{"id":5598,"date":"2023-06-05T16:43:13","date_gmt":"2023-06-05T14:43:13","guid":{"rendered":"http:\/\/observatoire-asap.org\/?p=5598"},"modified":"2023-06-05T16:47:32","modified_gmt":"2023-06-05T14:47:32","slug":"quelles-lecons-tirer-de-la-crise-du-covid-pour-faire-face-aux-defis-actuels","status":"publish","type":"post","link":"https:\/\/observatoire-asap.org\/index.php\/2023\/06\/05\/quelles-lecons-tirer-de-la-crise-du-covid-pour-faire-face-aux-defis-actuels\/","title":{"rendered":"Quelles le\u00e7ons tirer de la crise du COVID pour faire face aux d\u00e9fis actuels ?"},"content":{"rendered":"

La pand\u00e9mie de COVID-19 a \u00e9t\u00e9 l’une des crises les plus importantes des temps modernes. Les confinements et les politiques de \u00ab\u202fdistanciation sociale\u202f\u00bb ont impact\u00e9 les activit\u00e9s et les strat\u00e9gies des entreprises. Dans le cadre d\u2019un travail de recherche publi\u00e9 le 26 d\u00e9cembre 2022 par la revue <\/span>Strategic Change<\/span><\/i>, <\/span>\u00ab\u202fA systematic literature review and bibliometric analysis of research on COVID-19 in strategy journals\u202f\u00bb<\/span><\/a>, nous avons essay\u00e9 d\u2019analyser les cons\u00e9quences de cette crise en mati\u00e8re de strat\u00e9gie d\u2019entreprise. Comment les revues acad\u00e9miques en strat\u00e9gie ont trait\u00e9 et analys\u00e9 ce ph\u00e9nom\u00e8ne ? Quels sujets ont mis en lumi\u00e8re les universitaires lorsqu’ils ont tent\u00e9 de comprendre cette pand\u00e9mie ? Qu’avons-nous appris de ces sujets\u202f?\u00a0<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Une approche bibliom\u00e9trique<\/span><\/b>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Bas\u00e9e sur une approche bibliom\u00e9trique et de cartographie scientifique permettant de comprendre l’\u00e9tendue d’un sujet, ses tendances \u00e9mergentes et son \u00e9volution, notre recherche porte sur les articles parus dans les 20 revues acad\u00e9miques class\u00e9es en strat\u00e9gie par <\/span>l\u2019Academic Journal Guide<\/span><\/a> (liste dite ABS, qui est valoris\u00e9e dans beaucoup d\u2019institutions fran\u00e7aises depuis l\u2019arr\u00eat de la liste du CNRS). L\u2019\u00e9tude porte sur la p\u00e9riode janvier 2020-mars 2022, soit 241 articles acad\u00e9miques \u00e9valu\u00e9s par des pairs.\u00a0\u00a0<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

R\u00e9sultats\u00a0<\/span><\/b>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Sur la p\u00e9riode \u00e9tudi\u00e9e, 15% de l\u2019ensemble des articles publi\u00e9s traitent de la question du COVID-19. L\u2019analyse par institution montre le poids et le fort impact des universit\u00e9s am\u00e9ricaines (notamment Harvard) et britanniques (en particulier l\u2019Imperial College de Londres). L\u2019analyse par pays confirme cette tendance. Les autres pays leaders sont l’Allemagne, l’Italie et la Chine. L\u2019analyse par source met en \u00e9vidence l’impact de quatre revues\u202f: <\/span>Strategic Change<\/span><\/i>, <\/span>Long Range Planning<\/span><\/i>, <\/span>Journal of Strategy and Management<\/span><\/i> et <\/span>Strategic Management Journal<\/span><\/i>.\u00a0<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Si l\u2019analyse par mots cl\u00e9s refl\u00e8te les pr\u00e9occupations et les inqui\u00e9tudes (crise, incertitude, turbulence, risque) d’un \u00e9v\u00e9nement aussi inattendu que cette pand\u00e9mie (perturbation, alternative, changements), elle met aussi l’accent sur les d\u00e9fis \u00e0 venir (management, business, supply chain, leadership), la recherche de nouvelles solutions (innovations, digital, alternatives, opportunit\u00e9s, cr\u00e9ativit\u00e9, transformation), et sur la n\u00e9cessit\u00e9 de r\u00e9organiser et de maintenir l’activit\u00e9 \u00e9conomique (performance, r\u00e9ussite, entrepreneuriat, valeur) et d’apprendre de cette crise (r\u00e9silience, recherche, apprentissage, \u00e9ducation, avenir).\u00a0<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Culture entrepreneuriale<\/span><\/b>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Suite \u00e0 l\u2019apparition du COVID-19, les entreprises qui ont le plus souffert ont \u00e9t\u00e9 les petites entreprises et petits commerces. Les articles qui tentent de comprendre les difficult\u00e9s <\/span>des entrepreneurs<\/span><\/a> et les mesures \u00e0 prendre pour les aider et les soutenir sont nombreux. Mais au-del\u00e0 de ces aides, le plus int\u00e9ressant concerne la mise en avant de l\u2019entrepreneuriat qui est pr\u00e9sent\u00e9 comme un <\/span>mod\u00e8le \u00e0 suivre<\/span><\/a> et comme un exemple de r\u00e9silience pour les autres secteurs de l\u2019\u00e9conomie. Une approche qui fait \u00e9cho \u00e0 la place grandissante et d\u00e9sormais tr\u00e8s positive de la cr\u00e9ation d\u2019entreprise dans notre soci\u00e9t\u00e9 et au d\u00e9veloppement d\u2019une forte culture entrepreneuriale.<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Qualit\u00e9s de leadership et r\u00e9silience<\/span><\/b>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Les th\u00e8mes du leadership et de la r\u00e9silience renvoient aux qualit\u00e9s n\u00e9cessaires pour faire face \u00e0 une crise de cette ampleur. Beaucoup d\u2019articles mettent en avant <\/span>les d\u00e9fis des managers<\/span><\/a> pour incarner un leadership participatif et inspirer leurs collaborateurs tout en \u00e9tant capable de g\u00e9rer des d\u00e9fis nouveaux qui remettent en question convictions et sch\u00e9mas mentaux. La r\u00e9silience apparait comme la qualit\u00e9 organisationnelle d\u00e9sormais n\u00e9cessaire pour faire face \u00e0 de telles \u00e9preuves. Alors qu\u2019il est probable que des crises de ce type ou de cette intensit\u00e9 se reproduisent, on constate ainsi que <\/span>les th\u00e9ories sur la r\u00e9silience sont de plus en plus sollicit\u00e9es<\/span><\/a> pour faire face \u00e0 ces futurs d\u00e9fis.<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Innovation et transformation digitale<\/span><\/b>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Les th\u00e8mes de l\u2019innovation et de la transformation digitale font \u00e9cho aux moyens \u00e0 employer pour faire face \u00e0 une crise comme le COVID. Contrairement \u00e0 ce que l\u2019on pourrait anticiper, l\u2019innovation ne se r\u00e9duit pas \u00e0 sa dimension technologique ou digitale et l\u2019accent est mis sur les innovations manag\u00e9riales et la n\u00e9cessit\u00e9 de mettre en place une <\/span>culture de l\u2019innovation<\/span><\/a>. A travers la transformation digitale, c\u2019est surtout le <\/span>concept de plateforme et son impact sur l\u2019ensemble des chaines de valeur<\/span><\/a> qui est soulign\u00e9.\u00a0\u00a0<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Quelles le\u00e7ons en tirer\u202f?<\/span><\/b>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Alors que les effets de la crise climatique et environnementale ne cessent de s\u2019amplifier et constituent un d\u00e9fi sans pr\u00e9c\u00e9dent pour les organisations et leurs dirigeants, le traitement de la crise du COVID-19 peut \u00e9tonner tant il semble promouvoir une approche visant \u00e0 revenir \u00e0 un \u00ab\u202fbusiness as usual\u202f\u00bb. A aucun moment, il ne pose de questions de fond sur notre mod\u00e8le \u00e9conomique. L\u2019utilit\u00e9 des innovations ou les effets pervers, notamment environnementaux, de la transformation digitale ne sont par exemple jamais abord\u00e9s. Pourtant, il ne pourra \u00eatre fait l\u2019\u00e9conomie d\u2019une r\u00e9flexion sur les limites d\u2019une croissance illimit\u00e9e et simplement quantitative. C\u2019est dans cette direction que devront s\u2019orienter les recherches en strat\u00e9gie si elles aspirent \u00e0 participer \u00e0 la mise en place d\u2019un mod\u00e8le \u00e9conomique viable, \u00e9conomiquement et environnementalement.\u00a0<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Olivier <\/span>Guyottot<\/span><\/a> et<\/span>\u00a0<\/span>Eric<\/span> Le Fur<\/span><\/a><\/span><\/p>\n

Quelques r\u00e9f\u00e9rences<\/span><\/b>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Allio, R. J., & Allio, R. (2021). The existential mindset for corporate survival and growth: innovation and resilience.\u202f<\/span>Strategy & Leadership<\/span><\/i>.<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Apostolopoulos, N., Ratten, V., Petropoulos, D., Liargovas, P., & Anastasopoulou, E. (2021). <\/span>Agri\u2010food sector and entrepreneurship during the COVID\u201019 crisis: A systematic literature review and research agenda.\u202f<\/span>Strategic Change<\/span><\/i>,\u202f<\/span>30<\/span><\/i>(2), 159-167.<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Clegg, S., Crevani, L., Uhl-Bien, M., & By, R. T. (2021). Changing Leadership in Changing Times.\u202f<\/span>Journal of Change Management<\/span><\/i>,\u202f<\/span>21<\/span><\/i>(1), 1-13.<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Donthu, N., & Gustafsson, A. (2020). Effects of COVID-19 on business and research.\u202f<\/span>Journal of business research<\/span><\/i>,\u202f<\/span>117<\/span><\/i>, 284-289.<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Fairlie, R. (2020). The impact of COVID\u201019 on small business owners: Evidence from the first three months after widespread social\u2010distancing restrictions.\u202f<\/span>Journal of economics & management strategy<\/span><\/i>,\u202f<\/span>29<\/span><\/i>(4), 727-740.<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

La pand\u00e9mie de COVID-19 a \u00e9t\u00e9 l’une des crises les plus importantes des temps modernes. Les confinements et les politiques de \u00ab\u202fdistanciation sociale\u202f\u00bb ont impact\u00e9 les activit\u00e9s et les strat\u00e9gies des entreprises. Dans le cadre d\u2019un travail de recherche publi\u00e9 le 26 d\u00e9cembre 2022 par la revue Strategic Change, \u00ab\u202fA systematic literature review and bibliometric … <\/p>\n","protected":false},"author":1,"featured_media":5599,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"spay_email":"","footnotes":""},"categories":[10],"tags":[],"class_list":["post-5598","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles"],"yoast_head":"\nQuelles le\u00e7ons tirer de la crise du COVID pour faire face aux d\u00e9fis actuels ? -<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"http:\/\/observatoire-asap.org\/index.php\/2023\/06\/05\/quelles-lecons-tirer-de-la-crise-du-covid-pour-faire-face-aux-defis-actuels\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Quelles le\u00e7ons tirer de la crise du COVID pour faire face aux d\u00e9fis actuels ? -\" \/>\n<meta property=\"og:description\" content=\"La pand\u00e9mie de COVID-19 a \u00e9t\u00e9 l’une des crises les plus importantes des temps modernes. 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