assurer la performance stratégique. Nous passons en revue les quatre perspectives de la performance stratégique (Kaplan et Norton, 1992) mettant en lumière les effets de l'accroissement de la complexité sur celle-ci. Les retombées de l'accroissement de la complexité sont nombreuses. Gestionnaires et employés peuvent perdre de vue leur mission ou omettre de se conformer aux règles organisationnelles, faisant émerger des enjeux de gouvernance sérieux. Cet accroissement peut réduire l'efficacité du travail d'équipe, l'apprentissage organisationnel, la propension à innover et peut entraver les structures de coûts. Ainsi, un ensemble de règles de gouvernance équilibré peut servir l'organisation dans la gestion de la performance et de l'innovation. Cet ensemble de règles de gestion doit être conçu de manière à réduire la complexité.
