Overview

The book has three main objectives: To conceptualize organizational performance by integrating its financial, operational, strategic and social dimensions;Examine organizational capabilities as levers of value creation, in particular knowledge management, learning and innovation processes;Propose a framework for analysis and management that links performance indicators and capability development, in order to guide decision-makers in setting up more interactive control systems adapted to complex environments.From a scientific point of view, this book contributes to bridging the integration gap between the fields of performance and organizational capabilities, while offering a perspective on the dominant models (RBV, dynamic capabilities, Balanced Scorecard). From a managerial point of view, it provides operational recommendations for practitioners wishing to institutionalize more agile and learning steering mechanisms.

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