Accès gratuit
Numéro
Rev. Fr. Gest.
Volume 43, Numéro 264, Avril 2017
Management alternatif
Page(s) 101 - 115
DOI https://doi.org/10.3166/rfg.2017.00108
Publié en ligne 25 mai 2017
  1. Amabile T.M. (1988). “A model of creativity and innovation in organizations”, Research in Organizational Behavior, vol. 10, p. 123‐167. [Google Scholar]
  2. Amabile T.M. et Conti R. (1999). “Changes in the work environment for creativity during downsizing”, Academy of Management Journal, vol. 42, no 6, p. 630‐640. [CrossRef] [Google Scholar]
  3. Amabile T.M., Conti R., Coon H., Lazenby J. et Herron M. (1996). “Assessing the work environment for creativity”, Academy of Management Journal, vol. 39, no 5, p. 1154‐1184. [CrossRef] [Google Scholar]
  4. Andriopoulos C. et Lewis M.W. (2009). “Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation”, Organization Science, vol. 20, no 4, p. 696‐717. [CrossRef] [Google Scholar]
  5. Andriopoulos C. et Lewis M.W. (2010). “Managing innovation paradoxes: Ambidexterity lessons from leading product design companies”, Long Range Planning, vol. 43, no 1, p. 104‐122. [CrossRef] [Google Scholar]
  6. Baron R.M. et Kenny D.A. (1986). “The moderator-mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations”, Journal of Personality and Social Psychology, vol. 51, no 6, p. 1173‐1182. [Google Scholar]
  7. Benner M.J. et Tushman M.L. (2003). “Exploitation, exploration, and process management. The productivity dilemma revisited”, Academy of Management Review, vol. 28, no 2, p. 238‐256. [CrossRef] [Google Scholar]
  8. Brion S., Mothe C. et Sabatier M. (2008a). « L’impact clé des modes de management pour l’innovation », Revue française de gestion, vol. 34, no 187, p. 177‐194. [CrossRef] [Google Scholar]
  9. Brion S., Favre-Bonté V. et Mothe C. (2008b). « Quelles formes d’ambidextrie pour combiner innovations d’exploitation et d’exploration ? », Management International, vol. 12, no 3, p. 29‐44. [Google Scholar]
  10. Dewett T. (2007). “Linking intrinsic motivation, risk taking, and employee creativity in an R&D environment”, R&D Management, vol. 37, no 3, p. 197‐208. [CrossRef] [Google Scholar]
  11. Ghoshal S. et Bartlett C.A. (1994). “Linking organizational context and managerial action: The dimensions of quality of management”, Strategic Management Journal, vol. 15, no 5, p. 91‐112. [CrossRef] [Google Scholar]
  12. Gibson C.B. et Birkinshaw J. (2004). “The antecedents, consequences and mediating role of organizational ambidexterity”, Academy of Management Journal, vol. 47, no 2, p. 209‐226. [CrossRef] [Google Scholar]
  13. He Z.L. et Wong P.K. (2004). “Exploration versus exploitation: An empirical test of the ambidexterity hypothesis”, Organization Science, vol. 15, no 4, 481‐494. [CrossRef] [Google Scholar]
  14. Hoegl M. et Weinkauf K. (2005). “Managing task interdependencies in Multi-Team projects: A longitudinal study”, Journal of Management Studies, vol. 42, no 6, p. 1287‐1308. [CrossRef] [Google Scholar]
  15. Im S., Montoya M.M. et Workman J.P. (2013). “Antecedents and consequences of creativity in product innovation teams”, Journal of Product Innovation Management, vol. 30, no 1, p. 170‐185. [CrossRef] [Google Scholar]
  16. Lubatkin M., Simsek Z., Ling Y. et Veiga J. (2006). “Ambidexterity and performance in small- to medium-sized firms: The pivotal role of TMT behavioral integration”, Journal of Management, vol. 32, no 5, p. 646‐672. [Google Scholar]
  17. Raisch S. et Birkinshaw J. (2008). “Organizational ambidexterity: Antecedents, outcomes, and moderators”, Journal of Management, vol. 34, no 3, p. 75‐409. [Google Scholar]
  18. Rosing K., Frese M. et Bausch A. (2011). “Explaining the heterogeneity of the leadership- innovation relationship: Ambidextrous leadership”, Leadership Quarterly, vol. 22, no 5, p. 956‐974. [CrossRef] [Google Scholar]
  19. Sarooghi H., Libaers D. et Burkemper A. (2015). “Examining the relationship between creativity and innovation: A meta-analysis of organizational, cultural, and environmental factors”, Journal of Business Venturing, vol. 30, no 5, p. 714‐731. [CrossRef] [Google Scholar]
  20. Sheremata W.A. (2000). “Centrifugal and centripetal forces in radical new product development under time pressure”, Academy of Management Review, vol. 25, no 2, p. 389‐408. [CrossRef] [Google Scholar]
  21. Snell S.A. (1992). “Control theory in strategic human resource management: the mediating effect of administrative information”, Academy of Management Journal, vol. 35, no 2, p. 292‐327. [CrossRef] [Google Scholar]
  22. Wei Z., Yi Y. et Guo H. (2014). “Organizational learning ambidexterity, strategic flexibility, and new product development”, Journal of Product Innovation Management, vol. 31, no 4, p. 832‐847. [CrossRef] [Google Scholar]

Les statistiques affichées correspondent au cumul d'une part des vues des résumés de l'article et d'autre part des vues et téléchargements de l'article plein-texte (PDF, Full-HTML, ePub... selon les formats disponibles) sur la platefome Vision4Press.

Les statistiques sont disponibles avec un délai de 48 à 96 heures et sont mises à jour quotidiennement en semaine.

Le chargement des statistiques peut être long.