Essec\Faculty\Model\Contribution {#2233
  #_index: "academ_contributions"
  #_id: "2526"
  #_source: array:26 [
    "id" => "2526"
    "slug" => "strategie-croyances-et-pieges-de-limitation"
    "yearMonth" => "2012-03"
    "year" => "2012"
    "title" => "Stratégie : croyances et pièges de l'imitation"
    "description" => "BARTHELEMY, J. (2012). Stratégie : croyances et pièges de l'imitation. <i>Expansion Management Review</i>, (144), pp. 107-114."
    "authors" => array:1 [
      0 => array:3 [
        "name" => "BARTHELEMY Jérôme"
        "bid" => "B00013767"
        "slug" => "barthelemy-jerome"
      ]
    ]
    "ouvrage" => ""
    "keywords" => array:3 [
      0 => "Imitation"
      1 => "Performance"
      2 => "Stratégie"
    ]
    "updatedAt" => "2023-01-26 14:08:01"
    "publicationUrl" => "https://doi.org/10.3917/emr.144.0107"
    "publicationInfo" => array:3 [
      "pages" => "107-114"
      "volume" => ""
      "number" => "144"
    ]
    "type" => array:2 [
      "fr" => "Articles"
      "en" => "Journal articles"
    ]
    "support_type" => array:2 [
      "fr" => "Revue professionnelle"
      "en" => "Professional journal"
    ]
    "countries" => array:2 [
      "fr" => null
      "en" => null
    ]
    "abstract" => array:2 [
      "fr" => "Si nombreuses entreprises cherchent à imiter leurs concurrents les plus performants, cette démarche n’est pas toujours couronnée de succès. En particulier, quatre pièges doivent être évités : (1) penser que la stratégie d’une entreprise performante est obligatoirement meilleure que celles des autres entreprises, (2) penser que la stratégie d’une entreprise performante peut être facilement décryptée, (3) penser que la stratégie d’une entreprise performante peut facilement être mise en œuvre dans une autre entreprise et (4) penser que parvenir à décrypter et mettre en œuvre la stratégie d’une entreprise performante garantit le succès."
      "en" => "While many companies seek to emulate their most successful competitors, this approach is not always successful. In particular, four pitfalls must be avoided: (1) thinking that the strategy of a successful company is necessarily better than those of other companies, (2) thinking that the strategy of a successful company can be easily deciphered, (3) thinking that the strategy of a successful company can easily be implemented in another company, and (4) thinking that being able to decipher and implement the strategy of a successful company guarantees success."
    ]
    "authors_fields" => array:2 [
      "fr" => "Management"
      "en" => "Management"
    ]
    "indexedAt" => "2024-11-23T17:21:49.000Z"
    "docTitle" => "Stratégie : croyances et pièges de l'imitation"
    "docSurtitle" => "Articles"
    "authorNames" => "<a href="/cv/barthelemy-jerome">BARTHELEMY Jérôme</a>"
    "docDescription" => "<span class="document-property-authors">BARTHELEMY Jérôme</span><br><span class="document-property-authors_fields">Management</span> | <span class="document-property-year">2012</span>"
    "keywordList" => "<a href="#">Imitation</a>, <a href="#">Performance</a>, <a href="#">Stratégie</a>"
    "docPreview" => "<b>Stratégie : croyances et pièges de l'imitation</b><br><span>2012-03 | Articles </span>"
    "docType" => "research"
    "publicationLink" => "<a href="https://doi.org/10.3917/emr.144.0107" target="_blank">Stratégie : croyances et pièges de l'imitation</a>"
  ]
  +lang: "fr"
  +"_type": "_doc"
  +"_score": 8.965973
  +"parent": null
}