28 Mars – Thesis defense - Mathieu Roumy

13 h30 Room: Danielle Quarante - UTC Paris

Modeling and management of Organizational Innovation capacities to promote the Innovation Capacity of large companies, case study: SNCF Réseau.

Large companies evolve in a complex and uncertain social, climatic, economic and now health environment that challenges mechanical determinism and Cartesian logic. In addition, there is a 4th industrial revolution. To survive, they must evolve and increase their capacity for innovation. Most existing studies have focused on technological innovation, neglecting the non-technological dimension of innovation, commonly called "organizational innovation". However, the latter allows large companies to take into account a set of factors that promote their capacity for innovation and anchor it in their routines. The objective is then, thanks to a systemic and transdisciplinary approach, to identify these factors, which we call "Organizational Innovation capabilities". They include the dynamic capabilities of the company as well as the antecedents of organizational innovation. Indeed, non-technological innovation is often perceived as a vague and heterogeneous concept. It is therefore necessary to provide companies with models, methods and tools that make the concept concrete and operational. Nevertheless, nowadays, enterprise modeling has its limits for, on the one hand, the representation of a large enterprise that we assimilate to a complex and open "organic" socio-technical system and, on the other hand, for the representation and management of Organizational Innovation capacities. Thus, within the framework of a CIFRE agreement with the company SNCF Réseau, the IMS laboratory of the University of Bordeaux and the Icube laboratory of the University of Strasbourg, we propose a conceptual framework of the large company, of organizational innovation as well as an approach of analysis and recommendation of the capacities of Organizational Innovation, based on our own model of the organizational innovation for a large company This thesis work has therefore led to the development of a meta-model that allows the large company to have a systemic vision of itself in order to improve its innovation capacity. The model is composed of three systems "Organization-Territory-Network of actors," and makes it possible to highlight the capacities of Organizational Innovation within the systems in a logic of characterization and piloting of those in particular thanks to the evaluation of their impacts and their priorities. Our approach is based on a case study using a quantitative multi-criteria methodology. In the end, this thesis is the source of several contributions. First, the decompartmentalization of sciences allows us to study the antecedents of organizational innovation linked to the territory and to the networks of actors, beyond the classical approaches that generally privilege the internal antecedents of the organization. Secondly, we give a central place to human and social dimensions, which are essential, as is a better understanding of their interactions, both formal and informal (e.g. corporate culture, social climate, knowledge, leadership, etc.). Finally, the study of the impact of Organizational Innovation capabilities that we propose has never been done before for a large company (work on SMEs exists). Thus, the innovation capacity of a large company is dependent on the interactions between the territory, the systems that make it up, its networks of actors and the socio-technical systems of the organization. These results lead to recommendations for a better management of the organizational innovation capacity that is anchored in the company's culture.

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