M@n@gement 2023/2 (Vol. 26)

Figure 1

Image description generated by AI: Modèle inductif : Obstacles au développement de l'attention collective attentive dans les environnements de travail dynamiques.

L'image est divisée en trois sections principales : "Barrières à l'apprentissage", "Cercle d'apprentissage" et "Défi de l'attention mentale". Dans la section "Barrières à l'apprentissage", il y a quatre sous-sections listées verticalement : 1. (a) Ambiguïté sur le rôle des équipes opérationnelles. 2. (b) Tâches artificielles d'indépendance. 3. (c) Difficulté à évaluer l'efficacité des routines. 4. Apprentissage supervisé. Chaque sous-section est reliée à la section "Cercle d'apprentissage" par des flèches avec des indications de positivité ou de négativité ([+] ou [-]). Dans la section "Cercle d'apprentissage", il y a deux cercles principaux : 1. Apprentissage expérimental. 2. Apprentissage par transfert. Ces cercles sont interconnectés par des flèches bidirectionnelles, indiquant un processus cyclique entre les deux types d'apprentissage. La section "Défi de l'attention mentale" montre un défi entre "Attention mentale virtuose vs. vicieuse" et "Attention mentale collective". Enfin, il y a une interaction entre le "Cercle d'apprentissage" et le "Défi de l'attention mentale" via des flèches et des symboles X, indiquant des influences et des obstacles dans le développement de l'attention mentale collective.

Inductive model: Barriers to the development of collective mindful attention in dynamic work settings.

Tableau

<div> <body> <div class="page"> <table> <tbody> <tr> <th>Higher common principles</th> <th>Characteristics (cf. Appendix for a detailed presentation)</th> </tr> <tr> <td>Inspired principle</td> <td>Primacy of singularity Inspiration as a sought-after state</td> </tr> <tr> <td>Domestic principle</td> <td>Importance of status-based hierarchy Attachment to the distinctive signs of a social rank Primacy of tradition and habits Mutual respect and formality in interpersonal relations and responsibility to the less fortunate Primacy of momentary fame and renown Individual need for consideration satisfied by identification Prevalence of the fact and of visibility Primacy of membership in a group Representation of the group as a Subordination of the individual interest to the general will Duty public duty</td> </tr> <tr> <td>Fame principle</td> <td>Prevalence of the law Immediate competition in a market</td> </tr> <tr> <td>Civic principle</td> <td></td> </tr> <tr> <td>Market principle</td> <td>Prevalence of the desire for individual possession Opportunism as a desired state</td> </tr> <tr> <td>Industrial principle</td> <td>Mediation of interpersonal relationships through transactions Primacy of the objectivity of scientific methods and tools</td> </tr> </tbody> </table> </div> </body> </div>

Table 1: Characteristics of the six higher common principles

(on the basis of Boltanski and Thévenot, 1991)

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Image description generated by AI: Table comparant logiques bancaires et de développement.

<div> <body> <div class="page"> <table> <tbody> <tr> <th>Characteristics</th> <th>Banking logic</th> <th>Development logic</th> </tr> <tr> <td>Goals</td> <td>Search for individual interest</td> <td>Search for collective interest</td> </tr> <tr> <td>Targeted population</td> <td>'Deriving a rent or Resources optimization 'Clients as customers and seen as more or less risky source of income' profit'</td> <td>Development and poverty alleviation' Rebalancing representation for the benefit of the excluded 'Clients are beneficiaries and seen as more or less</td> </tr> <tr> <td>Managerial principles</td> <td>Search for performance and efficiency 'Maximizing while fulfilling fiduciary obligations not only to investors but also depositors' profit</td> <td>deserving of support' Contribution to general will 'Maximizing the impact of donor funds on development and poverty alleviation' Civic principle:</td> </tr> <tr> <td>Higher common principles</td> <td>Industrial principle: Search for performance and efficiency; long-term management of clients as a portfolio of resources Market principle: opportunistic seeking profit</td> <td>Primacy of the and the general will over individual interest good</td> </tr> </tbody> </table> </div> </body> </div>

Table 2: Comparison between banking and development logics (from Battilana & Dorado, 2010, p. 1423) and their inherent principles

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<div> <body> <div class="page"> <h2>Governance</h2> <h2>Alignment with the mission</h2> <h2>Recruitment</h2> <h2>Career advancement</h2> <h2>Control and incitation mechanisms</h2> <p>Higher common principles identified at BancoSol</p> <h2>Governance representative of the group: development logicll civic principle</h2> <p>'In 1992, BancoSols Ist year of operation; five of the seven individuals in senior leadership positions were early hires who had BancoSol-NGO at its founding and worked as loan officers for the first 3 months of operation The other who were new; had backgrounds and experience in conventional banking' (P. /425) two,</p> <h2>Since 1996,governance based on skills: banking logicll industrial principle</h2> <p>'By /996 the ratio had dropped to one out of five; and all but the marketing director had work experience in conventional banks.' (P. /425)</p> <h2>Subordination of the particular interest to the general will: development logicll civic principle</h2> <p>'He [the founder] developed and posted a list of 30 a bank did that BancoSol did not. For example if conventional banks kept unwashed people out of their offices; BancoSol would welcome them; if only Spanish was spoken in conventional' (P. /425) things</p> <h2>Enrollment to the group: logic of developmentll civic principle</h2> <p>'Otero described the secret of BancoSols success as 'converting social workers into bankers and bankers into social workers:" He believed that it was the only way for commercial microfinance organizations to succeed in sustaining their hybrid nature' (P. /426)</p> <h2>Willingness to represent different logics: development logicllcivic principle</h2> <p>'Whereas BancoSol-NGO hired almost exclusively individuals with backgrounds in development areas; BancoSols system of individuals with backgrounds in finance; auditing economics; social work 425) hiring hiring</p> <h2>Choice based on skills: banking logicll industrial principle</h2> <p>individuals with required capabilities regardless of whether steeped in the development or banking logics' (P. /433) 'Hiring they</p> <p>Those with backgrounds in social work; anthropology; and sociology had capabilities more suited to working with the poor; but those with backgrounds in finance, auditing law, and economics had capabilities more suited to lending' (P. /425)</p> <h2>Recruitment process centered on the objectivity of tests and the evaluation of skills: banking logicllindustrial principle</h2> <p>'Candidates recruited through advertising in newspapers. Preliminary selection based on the capabilities criterion: selection of candidates likely to have the desired capabilities Preliminary (two or three exams). First exam tested abilities in the areas of mechanical; and numeric reasoning verbal logic; and comprehension Second exam tested abilities to work in teams; interact with others; and exercise leadership. If relevant; a third exam tested for the technical knowledge needed to carry out the responsibilities of the particular position About three candidates per position were interviewed to assess their ability to do the job and their affinity with BancoSol's culture. Interview with the group with which would be working Three-month period after initial seminar (see Table 5) after which were hired permanently (New hires were most to leave this period):' testing spatial, they testing training they likely during</p> <h2>Career advancement management through skills and performance assessment: banking logicllindustrial principle</h2> <p>'Promotion was based on annual evaluations of performance and on an internal application process in which candidates were evaluated based on their CVs and conversations with co-workers' (P: /434)</p> <h2>Measurement system focused on the evaluation of the contribution to the social mission: banking and development logicllcompromise between industrial and civic principles</h2> <p>'BancoSol's managers found it important to align employee career paths and incentive systems with the mission of affording clients (regardless of income or ethnicity) opportunities to better themselves:' (P. /426) top</p> <p>'Until 996, BancoSol did not use any performance-based incentives; relying instead on its lofty mission to generate motivation and commitment among its employees Performance-based incentives first introduced in /997.Incentives were connected to the collective performance of the branches; not to the performance of individuals. In 1997, only /0% of the loan officers' total compensation was dependent on the performance of the agency where worked' (P. /426) they</p> </div> </body> </div>

Table 3: Institutional logics and inferences of higher common principles referenced in the case of BancoSol

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<div> <body> <div class="page"> <h2>Governance</h2> <h2>Alignment on the mission</h2> <p>Recruitment</p> <h2>Career advancement</h2> <h2>Control and incitation mechanisms</h2> <p>Higher common principles identified at Los Andes</p> <h2>Tripartite governance according to the skills mobilized: banking and development logicsllindustrial principle</h2> <p>'IPC successfully advocated the creation of a German-style joint general management committee made of three managers to replace Velasco. In keeping with Los Andes' prioritizing of candidates' socializability; the individuals hired for the positions had to be relatively junior: One manager would assume responsibility for investor relations: (. ..) Another manager would assume responsibilities in the area of general administration:' (P. /429)</p> <h2>Refocusing on technical resources: banking and development logicsllindustrial principle</h2> <p>'According to Los Andes 1998 annual report; a focus on long-term operational success that would enable the organization "to reconcile its social with deriving an economic yield" was at the heart of its vision for sustaining a balance between the development and banking logics:' (P. /427) goals</p> <h2>Selection based on a set of skills rather than on adherence to a logic: banking and development logicsll industrial principle</h2> <p>individuals with little or no work experience to avoid bringing in individuals steeped in the development or banking logics' (P. /433) 'Hiring</p> <p>'Los Andes leadership thus decided to hire recent university graduates with the basic technical background required for loan evaluation (e.g, auditing accounting and business)' (P. /428)</p> <h2>Recruitment process centered on the criterion of little experience, objectivity of tests: banking and development logicsllindustrial principle</h2> <p>'Candidates recruited through advertising in newspapers. Preliminary selection based on the socializability criterion: selection of candidates with little or no work experience. Preliminary exam of abilities in the areas of spatial; mechanical and numeric reasoning verbal logic; and comprehension: Exam on content covered an initial training seminar: No further interviewing considered necessary. Three-month period; after which were hired permanently During the Ist month; worked as "shadows' to a loan officer: (New hires were most likely to leave this period:)' (P. /433) testing during testing testing they they during</p> <h2>Transparency of a process based on individual merit and performance rewards: banking and development logicsllindustrial principle</h2> <p>'A story circulating in the organization was that of the unexpected and immediate of a trusted manager who was discovered to have hired a relative for an administrative assistant position This became symbolic of Los Andes' commitment to a merit-based system of which stood out in the Bolivian context; where nepotism was rampant and career advancement depended more on last name and personal connections than on individual merits' (P: /430) firing firing hiring `</p> <h2>Management of career advancement through the objectivity of tests: banking and development logicsll industrial principle</h2> <p>'Promotion was based exclusively on exams Candidates were asked to define solutions to potential situations might face as managers:' (P. /434) they</p> <h2>System centered on the evaluation of individual performance and variable compensation: banking and development logicsllindustrial principle</h2> <p>'Introduced at the outset a carefully designed and continually revised system of individual performance-based incentives. In 1997,loan officers could as much as /05% of their base pay as incentives based on individual job performance: Best candidates identified through exams and role playing tests. Loan officers could expect to progress to regional manager positions as the organization continued to grow and expand: Promotion was based exclusively on exams. Candidates were asked to define solutions to potential situations might face as managers' (P. 1 434) get they</p> <p>To avoid any perception that an individual might be promoted or judged favorably for reasons other than job performance; candidates for internal jobs were required to take a written exam as well as a role-playing test in which were presented with an administrative problem and had to decide upon a course of action. In keeping with the focus on operational excellence; the incentive system; which exclusively to loan officers; tied pay to the number and quality of the loans in officers' portfolios A carefully designed and continuously improved bonus system that rewarded loan officers' individual performance (high number of loans but low delinquency) dramatically affected their total compensation' (P. /430) they applied</p> </div> </body> </div>

Table 4: Institutional logics and inferences of higher common principles referenced in the case of Los Andes

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Image description generated by AI: Table récapitulative des logiques institutionnelles et principes communs dans des articles.

<div> <body> <div class="page"> <table> <tbody> <tr> <th>Articles</th> <th>Institutional logics</th> <th>Higher common principles</th> <th>Hybridity (according to IL)</th> <th>Hybridity (according to EOW)</th> </tr> <tr> <td>Battilana and Dorado; 2010</td> <td>Banking logic</td> <td>Industrial principle: search for performance; objectivity of evaluation; role of skills</td> <td>YES</td> <td>YES</td> </tr> <tr> <td>BancoSol Case</td> <td></td> <td>Market principle: search for individual interest</td> <td></td> <td></td> </tr> <tr> <td></td> <td>Development logic</td> <td>Civic principle: representative governance; enrollment in the group</td> <td></td> <td></td> </tr> <tr> <td>Battilana and</td> <td>Banking logic</td> <td>Industrial principle: search for performance; transparency and objectivity role of skills</td> <td>YES</td> <td>NO</td> </tr> <tr> <td>Los Andes Case</td> <td>Development logic</td> <td></td> <td></td> <td>(I single principle)</td> </tr> <tr> <td>Pache and</td> <td></td> <td></td> <td></td> <td></td> </tr> <tr> <td>Santos, 2013</td> <td>Social welfare logic</td> <td>Civic principle: democratic governance; membership to the group; expression of the general will</td> <td>YES</td> <td>(I shared principle)</td> </tr> <tr> <td>(cf.Appendix 2)</td> <td></td> <td>Industrial principle: adaptation to local conditions; weight of local expertise</td> <td></td> <td></td> </tr> <tr> <td></td> <td>Commercial logic</td> <td>Industrial principle: search for performance, control, reliability primacy of expertise and skills</td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td>Market principle: competition; desire to possess; payment for a transaction</td> <td></td> <td></td> </tr> <tr> <td>Murray; 2010</td> <td>Logic of academic science</td> <td>Principle of opinion: search for visibility; consideration; renown</td> <td>YES</td> <td>YES</td> </tr> <tr> <td>(cf.Appendix 3)</td> <td></td> <td>Domestic principle: respect for habits; a sense of privacy</td> <td></td> <td></td> </tr> <tr> <td></td> <td>Commercial logic</td> <td>Market principle: desire for possession; opportunism; freedom of transaction</td> <td></td> <td></td> </tr> <tr> <td></td> <td></td> <td>Industrial principle: primacy of expertise; standardization of production</td> <td></td> <td></td> </tr> <tr> <td>York et al., 2016</td> <td>Ecologizing logic</td> <td>Civic principle: subordination of</td> <td>YES</td> <td>NO</td> </tr> <tr> <td>(cf.Appendix 4)</td> <td></td> <td>individual interests to the general will, influence of the law</td> <td></td> <td>shared principle)</td> </tr> <tr> <td></td> <td></td> <td>Industrial principle: optimization of resources and costs</td> <td></td> <td></td> </tr> <tr> <td></td> <td>Economizing logic</td> <td>Industrial principle: optimization of resources and costs; search of efficiency reliability</td> <td></td> <td></td> </tr> <tr> <td>Gümüsay et al., 2020b</td> <td>Religious logic</td> <td>Domestic principle: respect of rituals; traditions; and habits; consultation des anciens'</td> <td>YES</td> <td>YES</td> </tr> <tr> <td>(cf.Appendix 5)</td> <td></td> <td>Inspired principle: primacy of singularity</td> <td></td> <td></td> </tr> <tr> <td></td> <td>Market logic</td> <td>Industrial principle: search for objectivity and efficiency standardization</td> <td></td> <td></td> </tr> </tbody> </table> </div> </body> </div>

Table 5: Synthesis of the institutional logics and higher common principles underlying the logics in the articles analyzed

IL, Institutional logics; EoW, Economies of worth.

(see Appendices for detailed analysis)

Graph 1

Image description generated by AI: Graphique montrant la répartition des publications selon différents critères méthodologiques et conceptuels.

L'image montre un diagramme à barres qui analyse les publications selon différents critères méthodologiques et conceptuels. Les catégories sont divisées en Méthodologie, Cadre Conceptuel et Base Théorique. Dans la Méthodologie, les catégories incluent : - Analyse : Test/Confirm (48%) - Analyse : Découvrir/Explorer/Construire (52%) - Données : Secondaire/Standard (58%) - Données : In situ/Entretien/Co-construction (42%) - Échantillon : Secteur formel exclusivement (94%) - Échantillon : Secteur informel VSME (6%) Dans le Cadre Conceptuel, les catégories incluent : - Approche : Déductive (81%) - Approche : Inductive (19%) - Modèle : A posteriori/Contexte (16%) - Modèle : A priori/Importé (84%) Dans la Base Théorique, la catégorie est : - Origine : Classique/Origine (100%) Les pourcentages indiquent la proportion de publications correspondant à chaque critère. Le secteur formel exclusivement est le plus représenté dans l'échantillon, tandis que l'approche déductive et le modèle a priori/importé sont également majoritaires. La base théorique est entièrement classique/origine.

Breakdown of publications according to the analysis criteria of the literature.

Tableau

<div> <body> <div class="page"> <table> <tbody> <tr> <th>VSESE</th> <th>Type of activity</th> <th>Employees (familylvillagelexternal)</th> <th>Length of interview</th> <th>Number of years of business</th> <th>Cultural area (promoter's home region)</th> <th>Number of observation days</th> <th>Number of flashes</th> </tr> <tr> <td>VSESE</td> <td>Clothes Promoter and his daughter: 02</td> <td>1h 5 min</td> <td></td> <td>+25</td> <td>West</td> <td>3</td> <td></td> </tr> <tr> <td>VSESE 2</td> <td>Grocer shop</td> <td>Promoter; his wife; and his nephews: 05</td> <td>52 min</td> <td>+20</td> <td>North</td> <td>3</td> <td></td> </tr> <tr> <td>VSESE 3</td> <td>Agribusiness</td> <td>Promoter and his children: 05</td> <td>45 min</td> <td></td> <td>Center</td> <td>3</td> <td></td> </tr> <tr> <td>VSESE 4</td> <td>Fishmonger</td> <td>Promoter and family members: 05</td> <td>1 h 30 min</td> <td>12</td> <td>West</td> <td>3</td> <td></td> </tr> <tr> <td>VSESE 5</td> <td>Ironmonger</td> <td>Promoter and his brother: 02</td> <td>58 min</td> <td>08</td> <td>West</td> <td>2</td> <td>3</td> </tr> <tr> <td>VSESE 6</td> <td>Restaurant</td> <td>Promoter; his wife and sister from the 03 village:</td> <td>47 min</td> <td>08</td> <td>Northwest</td> <td>3</td> <td>3</td> </tr> <tr> <td>VSESE 7</td> <td>Shoe shop</td> <td>Promoter and his younger brother: 02</td> <td>55 min</td> <td>18</td> <td>West</td> <td>3</td> <td>3</td> </tr> <tr> <td>VSESE 8</td> <td>Call-box</td> <td>Promoter and his wife: 02</td> <td>1 h 20 min</td> <td>10</td> <td>Center</td> <td>1</td> <td>3</td> </tr> <tr> <td>VSESE 9</td> <td>Butcher</td> <td>Promoter; his younger brother and two brothers from the 04 village:</td> <td>50 min</td> <td>10</td> <td>West</td> <td>3</td> <td>3</td> </tr> <tr> <td>VSESE /0</td> <td>Moto-taxi</td> <td>Owner and his brother: 02</td> <td>48 min</td> <td>08</td> <td>Far north</td> <td>2</td> <td>4</td> </tr> <tr> <td>VSESE 1I</td> <td></td> <td>Promoter and several members of the extended family: 08</td> <td>1h /5 min</td> <td>09</td> <td>West</td> <td>3</td> <td>5</td> </tr> <tr> <td>VSESE / 2</td> <td>Agribusiness</td> <td>Promoter; her husband and her daughter: 03</td> <td>49 min</td> <td></td> <td>Center</td> <td>3</td> <td>3</td> </tr> </tbody> </table> </div> </body> </div>

Table 1: Characteristics of the businesses selected

Figure 1

Image description generated by AI: Modèle de RSE africaine pour les VSESEs avec responsabilités généalogique, géographique et spirituelle.

L'image représente un modèle de responsabilité sociétale des entreprises (RSE) axé sur les très petites et petites entreprises en Afrique (VSESEs). Elle est divisée en trois grandes catégories : Responsabilité Généalogique, Responsabilité Géographique et Responsabilité Spirituelle. 1. **Responsabilité Généalogique** : - **Famille** : Recrutement de la main-d'œuvre familiale, financement par le soutien familial, prix préférentiels pour les membres de la famille, partage des profits avec les membres de la famille élargie, paiement des frais de scolarité pour les enfants de la famille avec des revenus commerciaux, assistance financière pour les événements heureux et malheureux. - **Tribu** : Importance de la famille, assistance et soutien mutuel entre les membres de la famille, respect pour le chef de famille, réputation de la famille, confiance mutuelle entre les membres de la tribu. - **Clan** : Importance de la famille, assistance et soutien mutuel entre les membres de la famille, respect pour le chef de famille, réputation de la famille, confiance mutuelle entre les membres du clan. - **Groupe ethnique** : Importance de la famille, assistance et soutien mutuel entre les membres de la famille, respect pour le chef de famille, réputation de la famille, confiance mutuelle entre les membres du groupe ethnique. 2. **Responsabilité Géographique** : - **Partenaires commerciaux, quartier, fournisseurs locaux, résidents, clients** : Enregistrement des commandes spécifiques des clients locaux, octroi de biens et de crédit aux voisins, participation aux initiatives communautaires du quartier (collecte des déchets domestiques ; recyclage des déchets), approvisionnement auprès des fournisseurs locaux. 3. **Responsabilité Spirituelle** : - **Guérisseurs traditionnels, marabouts, chef de village, personnes éminentes, détenteurs de pouvoir ancestral, pasteur/prêtre/imam** : Observation des rites, purification des affaires, protection des affaires, négociations amies avec le premier client de la journée, hospitalité envers les ancêtres, utilisation des guérisseurs traditionnels, paiement des rites sur les profits, dons au chef de village, assistance financière ou matérielle aux frères de l'église ou de la mosquée. L'image inclut également des légendes pour expliquer les mécanismes conciliatoires, les parties prenantes et les actions et pratiques associées.

CSR model on African VSESEs.

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Appendice: Analysis grid of selected articles

CSR, Corporate Social Responsibility; HRM, Human Resource Management; CG, Corporate Governance; SMME, Small Medium and Micro-sized Enterprises; PME, Petite et Moyenne Entreprise; DD, Développement Durable; RSE, Responsabilité Sociale des Entreprises; TPE, Très petite entreprise.

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Image description generated by AI: Table listant les activités de gestion des connaissances selon différents auteurs.

<div> <body> <div class="page"> <p>Nielsen (2006)</p> <p>et al. (201/) Zheng</p> <p>Denford (20/3)</p> <p>Monferrer et al. (20/5)</p> <p>Han and Li (2015)</p> <h2>Knowledge management activities</h2> <p>Knowledge creation; acquisition; capturing and articulating assembly; sharing integration and recombination; leverage; application; exploitation</p> <p>Knowledge creating integrating reconfiguring replicating developing assimilating synthesizing imitating</p> <p>Knowledge acquisition; generation; combination</p> <p>Adaptation capability absorption capability; innovation capability</p> <p>Knowledge sensing capacity knowledge seizing capacity knowledge reconfiguring capacity</p> </div> </body> </div>

Table 1: Typologies of knowledge management activities (adapted from Robertson et al., 2023)

Figure 1

Image description generated by AI: Activités de gestion des connaissances, compétences et caractéristiques managériales.

L'image représente un diagramme structuré en trois colonnes, chacune illustrant des activités de gestion des connaissances et leurs relations avec des capacités et caractéristiques de gestion. En haut du diagramme, il y a une boîte intitulée "Activités de gestion des connaissances". Cette section est divisée en trois colonnes verticales. Chaque colonne contient une boîte avec le texte "Génération, acquisition, combinaison des connaissances". La première colonne, à gauche, montre une flèche pointant vers le bas vers une boîte intitulée "Capacités managériales". La deuxième colonne, au centre, montre une flèche pointant vers le bas vers une boîte intitulée "Capacités psychologiques". La troisième colonne, à droite, montre une flèche pointant vers le bas vers une boîte intitulée "Caractéristiques managériales". En bas du diagramme, il y a une boîte intitulée "Capacités managériales dynamiques". Le diagramme illustre comment les activités de gestion des connaissances sont liées aux capacités et caractéristiques managériales, contribuant ainsi aux capacités managériales dynamiques.

Microfoundations of knowledge-based dynamic capabilities.

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Image description generated by AI: Table des capacités managériales et activités de gestion des connaissances.

<div> <body> <div class="page"> <table> <tbody> <tr> <th colspan="2">Dynamic capability microfoundations (dynamic managerial capabilities)</th> <th>Propositions</th> <th>Mechanisms underlying knowledge management activities</th> <th>Knowledge management activities</th> </tr> <tr> <td>Managerial and psychological abilities</td> <td>Sensing</td> <td>Pla</td> <td>Information gathering interpretation activities Cognitive abilities Creative abilities Intuition of managers Heuristic processing</td> <td>Knowledge generation</td> </tr> <tr> <td></td> <td>Seizing</td> <td>PId</td> <td>Recognizing valuable informationlknowledge Fluid intelligence Rational thinking disposition Emotion of managers Risk taking</td> <td>Knowledge acquisition</td> </tr> <tr> <td></td> <td>Transforming</td> <td>Ple P If</td> <td>Integration of knowledge; involvement of the whole organization Social cognitive skills Emotion Regulation of stakeholders' emotions</td> <td>Knowledge combination</td> </tr> <tr> <td>Managerial characteristics</td> <td>Managerial cognition</td> <td>P2a</td> <td>Managerial belief and mental models Information processing skills Transposition of these skills at organizational level</td> <td>Knowledge combination</td> </tr> <tr> <td></td> <td>Managerial social capital</td> <td>P2b</td> <td>Formal and informal network ties of managers Relational capital (managers and employees) social with the whole organization Sharing capital</td> <td>Knowledge combination</td> </tr> <tr> <td></td> <td>Managerial human capital</td> <td>P 2c</td> <td>Skills and knowledge of managers skills and knowledge with the whole organization thanks to structural (organizational processes; information systems; organizational culture; etc:) Sharing capital</td> <td>Knowledge combination</td> </tr> </tbody> </table> </div> </body> </div>

Table 2: Mechanisms that underlie knowledge management activities

Figure 2

Image description generated by AI: Activités de gestion des connaissances, compétences dynamiques, cognition, émotions, capital social.

L'image représente une hiérarchie des capacités dynamiques de gestion, structurée en trois colonnes principales sous le titre "Activités de gestion des connaissances". Chaque colonne détaille différents aspects et processus liés aux capacités dynamiques de gestion. La première colonne se concentre sur la génération, l'acquisition et la combinaison des connaissances, en mettant l'accent sur les capacités cognitives et créatives, le traitement mental contrôlé et les compétences cognitives sociales. La deuxième colonne traite également de la génération, de l'acquisition et de la combinaison des connaissances, mais se concentre sur le traitement heuristique, la prise de risque, la régulation des émotions personnelles et des émotions des parties prenantes. La troisième colonne se concentre sur la combinaison des connaissances, en mettant l'accent sur la transposition et le partage des informations, les compétences en traitement des informations, le capital social et les compétences managériales. Chaque niveau de cette hiérarchie se développe à partir des capacités de base en haut, telles que les capacités managériales, les capacités psychologiques et les caractéristiques managériales, jusqu'aux activités de gestion des connaissances en haut. Les capacités managériales de base se transforment en perception et transformation sensorielle, qui mènent à des capacités cognitives et créatives. Ces capacités mènent à la génération, l'acquisition et la combinaison des connaissances, qui sont essentielles pour les activités de gestion des connaissances. Les capacités psychologiques de base se transforment en intuition et émotion, qui mènent à des capacités heuristiques et à la régulation des émotions, conduisant également à la génération, l'acquisition et la combinaison des connaissances. Les caractéristiques managériales de base se transforment en cognition managériale, en capital humain et en capital social, qui mènent à la transposition et au partage des informations, essentiels pour les activités de gestion des connaissances. En résumé, l'image illustre comment les capacités dynamiques de gestion se développent à partir de bases fondamentales en compétences et caractéristiques managériales, en passant par des processus psychologiques et sensoriels, jusqu'à des activités complexes de gestion des connaissances.

Microfoundations of knowledge-based dynamic capabilities.

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