Brice Dattee

EMLyon Business School, Strategy and Organization, Faculty Member

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Associate Professor of Strategy
Phone: 0033472184625
Address: EMLYON Business School
23 Avenue Guy de Collongue
69134 Ecully Cedex
France

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Richard Tabor Greene

PUT

Steffen Boehm

University of Exeter

Stefano Maffei

Politecnico di Milano

Colin Williams

The University of Sheffield

David Seamon

Kansas State University

Martin Ruivenkamp

Radboud University Nijmegen

Armando Marques-Guedes

UNL - New University of Lisbon

Gary Feinman

Field Museum

Dr. Anna Artyushina

Toronto Metropolitan University

Serdal TEMEL

Ege University

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Papers by Brice Dattee

Convex drops in technological substitutions

In many empirical cases of technological substitution, the diffusion dynamics bifurcate and the s... more In many empirical cases of technological substitution, the diffusion dynamics bifurcate and the sales of the incumbent technology suddenly shift from the smooth end-of-life pattern anticipated by classical diffusion models directly into the convex end-of-life phase. These sudden convex drops lead to significant differences in cumulative sales compared to forecasts used for selecting a firm’s technological capabilities. This paper develops an integrative model whose structure includes key interactions between performance trajectories, price dynamics, market heterogeneity, and information. Simulation results explain the underlying dynamics of convex drops, provide a boundary condition for the phenomenon, and extend the notion of demand heterogeneity.

Maneuvering in Poor Visibility: How Firms Play the Ecosystem Game when Uncertainty is High

by Brice Dattee and Oliver Alexy

Innovation ecosystems are increasingly regarded as important vehicles to create and capture value... more Innovation ecosystems are increasingly regarded as important vehicles to create and capture value from complex value propositions. While current literature assumes these value propositions can be known ex-ante and an appropriate ecosystem design derived from them, we focus instead on generative technological innovations that enable an unbounded range of potential value propositions, hence offering no clear guidance to firms. To illustrate our arguments, we inductively study two organizations, each attempting to create two novel ecosystems around new technological enablers deep in their industry architecture. We highlight how ecosystem creation in such conditions is a systemic process driven by coupled feedback loops, which organizations must try to control dynamically: firms first make the switch to creating the ecosystem following an external pull to narrow down the range of potential applications; then need to learn to keep up with ecosystem dynamics by roadmapping and preempting, while simultaneously enacting resonance. Dynamic control further entails counteracting the drifting away of the nascent ecosystem from the firm’s idea of future value creation and the sliding of its intended control points for value capture. Our findings shed new light on strategy and control in emerging ecosystems, and provide guidance to managers on playing the ecosystem game.

Multilevel Organizational Adaptation: Scale Invariance in the Scottish Healthcare System

We use the case of a “whole-system” change program in a national healthcare system to empirically... more We use the case of a “whole-system” change program in a national healthcare system to empirically examine the multilevel dynamics underlying organizational adaptation. Our analysis demonstrates how the cognitive distance between agents’ causal representations
affects opportunities to cooperate in hierarchical systems. Using complexity theory, we identify a scale-invariant causal pathway that can be applied recursively across many organizational levels. At each level, three coupled feedback loops determine how local agents modify their cognitive representations to include uncovered interdependencies
and synchronize their adaptive search across organizational boundaries: a “boundary work” loop, a “small wins” loop, and a “parochialism” loop. Our results also point to the scale-dependency of the strength of dissipative processes across levels. These novel results further develop the theory of organizational change and have practical implications for
large multilevel organizations, especially regarding the sustainability of improvements.

TheDynamics of technology substitutions and successful innovations

Complexity and whole-system change programmes

by Brice Dattee and James Barlow

Journal of Health Services Research & …, Jan 1, 2010

There has been growing interest in applying complexity theory to health care systems, both in pol... more There has been growing interest in applying complexity theory to health care systems, both in policy and academic research discourses. However, its application often lacks rigour - authors discuss the properties of complex systems, state that they apply to health care and draw conclusions anchored around the idea of &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;whole system change&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;. This paper explores the use of whole systems change in a programme to improve the delivery of unscheduled health care in Scotland. Qualitative case-studies of five health boards in Scotland reflecting different demographics, initial performance data and progress towards meeting programme targets. The programme&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;s collaborative approach was successful in moving to a culture of mutual understanding and greater awareness of the interdependencies between different functions within the hospitals. There was whole system working at the acute hospital level, leading to improved patient flows. But despite recognizing the need for whole system change overall, it proved hard to address relationships with stakeholders influencing wider out-of-hospital patient flows. This was exacerbated by the structure of the programme, which was designed much more around acute patient flows. The programme worked well to improve performance by focusing on interdependencies within a large part of the acute care subsystem but did not have the same impact at the overall health care system level. This has important implications for the design of policy and associated programmes which seek to effect whole system reform, or at least are realistic about the magnitude of change they can achieve.

Dynamics of social factors in technological substitutions

Technological Forecasting and Social Change, Jan 1, 2007

Diffusion models of technological innovations are often based on an epidemic structure which has ... more Diffusion models of technological innovations are often based on an epidemic structure which has a good fit to historical data but whose communication assumptions lack explanatory power. They assume a simplified decision process, uniform decision criteria across adopters categories, and a fully interconnected social structure. The objective of this paper is to show that the dynamics of social factors during technological substitutions have significant effects on substitution patterns. The success of a paradigmatic shift is not only a function of technological characteristics but also depends on change agents and many social dynamics. Such complexity requires analysis at several levels of granularity. We start with cognitive processes at the individual level using concepts from cognitive psychology and decision making under uncertainty and then move to interpersonal communications at the aggregate social level. We show that population heterogeneity generates different decision criteria and a social topology which greatly affect perceptions and the formation of expectations. The structure of interpersonal networks also explains how the relevance and credibility of information impact the critical mass dynamics of technology adoption. A more complete model accounting for social interactions provides a useful framework for understanding complex substitution patterns and reducing the risk of misreading the market.

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