Leadership et apprentissage organisationnel : Gérer les tensions dans la poursuite de l'avantage concurrentiel
Mots-clés :
Leadership, apprentissage organisationnel, avantage concurrentiel, ambidextérité, connaissanceRésumé
Les environnements dynamiques et compétitifs exigent de nouvelles approches du leadership transformationnel avec une mentalité paradoxale, qui favorise la durabilité de l'entreprise tout en synchronisant l'ensemble de l'organisation pour créer des connaissances de manière dynamique et réaliser continuellement des innovations, ces dernières étant considérées comme le résultat de la somme des volontés d'apprendre et de partager les connaissances à tous les niveaux de l'organisation, améliorant ainsi son agilité stratégique pour s'adapter à l'environnement. Compte tenu de ce qui précède, les conseils d'administration et les présidents des entreprises axées sur l'innovation constante, jouent un rôle clé dans l'identification de l'avantage concurrentiel. La question qui se pose est donc la suivante : quel est le rôle du leadership organisationnel dans la gestion des connaissances et la promotion de l'apprentissage organisationnel en tant que source d'avantage concurrentiel ? Afin de répondre à la question posée, ce document présente une analyse documentaire non exhaustive, exploratoire et descriptive, dans le but d'identifier la relation entre le leadership organisationnel et l'identification de l'avantage concurrentiel. Il ressort des résultats que le nouveau profil du leader transformationnel, soutenu par des modèles stratégiques ambidextres, semble être la voie vers l'innovation radicale, l'intégration de la connaissance dans la culture organisationnelle par le biais des routines d'entreprise, garantissant la source vitale d'un avantage concurrentiel durable pour les entreprises
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Cette œuvre est sous licence Creative Commons Attribution - Pas d'Utilisation Commerciale - Pas de Modification 4.0 International.
