Une performance soutenable et importante est l'objectif principal du management de toute organisation. La viabilité d'une entreprise dépend de sa capacité à trouver un équilibre entre deux activités très différentes. D’une part elle doit exploiter les certitudes existantes pour garantir la réussite des opérations courantes et d’autre part explorer de nouvelles opportunités pour la mise en œuvre rapide des nouvelles idées qui garantissent l'avenir de l'organisation. Les organisations ambidextres ont une aptitude à poursuivre de manière simultanée ces activités et produisent des innovation radicales et incrémentielles. Notre recherche montre que pour être ambidextre seulement la séparation des activités n’est pas suffisante. Sans une intégration et une combinaison de ces structures et ces processus, l’unité d’exploration sera incapable d’exploiter ses résultats et a plus de chance disparaitre avec le temps comme la structure inefficace. Pour survivre sur le long terme, l’entreprise doit intégrer l’ambidexterité de manière fractale et dynamique. Ce nouveau concept propose une solution à la question de l’équilibre entre les activités et elle se définit comme la capacité organisationnelle à reproduire l’exploration et l’exploitation simultanément à différents niveaux organisationnels et être capable de changer leurs proportions quand cela est nécessaire / The main objective in management of any organization is a successful and sustainable performance. To survive over time, a company should combine two competing activities. On the one hand, it must exploit existing certainties to be effective in the short term, and on the other hand, being capable at the same time to explore new opportunities to be innovative in the future. Ambidextrous organizations have the ability to pursue these activities simultaneously and produce radical and incremental innovation. In our research, we show that to achieve ambidexterity separation of activities is important, but not sufficient. Without integration between business structures and processes, the exploratory activity of the innovation unit is more likely to shrink and disappear with time as unprofitable function. To survive and sustain in the long term, a company should adapt fractal and dynamic ambidexterity. This new concept provides us with a solution to the question of balance and determines the organizational ability to define and set the appropriate proportions of exploration and exploitation simultaneously at multiple organizational levels and re-configure them when it is necessary to meet the change.

L’innovation et le contrôle de gestion sont tous deux considérés comme des déterminants de la performance des entreprises. Pourtant, ces deux concepts apparaissent à première vue comme antinomiques, et certains chercheurs les ont présentés comme difficilement conciliables, préconisant aux organisations innovantes d’avoir recours à d’autres modes de contrôle. La question du rôle et de l’influence du contrôle de gestion en contexte innovant se pose alors et motive ce travail doctoral. Au-delà de la littérature s’intéressant à l’influence du contrôle de gestion sur l’innovation, nous empruntons les cadres théoriques et conceptuels portant sur l’innovation managériale et l’ambidextrie organisationnelle afin de traiter de cette question du lien entre contrôle de gestion et innovation produit. La méthodologie retenue est de nature exploratoire, qualitative et adductive correspondant ainsi à un positionnement épistémologique de type interprétativiste. Elle consiste en une démarche en deux temps : une étude exploratoire auprès de dix-neuf start-ups et PME innovantes, puis deux études de cas de PME récemment inscrites dans une stratégie d’innovation. Les résultats de cette recherche montrent que, innovation et contrôle de gestion sont loin d’être antagonistes. D’abord, le contrôle de gestion, qu’il soit de type interactif ou cybernétique, apparaît comme favorable à l’innovation, mais l’innovation semble également impacter les systèmes de contrôle de gestion, en poussant les entreprises à mettre en place des outils de contrôle d’une part, des outils refaçonnés et adaptés d’autre part. Au final, on observe que l’innovation produit et l’innovation managériale se soutiennent mutuellement, mais également que le contrôle de gestion apparaît comme support d’ambidextrie contextuelle. Par ailleurs, cette étude souligne le rôle clé du dirigeant, en tant qu’acteur hybride ou ambidextre. / Innovation and management control are both considered as determinants of business performance. Yet, these two concepts appear at first sight contradictory, and some researchers have presented them as difficult to reconcile, advocating innovative organizations to have recourse to other modes of control. The issue of the role and influence of management control in innovative context arises and motivates this doctoral work.Beyond the literature concerned with the influence of management control on innovation, we use the theoretical and conceptual frameworks bearing on managerial innovation and organizational ambidexterity in order to deal with this issue of the link between management control and product innovation. The methodology is exploratory, qualitative and adductive corresponding thus to an interpretativist epistemological positioning. It consists of a two-stage approach : an exploratory study with nineteen start-ups and SMEs innovative and two case studies of SME which are both recently entered into an innovation strategy.The results of this research show that innovation and management control are far from being antagonistic. First, management control whether interactive or cybernetic type appears as favorable to innovation, but innovation also appears to impact the management control systems, pushing companies to develop tools of control on the one hand, tools which are reshaped and adapted on the other hand. Finally, we observe that product innovation and managerial innovation support each other, but also that management control appears as contextual ambidexterity support. Moreover, this study highlights the key role of the leader as hybrid or ambidextrous actor.

Notre travail de recherche traite des thématiques de l’innovation et de l’ambidextrie dans le management. Notre but est de procéder à une étude comparative des pratiques managériales au sein d’un panel de PME américaines afin d’identifier les déterminants de l’équilibre entre pratiques nouvelles et pratiques ordinaires ou traditionnelles. Notre recherche présente deux intérêts particuliers. D’une part, elle se centre sur le cas des entreprises américaines compte tenu de leurs spécificités en matière d’innovation et de conduite du changement, ce qui permet d’enrichir les connaissances sur certaines formes de management aux États-Unis. D’autre part, nous mobiliserons et croiserons un certain nombre de travaux traitant à la fois du management de l’innovation de manière générale et des facteurs qualitatifs dans les conceptions et pratiques de l’ambidextrie de manière particulière, notamment en lien avec les styles de « leadership ».En ce qui concerne les choix méthodologiques, nous nous sommes orientées vers une démarche abductive, avec des allers-retours entre littérature et terrain. En effet, notre recherche se base sur une approche qualitative avec des études de cas (Yin, Glaser et Strauss, Eisenhardt…), tandis que nos questionnements et notre problématique ont été amenés à s’affiner en fonction des résultats obtenus.Ce travail de recherche nous permet de mieux comprendre le fonctionnement et le management des entreprises américaines, en particulier lorsqu’elles sont familiales, et de mettre en lumière les spécificités de leurs méthodes en matière de management de l’innovation et l’ambidextrie. Il aide à relativiser le concept d’innovation pour montrer les apports potentiels de certaines approches dosées, visant à la fois l’exploitation de l’existant et l’exploration de voies nouvelles. En outre, nos résultats permettent de dégager des recommandations managériales pour les entreprises américaines, mais également pour d’autres organisations ou managers en relation avec le contexte des États-Unis. / Our research work deals with the subjects of innovation and ambidexterity in the management. Our goal is to conduct a comparative study of managerial practices with several U.S. SMEs in order to identify the determinants of the balance between new and common or traditional practices. Throughout the research period we keep following our two main purposes. On the one hand, our research work focuses on the case of U.S. companies specifically proactive with regard to innovation and change management. This allows us to widen our knowledge concerning certain forms of management in the United States. On the other hand, we will draw on large number of studies dealing with both innovation management in general and particularly qualitative factors in the in the conceptions and practices of ambidexterity, especially in relation to “leadership” styles.Concerning the methodological choices, we keep up with abductive approach, because there is back and forth between literature and research field. Indeed, our research is based on a qualitative approach with case studies (Yin, Glaser et Strauss, Eisenhardt...), while our research question and problem have been refined according to the obtained results.This research work helps us to better understand business operation and management of U.S. companies, especially when they are family-owned and to highlight the specificities of their methods in terms of innovation management and ambidexterity. It helps to put the concept of innovation in perspective to show the potential contributions of certain measured approaches, aiming both the exploitation of existing and the exploration of new ways. In addition, our results provide managerial recommendations for U.S. companies, but also for other organizations or managers related to the U.S. context.

Background: The implementation of Big Data Analytics (BDA) has drastically increased within several sectors such as retailing. Due to its rapidly altering environment, companies have to adapt and modify their business strategies and models accordingly. The concepts of ambidexterity and agility are said to act as mediators to these changes in relation to a company’s capabilities within BDA. Problem: Research within the respective fields of dynamic mediators and BDAC have been conducted, but the investigation of specific traits of these mediators, their interconnection and its impact on BDAC is scant. This actuality is seen as a surprise from scholars, calling for further empirical investigation.  Purpose: This paper sought to empirically investigate what specific traits of ambidexterity and agility that emerged within the case company of Åhlen’s BDA-operation, and how these traits are interconnected. It further studied how these traits and their interplay impacts the firm's talent and managerial BDAC. Method: A qualitative case study on the retail firm Åhlens was conducted with three participants central to the firm's BDA-operation. Semi-structured interviews were conducted with questions derived from the conceptual framework based upon reviewed literature and pilot interviews. The data was then analyzed and matched to literature using a thematic analysis approach.  Results: Five ambidextrous traits and three agile traits were found within Åhlen’s BDA-operation. Analysis of these traits showcased a clear positive impact on Åhlen’s BDAC, when properly interconnected. Further, it was found that in absence of such interplay, the dynamic mediators did not have as positive impact and occasionally even disruptive effects on the firm’s BDAC. Hence it was concluded that proper connection between the mediators had to be present in order to successfully impact and enhance the capabilities.

Municipally Owned Corporations (MOCs) have several interest groups because they are established to serve the public interest. These stakeholders including citizens expect MOCs to deliver high-quality service. MOCs, on the other hand, need to attract and retain the best talents to pursue their mandate. Based on these, service quality and Human Resource performance were conceptualised as key performance indicators for MOCs. This adds to the various performance measures used by other scholars in measuring performance in public sector organisations. In recent times, organisational ambidexterity has become topical in public sector organisations including MOCs as scholars have found it to have an impact on firm performance.  Recognising the role of management in organisational success, this study investigated how two concepts (i.e. Managerial autonomy and Relationship) influence Service Quality and Human Resource Performance and how the relationships are mediated by organisational ambidexterity. A quantitative approach was adopted where 128 CEOs of MOCs in Sweden participated in a survey. The results indicate that managerial relationship and autonomy significantly influences ambidexterity. Ambidexterity was also found to significantly predict service quality and Human Resource performance. While evidence was found for ambidexterity’s mediation affection between autonomy/relationship and service quality, no mediation was found for autonomy and Human Resource Performance. The mediation of ambidexterity between the managerial relationship and Human Resource performance was however partial.  Aside from testing rarely used performance measures (i.e. service quality and Human Resource performance), the study builds on the Leader-Member Exchange theory by finding support for relationship between managerial relationship and service quality, mediated by ambidexterity. The implication is that leaders of MOCs should prioritize building mutually beneficial relationships with their employees to enhance quality service delivery and Human Resource performance.

Background Given the physical nature of the product, the automotive industry remains as one of the few industries yet to be digitized. And the transformation is happening mostly through the innovation of the Business Model. The industry is seeing a threat of new entrants from outside of the traditional automotive industry. Moreover, established players are considering new business models to serve the changing market. This is where the balance of exploiting current business models and exploring new ones comes into play. Purpose The purpose of our study is to present a framework showing how an ambidextrous approach helps in the challenge of innovating a business model or introduce new business models in the automotive industry. Moreover, we will provide insights into the challenges the business model innovation provides to this industry and propose potential implications for managers. The research will be based on the theory of business model innovation, ambidextrous organizations, and ambidexterity in business models. Method To achieve the purpose of the study, semi-structured interviews were conducted, followed by a grounded analysis. For this study, a literature review was used that generated a theoretical framework. Conclusion Our results and analysis of the interviews are presented in a framework that is based on three identified concepts: Customer and Market, Structures within the Organization, and Ability to Innovate. These three are interrelated in our framework and help us answer the initial research question proposed.

Background: The advancement of digital technologies and hence the emergence of new opportunities but also changing customer needs force incumbent firms to increase their innovation capacities. Therefore, they must find ways to explore the opportunities of digital innovation, while simultaneously exploiting their core business and ensuring a secured revenue stream. This phenomenon, called organizational ambidexterity, can amongst others be achieved by implementing a digital innovation unit (DIU). DIUs, structurally separated units, especially within Germany, Switzerland and Austria are declared to be successful instruments to increase incumbent’s innovativeness but also to foster an innovation culture and advance the corporate digital transformation while the core organization can focus on core business activities. Research Problem: Despite the prevalent perception of DIUs being successful initiatives to find remedy for incumbents’ conflict of being innovative while simultaneously advancing the core business, in recent years more and more DIUs were closed. This development is particularly interesting as the amount of DIUs is still increasing while on the other hand especially business press claims the end of these units. However, regarding this paradox, academic literature is still rare and has until now primarily focused on the challenges of DIUs but not on their closure. Correspondingly, DIU closure poses a significant research gap. Research Purpose: The study primarily aims to clarify why DIUs are being closed and derive a general theory explaining this phenomenon. Above that, a secondary purpose is to advance knowledge regarding DIUs as a digital innovation instrument and what characterizes a DIU. Finally, we aim to examine whether a closure can be equated with a failure. Research Question: Why are Digital Innovation Units being closed? Research Method: Qualitative, inductive research; Ontology – Relativism; Epistemology – Social Constructionism; Methodology – Grounded Theory; Data Collection – 14 semi- structured in-depth Interviews; Sampling – Purposive, Snowball, Theoretical; Data Analysis – Grounded Analysis Conclusion: Resulting from the findings, a model was developed, that explains five major statements related to DIU closure. On the one hand, we ascertained distinct symptoms that anticipate a closure such as personnel measures and budget cuts. On the other hand, we identified factors that significantly influence the fate of a DIU such as corporate politics or cultural dissonances and identified remnants of closed DIUs. Finally, the immediate reasons why DIUs close can be related to strategic changes within the parent company and to how the DIU is evaluated.

Senior business leaders may deliberately impede innovation or inadvertently fail at creating a culture of innovation to foster new product development. The gap between desired and achieved levels of innovation is cause for concern. Addressing the innovation gap may require new ways of thinking from senior executives and a departure from a locked-in mindset to make the linkage between innovation, branding, and financial performance. In this quantitative research study, multiple regression analyses were used to examine and analyze the relationship between innovation rankings, brand valuation, and economic sustainability to address possible reasons for an innovation gap. The theoretical framework of the study included Legrand and Weiss's innovation gap theory, Sood and Tellis's theory of limited market disruption, and Morris's theory of innovation. Furthermore, Dierk and Dover's definition of ambidexterity elucidated the failure of some senior leaders to balance short and long-term innovation objectives. A sample of 190 global companies was used in the study and taken from the Forbes World's Most Innovative Companies ranking, Interbrand Brand Value Index, and the Dow Jones Sustainability Index. The results of the regression model indicated a small, statistically significant positive correlation between innovation and long-term sustainability using 2015 data. Using 2012 data for the predictor variables and 2015 data for the dependent variable indicated no statistically significant relationship between innovation and branding efforts on sustainability. Though marginal, the correlation found between innovation and sustainability may encourage senior business leaders to support specific innovation practices in order to improve sustainability and close the innovation gap.

Le véhicule électrique (VE) est un marché émergent et la façon de gérer l'innovation dans leur écosystème reste floue. Cette thèse étudie cette question à partir de deux perspectives : 1) les stratégies des constructeurs dans la gestion de l'innovation ; 2) la conception organisationnelle des opérateurs pour explorer l'innovation VE. Nous sélectionnons 4 constructeurs de véhicules électriques pour explorer le sujet. Premièrement, nous constatons qu'une nouvelle organisation est nécessaire pour résoudre la crainte des problèmes de panne batterie. Cela déplace l'écosystème VE vers une architecture en intégration verticale. Ensuite nous voyons comment les constructeurs de VE gèrent dynamiquement les goulots d'étranglements, les firmes focales gagneraient à investir dans des solutions périphériques afin d'en réduire leurs portées. Enfin nous montrons comment les opérateurs historiques peuvent surmonter leurs rigidités organisationnelles en créant une entreprise interne et en conduisant progressivement son intégration dans la structure initiale. / The electric vehicle (EV) is emerging, but how to manage innovation in the EV ecosystem remains unclear for carmakers. Thus, this thesis investigates the innovation management in the EV ecosystem from two perspectives: 1) carmakers’ strategies in managing system-level interdependent innovation 2) incumbents’ organization design to exploring EV innovation. We select four leading carmakers in the nascent electric vehicule ecosystem (2007-2017) to explore the subject. First, we find that a demand for resolving range anxiety shifts the EV ecosystem to an integral system architecture and integration. Next, we find how EV markers dynamically manage battery and public charging bottlenecks. We propose that besides investing to solve bottleneck and collaborating in bottkenecks, focal firms would benefit from investing in interdepe,de,t non-bottelnecks. Last, we show how incumbents may overcome organizational rigidities in developing EV by creating an internal corporate venture and progressively applying its integration. Then, incumbents would be able to address the tripple challenge in EV knowledge creation by encouraging ambidexterity through dedicated mechanisms.

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