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Innovation --- Efficience (gestion) --- Productivité.

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Hauts fourneaux --- Innovation.

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Innovation --- Biotechnologie --- Mesures de perfomance --- innovation --- biotechnologie --- mesures de perfomance

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Literature about either resilience, innovation or sustainability has been developed into a silo approach, usually ignoring links between them. First, we have defined these concepts and related models. Then, through our research questions, we attempt to identify these links.
Through our first research question, “why and how resilience can be linked to innovation in an organisation?”, we aim to underline, thanks to scientific literature, links between organisational resilience capacity and organisational innovation capacity. The literature assumptions show that : organisational resilience capacity can stimulate organisational innovation capacity ; organisational resilience capacity provides many innovation opportunities that have positive impacts on organisational performance; fast evolving environment encourages organisational resilience capacity and thus, stimulate organisational innovation capacity. These assumptions has then been confronted to the case study findings.
Afterwards, we formulate our second research question as follows : which links do exist between sustainability, resilience and innovation in an organisation? Our case study findings show that sustainability could act as a brake on the resilience capacity and innovation capacity of the organisation. We also assume that either sustainability, resilience or innovation could represent a brake or an opportunity for each other in an organisation, depending on circumstances.
The case study is based on a single company. Moreover, we suggest a model combining resilience, innovation and sustainability that is used in our case study as an analysing tool. This model has then been improved based on the highlighted weakness during the case study. We also provide some suggested improvements to the company to improve its resilience capacity, innovation capacity or sustainability.

Résilience organisationnelle --- Innovation --- Développement durable --- Crise --- Organisational resilience capacity --- Innovation --- Sustainability --- Crisis --- Sciences économiques & de gestion > Stratégie & innovation

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The topic of this paper is the application of strategic planning methods to the particular context of medium-sized B2B companies that are a part of larger groups. This leads us to the following research question that we set out to answer with this paper: “What key process steps must the management of a medium-sized B2B firm, part of a larger group, go through in order to best formalize a strategy?”
We first conduct a literature study, laying out the conceptual foundations and conducting a critical review of the strategic planning concepts. As a key result of this analysis, we establish a practical framework for strategic planning that can be applied by the management of medium-sized B2B firms. This framework covers the following steps: company mission, external environment analysis, internal analysis, generic and grand strategies, long-term objectives and finally strategic analysis and choice.
To validate these findings, we then apply this framework in an empirical study. We select and apply the tools and concepts that fit the context of Eloy Water, a business unit of the Eloy Group. 
We find that the application of the framework is straightforward from a qualitative point of view. By applying it, managers can get rather quickly new insights into their environment at different levels and into their organization. They can generate a series of strategic options and understand the relationship between a company’s characteristics and the answers it can bring to the various opportunities, threats and constraints. We also find however that the framework is not well suited for a quantitative approach in medium-sized B2B firms.

Sciences économiques & de gestion > Stratégie & innovation