Présentation rapide…
Professeur à TBS Education où j’enseigne le management stratégique et l’entrepreneuriat, mes recherches portent sur le management des entreprises avec un focus sur les écosystèmes (d’affaires, entrepreneuriaux) et les PME/Entrepreneuriat.
Ce site recense quelques-uns de mes travaux.
Quelques mots sur mes recherches…
Parti initialement de travaux portant sur la stratégie des PME du secteur Internet en regard de la contrainte de leur environnement (thèse de doctorat en sciences de gestion), je me suis intéressé aux stratégies des entreprises (plus grandes) dans le secteur des technologies de l’information en étudiant leurs relations à travers le concept d’écosystème d’affaires. A travers les écosystèmes d’affaires, je me suis intéressé progressivement aux écosystèmes entrepreneuriaux et aux dynamiques de l’entrepreneuriat.
Par la suite, je me suis ouvert à d’autres aspects du management à travers les systèmes d’information ou l’internationalisation. Ceci m’a conduit à travailler sur le cyclisme professionnel.
Membre de l’Association Internationale de Recherche en Entrepreneuriat et en PME (AIREPME), je participe régulièrement aux activités de ma communauté scientifique.
- Travaux récents :
Abstract
This study contributes to a better understanding of the important actor-specific, micro-level legitimacy dimensions in dynamic entrepreneurial ecosystems (EEs).
Design/methodology/approach
Using an embedded case study approach and rich longitudinal data collected over 16 years within a French EE, the study analyzes the legitimacy gaining process of two actors coming from opposite founding conditions.
Findings
Three dimensions of legitimacy (3L) are necessary to be accepted as functional actors within EEs: institutional legitimacy (IL) refers to the EE’s acceptance of an actor as an institution active in the field of entrepreneurship; cultural legitimacy (CL) means that the actor is recognized as possessing and promoting values considered appropriate by the entrepreneurial community; relational legitimacy (RL) relates to the willingness of the entrepreneurial community to interact with the actor. These are complementary dimensions that members of EEs need to possess to acquire full legitimacy. Different paths are possible to achieve this full legitimacy.
Research limitations/implications
Replicating the study with a comparative approach including more actors could represent an interesting avenue for research.
Practical implications
This research provides insights into the underlying dimensions of legitimacy in EEs, how various actors gain legitimacy in such contexts and how this influences the dynamics of EEs.
Originality/value
The results provide novel insights into the issue of legitimacy in EEs and legitimacy theory in general.
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Gueguen, G. (2022), « PME et entrepreneuriat : une analyse lexicométrique et structurelle des travaux publiés dans la Revue internationale PME (1988-2020)« , Revue Internationale PME, 35(2), pp. 23-48.
Résumé
Ce travail analyse 588 articles et notes de recherche publiés dans 98 numéros de la Revue internationale PME (RIPME), depuis son premier numéro (1988) jusqu’au dernier numéro de l’année intégralement disponible pour mener notre analyse (2020). Sur la base d’une revue de la littérature portant sur les points de convergence et de divergence entre PME et entrepreneuriat en tant que champ théorique, nous répondons à la question suivante : comment a évolué le discours scientifique au sein de la RIPME ? À cette fin, nous mobilisons une méthodologie d’analyse des données textuelles automatisée qui porte sur le titre et le résumé des 588 textes. Nous identifions le vocabulaire le plus souvent mobilisé et ses évolutions dans le temps en fonction de trois périodes : 1988-1998, 1999-2009 et 2010-2020. Une classification descendante hiérarchique, selon la méthode Reinert, permet d’identifier trois grandes classes de vocabulaire : (1) la PME, (2) l’entrepreneuriat et (3) le contexte. Pour chacune de ces classes, nous décrivons la dynamique temporelle. Si les textes orientés « PME » demeurent dominants, les textes en « entrepreneuriat » gagnent de plus en plus de place. Nous pouvons catégoriser les 588 textes au sein de ces trois classes, ce qui nous permet de constater des interconnexions. Ces résultats nous permettent de proposer cinq dimensions de convergence relatives aux travaux PME et entrepreneuriat.
Abstract
This work analyzes 588 articles and research notes published in 98 issues of the Revue internationale PME (RIPME), from its first issue (1988) to the last issue of the year fully available to conduct our analysis (2020). On the basis of a literature review on the points of convergence and divergence between SME and entrepreneurship as a theoretical field, we answer the following question: how has the scientific discourse within RIPME evolved? To this end, we mobilize an automated textual data analysis methodology that focuses on the title and abstract of the 588 texts. We identify the most frequently used vocabulary and its evolution over time according to three periods: 1988-1998, 1999-2009 and 2010-2020. A hierarchical top-down classification, using the Reinert method, allows us to identify three major vocabulary classes: (1) SME, (2) entrepreneurship, and (3) context. For each of these classes we describe the temporal dynamics. While SME oriented texts remain dominant, entrepreneurship texts are gaining more and more space while context related texts are decreasing. With respect to the relevance of these classes, we can categorize the 588 texts, which allows us to observe interconnections. These results allow us to propose five dimensions of convergence related to SME and entrepreneurship work.
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G. Gueguen (2022), « Tour de France: analysing what makes cycling’s premier race exciting« , The Conversation, 30 juin 2022
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Gueguen, G., Delanoë-Gueguen, S. and Lechner, C. (2021), « Start-ups in entrepreneurial ecosystems: the role of relational capacity », Management Decision, Vol. 59 No. 13, pp. 115-135, Lien
Abstract
Entrepreneurial ecosystems provide the context for start-ups to access resources. The authors investigate the reliance of start-ups on their entrepreneurial ecosystem and the driving factors behind the proportion of local actors (belonging to their entrepreneurial ecosystem) within their overall set of relationships (their business ecosystem). Recognizing the limited relational capacity of firms, the authors focus on three differentiating firm characteristics: size, age and innovation of firms.
The authors developed a sample of 163 start-ups located in the entrepreneurial ecosystem of Toulouse, France. The authors investigated the characteristics of their relationship sets using regression analysis.
The results confirm that age is inversely related to the proportion of a start-up’s relationships located in its entrepreneurial ecosystem. More surprisingly, for older start-ups, the authors also highlight the presence of a moderating effect of the start-up’s size on the relationship between its degree of innovation and the proportion of its relationships in its entrepreneurial ecosystem: Larger and more innovative start-ups appear to rely more on their local entrepreneurial ecosystem.
This research increases the understanding of the characteristics driving the interactions of start-ups with their entrepreneurial ecosystems by adopting a relational capacity approach. The authors introduce digital methods as an innovative approach for uncovering firms’ ecosystems. Finally, from a practical point of view, the research should provide public authorities seeking to promote the link between local resources and the development of innovative start-ups in their regions with interesting insights.
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S. Delanoë-Gueguen et G. Gueguen (2021), « ZWIFT: What strategy for a semi virtual sports unicorn? », CCMP, G2047(GB), Lien
Abstract:
Zwift is an American startup who has reached a unicorn status. Zwift offers a semi-virtual sports platform, especially for cycling. With the help of a connected home trainer, the user produces a real effort that is virtually transcribed on a computer. Zwift’s success can be attributed to both the gamification of its solution and its commitment to creating a community experience. This success was amplified with Covid-19-related health restrictions. The success of Zwift, which is initiating a blue ocean strategy, also relies on the development of its business ecosystem where numerous complementors play a determining role. In full growth, Zwift wants to change its business model in order to reach a wider customer base. However, this strategic shift is not without risks. The case proposes a reflection combining strategy and entrepreneurship in order to discuss the evolution of the company.
G. Gueguen et S. Delanoë-Gueguen (2021), « ZWIFT : quelle stratégie pour une licorne du sport (semi) virtuel ? », CCMP, G2047, Lien
Résumé :
Zwift est une startup américaine qui a atteint le statut de Licorne. Zwift propose une plateforme de sport semi-virtuel, notamment de cyclisme. A l’aide d’un home trainer connecté, l’utilisateur va produire réellement un effort qui sera retranscrit virtuellement sur un ordinateur. Le succès de Zwift s’explique par la gamification de sa solution comme sa volonté de créer une expérience communautaire. Ce succès s’est amplifié avec les restrictions sanitaires liées au Covid-19. La réussite de Zwift, qui initie une stratégie océan bleu, repose également sur le développement de son écosystème d’affaires où de nombreux complémenteurs ont un rôle déterminant. En pleine croissance, Zwift souhaite modifier son business model afin de toucher une clientèle plus large. Toutefois, cette modification stratégique n’est pas sans risque. Le cas propose une réflexion alliant stratégie et entrepreneuriat afin de discuter les évolutions de l’entreprise.
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G. Gueguen (2021), « Tour de France : les équipes doivent-elles s’internationaliser pour gagner ?« , The Conversation, 23 juin 2021 – Lien
L’internationalisation du Tour de France est-elle importante ? En analysant l’internationalisation des coureurs et des équipes depuis 1969, nous montrons l’évolution des Tours de France et essayons d’expliquer la relation à la performance. Le cas des équipes françaises (moins internationalisées) est discuté.
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G. Gueguen (2020), « Les missions des associations constitutives des écosystèmes entrepreneuriaux », Revue Internationale PME, vol. 33, n°2, pp. 17-47. – Lien
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Ch. Lechner, G. Lorenzoni, S. Guercini and G. Gueguen (2020), « Supplier evolution in global value chains and the new brand game from an attention based view », Global Strategy Journal,vol. 10, n°3, pp. 520-555, August 2020. – Lien
Research Summary
Suppliers from emerging economies have been particularly active in acquiring brands from advanced economies. We analyze changes in the global value chain (GVC) of the sports shoe industry and show how hollowing out the asset bases of brand‐holding firms through increasing outsourcing has enabled the emergence of rising power firms, as well as a new brand game and a market for brands. These developments in the GVC might be a future challenge for traditional brand‐holding lead firms. We show that managers focused on branding and distribution issues were myopic towards the strategic initiatives of suppliers. Managers need to pay attention to the potential long‐term consequences of outsourcing and offshoring activities, as suppliers could become competitors or acquirers of their order‐giving firms, leading to the question: Are we approaching a state of dual GVC leadership, or do lead firms risk being kicked out by their suppliers?
Managerial Summary
We explore the emergence of rising power firms from the peripheries of GVCs. An increasing number of major brand‐holding companies from traditionally industrialized economies have been acquired by suppliers from newly industrialized economies due to some fundamental changes. First, the emergence of a market for brands makes brands more volatile. Second, continuous outsourcing and hollowing‐out of the lead firm’s asset base has reduced their ability to control the GVC. Through a longitudinal case study analysis, by adopting an attention‐based view, we investigate the behavior of the traditional lead firms. Lead firms were not only myopic to the activities of their suppliers, but their focus on downstream activities created increasing opportunity spaces upstream for rising power firms while weakening the defense capacity of brands.
