P. Ainsi and . Conclure, nous pouvons rappeler que ces résultats nous ont permis de confronter au terrain nos propositions de recherche. Nous proposons, dans notre prochain chapitre, de mettre en discussion ces résultats avec la littérature

, Une proposition de modèle intégrateur RCOV-Environnement Nos contributions managériales permettent dans un premier temps d'appréhender le BM, comme un guide de réflexion stratégique (phase de réflexion) et dans un second temps, comme un dispositif de stimulation stratégique source de créativité et d'innovation

, En tant que guide de réflexion stratégique, le BM permet de s'assurer de la cohérence des composantes le constituant. Le BM peut dès lors se révéler un outil efficace pour l'élaboration et le renouvellement du diagnostic stratégique. En effet, l'étude de différents scénarii concernant l'impact d'un facteur environnemental sur les différentes composantes de la modélisation RCOV

, Dans une perspective plus dynamique, la délibération autour du BM peut également stimuler la créativité stratégique ou modèle heuristique en proposant de nouvelles sources ou propositions de valeur. Ces contributions ne sont pas nouvelles, les travaux portant sur l'innovation de BM font l'objet de nombreuses recherches dans le champ de l'entrepreneuriat et de la stratégie, 2013.

, Ce cadre d'analyse reprend un ensemble de contributions conceptuelles permettant d'enrichir le modèle RCOV. La figure 36 représente notre cadre d'analyse intégrateur RCOV-Env. Il est possible, à travers ce cadre d'analyse, de distinguer trois principales préconisations pour manager le BM de l'entreprise suite à l'influence d'une variable environnementale : Notre première préconisation porte sur l'analyse de l'environnement et de l'écosystème de l'entreprise afin d'exploiter au mieux les ressources et compétences mobilisables par l'entreprise. L'environnement est représenté par l'écosystème dans lequel s'insère l'entreprise, l'environnement co-influence le BM, Enfin, nous proposons d'intégrer la variable environnement à la modélisation RCOV et de faire de cette proposition un cadre d'analyse nouveau pour les praticiens, 2013.

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, Encadré 3 -Model Self-Evaluation Report, p.192

, Encadré 5 -Extrait des critères initiaux sur « academically qualified faculty members, p.231

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, Encadré 7 -Extrait du Self Evaluation Report AACSB, p.239, 2013.

, De la modélisation du BM à la question du niveau, p.43

, Vers une modélisation des approches par les composantes du BM 45

, Section 3. Approche par composantes du business model et intégration de l'environnement 49

, La question de la construction de l'environnement : l'enactment 64

, Place de l'environnement dans la littérature en management stratégique 65

, Vers un renouvellement des deux approches stratégie-environnement 66

, L'écosystème comme niveau pertinent de lecture de l'environnement du business model 73

, Au concept de capacités dynamiques pour penser l'environnement du business model 75

, Les capacités dynamiques pour mieux appréhender l'environnement dans le business model 78

. Fondements,

L. ,

, Des processus organisationnels de construction des capacités dynamiques 84

, Les micro-fondations comme tentative de compréhension des capacités dynamiques 85

, Le déploiement des capacités dynamiques 86

, Les accréditations comme norme dans l'environnement des écoles de management françaises 117

, Les accréditations comme logique institutionnelle et gage d'assurance qualité des écoles de management françaises : source de légitimité et de réputation 118

, Les accréditations dans les approches néo-institutionnelles 123

, Les accréditations dans les approches qualifiées de stratégique et organisationnelle, p.127

, Les accréditations AACSB et EQUIS comme niveau pertinent d'analyse de notre recherche 129

. Contexte, , p.131

D. Recherche,

. Chapitre-3.-presentation, . De-l'etude, and . De-cas,

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, Les unités d'analyse retenues 184

, Le volet rétrospectif ou phase rétrospective 186

, Les données rétrospectives : la collecte 187

, Les données rétrospectives : l'analyse 193

, Le volet en temps réel 200

, Le volet temps réel : la collecte 200

, Section 1. Enjeux et contexte d'évolution du business model de Burgundy School of Business 214

, Les enjeux des accréditations internationales dans la prise en compte du business model de Burgundy School of Business, p.214

, 2 Accréditations internationales et contexte d'évolution de Burgundy School of Business 222

, Influence des accréditations internationales sur l'évolution du Business Model de Burgundy School of Business 228

, Vers une académisation accrue des ressources et une meilleure gestion des compétences de l'école 230

, Vers une formalisation des processus et une montée en puissance de la direction des relations internationales et des partenariats internationaux 236

, Influence sur le volet interne de la composante Organisation : vers une formalisation des processus 237

, Influence sur le volet externe de la composante Organisation : vers une montée en puissance de la direction des relations internationales et des partenariats internationaux 240

, Une école tournée vers un ancrage territorial fort dans le Wine & Spirit Business 243

, La capacité à saisir les opportunités comme capacités dynamiques d'académisation et d'internationalisation 267

, Processus 1 : la gestion de la faculté, p.268

, Processus 2 : démarche compétence (AACSB et EQUIS), p.273

, Internationalisation (EQUIS), vol.3, p.278

, La capacité à reconfigurer les ressources et les compétences, p.282