Mode coopétition dans un cluster culturel? Le cas du secteur circassien montréalais

We explore the relevance of the « coopetition » concept within Montreal's circus sector and the Montréal Complètement Cirque festival in particular. Our analysis is based on the cluster phenomena found in coopetition studies, which is a strategy used by companies in the technology sector. We formulate propositions that suggest these collaborative practices allow reduce tensions related to the innovation and creative processes' intrinsic uncertainty and also moderate the effects of a firms' limited resources. These practices are also related to public policies aimed at ensuring the sector's sustainability, the existence of interpersonal relations, and the need for more visibility on the sector and its actors. Copyright © 2017 ASAC. Published by John Wiley & Sons, Ltd.     

When do MNCs fail to learn from prior failure experience?

Do multinational corporations (MNCs) learn from their prior failures in international joint ventures (IJVs)? When does decision makers’ cognitive inability hinder MNCs from learning through their prior failure experiences? In the context of IJV survival in subsequent IJV entries, this study compares predictions made from two distinct theoretical perspectives, both of which belong to the behavioural school in strategy literature. According to the performance feedback perspective, MNCs may effectively learn from their prior failure experiences gained in familiar decision‐making contexts. On the other hand, according to the cognitive bias perspective, MNCs may not be able to effectively learn from their prior failure experiences if they inaccurately interpret the causes of their prior failures. The results provide partial support for the notion that MNC decision makers may not be able to effectively learn from their prior failures because of their cognitive biases. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

How do we make you look good? A social network study of upstream organizational impression management and the rhetorical construction of IPO firm images

We present an upstream model of impression management, focusing on how institutional actors may influence the rhetorical content of images IPO firms present to potential investors. Focusing on impression management to minimize poor and maximize good perceptions, we examined the risk, strategy, and governance images presented in prospectuses of 167 firms who issued an IPO between 1996 and 2000. Our results show that dependence on professional firms and IPO firm network prominence help shape the rhetorical construction of these images and suggest that impression management can be understood in terms of Goffman's team‐based effort to control a social interaction situation. Copyright © 2011 ASAC. Published by John Wiley & Sons, Ltd.     

Who benefits from market expansion?

This article presents a study of the effects of both symmetric and asymmetric market expansion on two retailers and their consumers. Envisioning two retailers along a Hotelling line, this article describes both the symmetric and asymmetric expansion of the market; the most interesting results occur when expansion is asymmetric. Applying game theory and showing the results numerically, I find three categories of unit‐distance moving costs incurred in three scenarios: when both retailers choose to move, when only one retailer chooses to move, and when neither retailer chooses to move. With fixed moving costs, moving is the dominant strategy for the retailer close to market expansion. Surprisingly, the retailer located the farthest away from the expansion has the highest profits. Copyright © 2013 ASAC. Published by John Wiley & Sons, Ltd.