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1 novembre 2013
- handle: 10670/1.htb4c2
- hal: hal-02313292
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Sébastien Picard et al., « Orchestrating complexity : a case study on the strategic impact of knotting action nets », HAL-SHS : droit et gestion, ID : 10670/1.htb4c2
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This proposal considers one of the key challenges of complex organizational settings and environments for strategy-making. When strategic decisions must be made, the question of how to orchestrate multiple, intertwined, and often conflicting logics, or action nets Czarniawka (2004, 2006, 2010), underlying firms’ competitiveness remains crucial. In this research, we argue that the ability of complex firms to develop a concrete way to effectively “muddle through” such situations, instead of working against conflicting logics, denying them or submitting to choice, is vital for their success. An in-depth case study of a European Global Biotech Firm in the vaccine industry – characterized by a number of sensitive strategic implications – provides the empirical grounding to explore the micro-foundations of this orchestration capability defined as the ability to enact coherence between multiple logics.