Barbier Jean-Yves

Chercheur associé 32 boulevard VICTOR 75739 Paris cedex 15 Tel : +33 (0)6 10 63 38 37

Mes thèmes de recherche

1) Management en régime de compétition par l'innovation

management de l'innovation et logique marketing ; pilotage des situations créatives : (voir http://www.ecole.org/seminaires/FS5) ; pôles de compétitivité : pratiques collaboratives et synergies public/privé ; stratégies entrepreneuriales et création d'entreprises innovantes ; systèmes d'information et actionnabilité des connaissances


2) Situations de gestion et dynamiques organisationnelles négociées

prospective et dynamique de changement des systèmes complexes ; logiques de situations négociées ; le manager négociateur ; la négociation commerciale


3) Stratégies sectorielles dans la distribution sélective

Automobile Car Internet Research Program : http://www.cirp.uottawa.ca/ ; Luxe : logiques d'extension des marques

Travaux récents ou en cours

- Pôles de compétitivité et dynamique entrepreneuriale (2008)

- Car Internet Research Program : Impact d'Internet sur le commerce de véhicules d'occasion (2006-2007), avec Capgemini, Renault et PSA

- 'Polaris', recherche-action sur les pôles de compétitivité (2006)

- Coordinateur et rapporteur pour FutuRIS, prospective-action appliquée au Système Français de Recherche et d'Innovation (2005)

Parcours

École Polytechnique, Doctorat en Sciences de Gestion (1999 - 2002)

École Normale Supérieure de Cachan (1993 - 1998)

- DEA de mathématiques appliquées (Mines - X - Dauphine)
- Agrégation d'Économie et Gestion.

Enseignements

ESSCA (professeur associé - Pôle Management) :
Stratégie entrepreneuriale (Master 2 : Entrepreneur),
Introduction au management (L1)
Introduction à la psychologie sociale (L2)
Manager les organisations (L3)

Sciences Po : Master finance et stratégie
Telecom Paris : Marketing

Articles téléchargeables

French Competitive Districts : Learning to Waltz at three ?

ABSTRACT

As put by Porter (1998), « competitive advantage in global economy lies in local things : knowledge, relationships and motivation ».
Based on this diagnosis, France has recently engaged in a politic of competitive districts but we lack surprisingly of clear understanding of the mechanisms of the “local added value” available thanks clusters, especially regarding the process of innovation and the governance of the cluster.
Our hypothesis is that we can shed light on the “hidden cluster effect” on innovation by referring on the tacit dimensions of knowledge. We claim that tacit sharing is in fact the central explanation of the cluster impact on innovation.
Building on Leonard and Sensiper (1998), and on former works conducted on the contingency of tacit externalization, regarding the role of ignorance and complexity forms, we propose a framework for a better understanding of the dynamic of innovation process inside the clusters.

cluster

Dossier Le meilleur de la stratégie et du management (LaTribune)

BRIDGING INDIVIDUAL AND ORGANIZATIONAL LEARNING THROUGH A SYSTEMIC APPROACH : TOWARD A DOUBLE HELIX KNOWLEDGE CREATION MODEL

ABSTRACT
How should we understand knowledge creation in organizations? A wide body of empirical and theoretical research – labelled here as the spiralling perspective – assumes that knowledge creation is a fundamental element of organizational processes, and aims to identify different types of conversion processes framed by organizations. But what exactly is knowledge creation? The paper argues that this perspective suffers from insufficient debate on the definition of its research object regarding especially the tacit dimension.
One of the main limits of the spiralling perspective is its understanding of organizational conversion processes as series of separate conversion episodes. Stressing the discontinuity of knowledge (there is no continuum between tacit and explicit knowledge), an emerging “reproduction perspective” challenges this view. It argues that conversion processes face tacit traps that do not always allow externalisation.
The paper argues that, because of different types of tacit knowledge, related to the way organizations deals with ignorance (seen as central as knowledge management) and to the various nature of complexity emerging from the simple presence of humans inside organized systems, knowledge creation should not be understood as a single spiral conversion but rather as a double helix, referring to the biological DNA model. This double helix process allows the recombination of basic elements, such as knowledge, relation, emotion and object, having specific valences embodied in personal and contextual backgrounds. On the basis of these results, we discuss some implications for innovation and actionable knowledge creation.

knowledge creation

Une approche systémique du problème de la reprise

Barbier-Calvez (2006) - Colloque G Doriot

Nous proposons et explorons le concept de négociation "réciprocielle" en reliant les concept de leadership, la théorie du don/contre-don et la théorie de la négociation

Barbier - Richebe (2006) - Colloque Egos

La liste de mes publications

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