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L’inclusion sociale comme vecteur de mutation de business models performants socio-économiquement
Abstract
ace aux turbulences désormais fréquentes de leur environnement, les organisations se retrouvent dans la nécessité de modifier leurs business models (BM) pour se maintenir dans une logique de survie-développement et générer un avantage concurrentiel durable. À partir d’une étude qualitative menée au sein de deux entreprises à but lucratif (Sephora et Walgreens) et une ONG (Arcenciel), l’article examine les pratiques d’inclusion sociale comme facteur de mutation des (BM) et questionne leur impact sur la performance socio-économique de ces organisations.
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Social inclusion as a vector of business model mutation for socio-economic performance
Faced with the now constant turbulence of their environment(s), organizations find themselves in need of modifying their business models (BMs) in order to maintain a logic of survival-development and generate a sustainable competitive advantage. Through three qualitative empirical researches within two for-profit companies (Sephora and Walgreen) and one NGO (Arcenciel), the article examines social inclusion practices as a factor of BM mutation and questions the impact of CSR and leadership practices on the socio-economic performance of these new organizations.
... In today's online, multi-cultural and multilingual society, it is increasingly difficult to ascribe economic development to the cultural dimensions discussed in the framework, since there can be as many intra-cultural differences (i.e., within a nation) as there are inter-cultural differences (i.e., between nations) (Zhou and Kwon, 2020). Acknowledging the controversy over using theoretical constructs for explaining cultural difference in contemporary society, the authors support the view that culture evolves over time in response to the changing environment (McSweeney, 2002) -which, in the case of Europe, has generated "richer ideas, heuristics, perspectives and skills, suggesting the potential sustainability of economic prosperity with creativity-oriented policies in the region" (Yong, 2019:1), coupled with new forms of activity including social entrepreneurship in which human potential (Bousquet et al., 2023b), social capital and community is driving the shift towards greater sustainability (Hockerts and Searcy, 2023). ...
... Les caractéristiques individuelles déterminent la manière dont les individus vivent, apprécient et perçoivent les événements «perturbateurs» (Shapero et Sokol, 1982) (Zhou et Kwon, 2020). Reconnaissant la controverse sur l'utilisation de concepts théoriques pour expliquer les différences culturelles dans la société contemporaine, les auteurs soutiennent le point de vue selon lequel la culture évolue au fil du temps en réponse à l'environnement changeant (McSweeney, 2002) -ce qui, dans le cas de l'Europe, a généré « des idées, des heuristiques, des perspectives et des compétences plus riches, suggérant la durabilité potentielle de la prospérité économique avec des politiques axées sur la créativité dans la région » (Yong, 2019:1), associée à de nouvelles formes d'activité, y compris l'entrepreneuriat social dans lequel le potentiel humain (Bousquet et al., 2023b), le capital social et la créativité sont des éléments essentiels. Ainsi, le capital social et la communauté sont les moteurs de l'évolution vers une plus grande durabilité (Hockerts et Searcy, 2023). ...
Située à l’intersection du monde universitaire et de l’esprit d’entreprise, cette étude examine l’impact du contexte culturel sur le développement de l’esprit entrepreneurial au cours du doctorat. L’objectif est de déterminer comment les facteurs contextuels au niveau macro peuvent déclencher une activité entrepreneuriale au niveau micro – et comment celle-ci est gérée au cours du parcours doctoral. Nous avons collecté les données au travers d’entretiens qualitatifs avec 26 universitaires internationaux (boundary-spanners ou passeurs de frontières) qui ont créé une start-up. Les résultats montrent dans quelle mesure le contexte (national/organisationnel/institutionnel) influence (i) les activités entrepreneuriales et (ii) la reconnaissance sociale et professionnelle de l’entrepreneuriat au cours du parcours doctoral. Nous identifions la nécessité de dépasser les frontières pour stimuler l’esprit d’entreprise, et nous révélons des défis qui n’ont pas été reportés dans la littérature. Notre étude contribue à la recherche en gestion en fournissant des données empiriques dans un contexte peu étudié, afin de servir de référence pour la recherche sur ce changement culturel.
Une recherche-intervention a été proposée pour aider une organisation non gouvernementale notoire à faire face à ses défis de transformation en entreprise sociale pour assurer sa survie. Cette transformation intervient en période de transmission entre les fondateurs et un dirigeant de transition qui peine à faire adhérer les acteurs au processus. La méthodologie adoptée est celle d’une recherche-intervention axée sur l’approche des coûts-potentiels cachés. Les résultats de la recherche suggèrent que l’approche par les coûts-potentiels cachés représente un levier d’engagement en accord avec la théorie socio-économique du management. La recherche propose également un modèle de transformation amorcée par les coûts cachés.
Walgreens, the largest drugstore chain in the United States, and Sephora, owned by LVMH Moët Hennessy Louis Vuitton, the world's leading luxury goods group, have created five inclusive distribution centers recruiting individuals with disabilities and cognitive and physical limitations for employment. Unexpectedly, these individuals have become a catalyst that dramatically altered the organizational culture of their teams. Using the case study approach, we interview nine teams comprising 29 team members and nine managers who represent over 300 employees with disabilities. As part of a larger study, we focus on the impact of team adaptability. Findings describe the enabling factors for successful team transformation that establishes a self-organizing and adaptive team led by informal leaders. The most striking revelation is that dynamic, successful adaptivity is a change owned and driven by the employees themselves. Employees and managers willingly choose to be the hands of collaboration, coaching, performance and caring. We also describe the challenges faced by inclusive teams, using the complexity leadership model to explain how managers enable conditions needed for group success. Instead of using a top down autocratic leadership style, managers seek to share power with the team, raise up informal leaders, and share problem-solving and decision making.
Peu d’articles cherchent à rendre compte de la politique du handicap dans toute sa complexité. L’approche part trop souvent d’un regard en surplomb au sein duquel la performance du salarié handicapé est évoquée sans vraiment la qualifier. On a donc tendance à homogénéiser toute forme de handicap et à en oublier la diversité des manifestations. Dans la majorité des cas, la solution apportée se résume à l’aménagement du poste de travail (Richard, 2016). Ce type d’approche favorise le développement d’un phénomène que d’aucuns qualifient, de nos jours, en anglais, de : « disable washing ». Ce phénomène se caractérise par un marketing des ressources humaines dont l’objectif est de séduire les parties prenantes, les candidats potentiels et les salariés en situation de handicap, au détriment des moyens pouvant satisfaire les besoins de ces derniers ; il met aussi en évidence les biais possibles que peuvent prendre certaines organisations par ailleurs reconnues comme « handi-accueillantes ». Face à ces constats, cet article propose une approche qui privilégie la co-construction en matière de politique du handicap, pour mettre fin à une forme de myopie qui existe dans les univers organisés contemporains par rapport à cette question.
This chapter focusses on the mirror-effect session which is a crucial stage in the SEAM approach of the organizational change process. Through the validation of a (dysfunctional) "self-image" of the organization, this stage initiates a learning process that encourages the action of organizational actors. Using conceptual frameworks of Lacan (1949) and Argyris (2004), we analyze the impacts of the mirror(-effect) stage in two diagnosis cases carried out in Switzerland within two industrial firms, and we discuss the contributions of different types of information used during mirror-effect sessions. Introduction In the methodological approach to the socioeconomic analysis of the organization (Savall, 1974, 1975, 1981, 2003), a distinction is made between two stages at the end of the organizational audit and before the organizational change, the mirror-effect and the expert advice sessions (Savall and Zardet, 1987). The sense of this distinction is to separate, on the one hand, a stage of validation by the actors of dysfunctions identified on the basis of information and interviews collected, and, on the other hand, to formulate, after the first stage, an expert-advice session integrating non-organisational knowledge and an interpretation of 'what has not been said by the actors' (Savall and Zardet, 2004). Considering the production of knowledge about the organization with an epistemological perspective, the mirror-effect stage is an important step in the validation of hypotheses by organizational actors, making it possible to limit the effects of the intervener's interpretation. In an intervention approach, this stage has two distinct purposes: on the one hand, the validation of a synthetic "self-image" of the organization and its dysfunctions, and on the other hand, the initiation of a learning process that encourages the action of organizational actors. We explain these two aims by drawing on Lacan (1949) and Argyris (2004). We illustrate the impacts of the mirror-effect by drawing on two audit cases carried out in Switzerland with two industrial firms (Box 1), and we discuss the contributions of different types of information used during the mirror-effect.
Dans un contexte où le législateur impose aux organisations françaises une intégration des personnes handicapées et où celles-ci sont le plus souvent perçues comme des ressources négatives, cette thèse interroge les potentialités des travailleurs dyslexiques en termes de compétences dans le but de déterminer si ces derniers peuvent constituer une ressource positive. En adoptant une méthode du récit de vie, cette thèse s’intéresse au processus d’élaboration des compétences des travailleurs dyslexiques. L’analyse des données recueillies montre que ce processus se met en place selon une combinaison de facteurs propres à la configuration neurologique de ces personnes, qui permet par la même la création de compétences idiosyncratiques. Si les résultats issus des entretiens nous démontrent que ces dernières sont détentrices de compétences utiles pour le contexte organisationnel, et constituent ainsi une ressource positive, un certain nombre de facteurs concourent le plus souvent à les rendre invisibles aux yeux des managers. Cette myopie des compétences idiosyncratiques des travailleurs dyslexiques contribue à faire de ceux-ci des ressources cachées.
This paper addresses the issues of agility and inclusivity in the context of an international engineering company expanding in the Middle East. A charismatic leader has driven the growth of the regional subsidiary of a quality control company. Transforming the organization towards inclusivity assures the systemic agility of the company, while improving the lives of its internal community. The paper studies the capacity of the socioeconomic intervention to bring change within the Middle Eastern business culture. The methodology is one of intervention research combining action research and strategic management control. The research found that inclusivity improves agility and quantified the effects of its lack thereof. The research finds proof that the socioeconomic intervention provided the methodology and tools to improve the dynamic capabilities of the company, and to integrate the human potential in the organizational system.
Despite the high number of active small and medium enterprises (SMEs) in all sectors, current studies have barely developed investigations on the sustainability of their business models so far. The aim of this study was thus to bridge the gap between sustainable business models of SMEs in the service industry, to uncover the challenges that SMEs face when seeking business model reconfiguration toward sustainability. More specifically, the empirical investigation adopted a case study research design in the context of yacht tourism, as one business form among many within the tourism industry and thus within the broader category of the service industry. Interviews were conducted with seven European SMEs, whose business models were analyzed through the lens of the triple bottom line and sustainability challenges in their business models. The results display a varied typology of case studies, where business model components reveal diverse expressions of facing sustainability challenges. The work discusses reported findings with a cross-case comparison among detected business models and outlines a list of propositions for sustainable business models of SMEs. The paper contributes in continuing the discourse on sustainable business models, adopting the perspective of the challenges for SMEs and offers food for thought for managers of SMEs in comparing their own business with the identified business model types.
While research on business models and business model innovation continue to exhibit growth, the field is still, even after more than two decades of research, characterized by a striking lack of cumulative theorizing and an opportunistic borrowing of more or less related ideas from neighbouring fields in the place of cumulative theory. We argue that the lack of cumulativeness stems from lack of construct clarity (i.e., BM and BMI are seldom defined with much precision) and lack of agreement on definitions, which in turn imply that the core constructs are not dimensionalized in a way that eases theory-building and empirical testing. Lack of progress on these matters partly reflect that the BM and BMI constructs are used in multiple explanatory contexts, so that it is not entirely clear what are the problems that BM and BMI research seek to solve. We argue, with Teece (2010), that the BM and BMI constructs are fundamentally about the architecture of the firm's value creation, delivery and capture mechanisms; theoretically the key aspect of BMs is complementarity between activities underlying these mechanisms; BMI means novel changes of such complementary relations; and this understanding not only unifies diverse contributions to the literature but is also productive of new insight.
This paper presents a theory of potentially universal aspects in the content of human values. Ten types of values are distinguished by their motivational goals. The theory also postulates a structure of relations among the value types, based on the conflicts and compatibilities experienced when pursuing them. This structure permits one to relate systems of value priorities, as an integrated whole, to other variables. A new values instrument, based on the theory and suitable for cross-cultural research, is described. Evidence relevant for assessing the theory, from 97 samples in 44 countries, is summarized. Relations of this approach to Rokeach's work on values and to other theories and research on value dimensions are discussed. Application of the approach to social issues is exemplified in the domains of politics and intergroup relations.
The ubiquity of tensions and paradoxes in organizations is increasingly acknowledged, but literature is scarce on the actual practices mobilized to deal with them. This paper explores how the social-economic tension experienced by a social enterprise is dealt with discursively through its mission statement and two websites.
While first sight observations suggest that the poles of the tension are split between the two websites (one regular and one transactional/for online sales), closer analysis reveals the micro-strategies used to innovatively reformulate and reconnect the poles. The store (online and physical) appears as “more than a store”, and communities are numerous and shifting in territorial and membership terms. This paradox-inspired analysis shows how the social and the economic are textually intertwined, but it also shows further “intra-pole” tensions. Websites appear as “sites of action” that allow the tensions to be both stressed (through the splitting of the organization over two sites) and accepted (through the links they allow to create between the poles, within and between texts), while constituting an organization with social and economic goals.
This paper provides new empirical evidence for the effect of corporate social responsibility on corporate financial performance. In contrast to former studies, we examine two different regions, namely the USA and Europe, and disentangle firm and sector specific impacts. Our econometric analysis shows that environmental and social activities of a firm compared with other firms within the industry are valued by financial markets in both regions. However, the respective positive effects on average monthly stock returns between 2003 and 2006 are more robust in the USA and, in addition, non-linear. Our analysis furthermore points to biased parameter estimates if incorrectly specified econometric models are applied: the seemingly significantly negative effect of environmental and social performance of the industry to which a firm belongs strongly declines and mostly becomes insignificant if the explanation of stock performance is based on the Fama–French three-factor or the Carhart four-factor models instead of the simple Capital Asset Pricing Model.
Business model innovation is receiving increased attention in corporate practice and research alike. We propose in this article a role-based approach to categorize the literature and argue that the respective roles of explaining the business, running the business, and developing the business can serve as three interrelated perspectives to present an overview of the current business model innovation field and to accommodate the selected contributions of this special issue. We refer to contributions from entrepreneurship, innovation and technology management, and corporate strategy to explicate the three elaborated perspectives and to summarize the main contents of the special issue articles. We conclude by reflecting on main theoretical challenges for studies on business model innovation which stem from the uncertain boundaries of the phenomenon, and we propose some theoretical stances and analytic levels to develop future avenues for research.
Traditional, hierarchical views of leadership are less and less useful given the complexities of our modern world. Leadership theory must transition to new perspec-tives that account for the complex adaptive needs of organizations. In this paper, we propose that leadership (as opposed to leaders) can be seen as a complex dynamic process that emerges in the interactive "spaces between" people and ideas. That is, leadership is a dynamic that transcends the capabilities of individuals alone; it is the product of interaction, tension, and exchange rules governing changes in per-ceptions and understanding. We label this a dynamic of adaptive leadership, and we show how this dynamic provides important insights about the nature of leadership and its outcomes in organizational fields. We define a leadership event as a perceived segment of action whose meaning is created by the interactions of actors involved in producing it, and we present a set of innovative methods for capturing and analyzing these contextually driven processes. We provide theoretical and practical implications of these ideas for organizational behavior and organization and management theory.
For all its richness and potential for discovery, qualitative research has been critiqued as too often lacking in scholarly rigor. The authors summarize a systematic approach to new concept development and grounded theory articulation that is designed to bring “qualitative rigor” to the conduct and presentation of inductive research.
The action research methodology used in this article is referred to as ‘intervention research’. In specific terms, it is called the Socio-Economic Approach to Management (SEAM). The SEAM approach is both participatory and collaborative. It is a pragmatic oriented action research methodology and it belongs to the French action research tradition with roots in the UK and the work of Tavistock Institute. The action research project described in this study was carried out in a company in the security sector in France. The findings of the study indicate that a pragmatic oriented action research methodology such as SEAM may enhance the quality of human resource management and capabilities, and thus increase the value of human capital. The article also discusses the measurement of human capital and the factors which contribute to the sustainable development of human capital through time.
This study examines whether socially responsible firms behave differently from other firms in their financial reporting. Specifically, we question whether firms that exhibit corporate social responsibility (CSR) also behave in a responsible manner to constrain earnings management, thereby delivering more transparent and reliable financial information to investors as compared to firms that do not meet the same social criteria. We find that socially responsible firms are less likely (1) to manage earnings through discretionary accruals, (2) to manipulate real operating activities, and (3) to be the subject of SEC investigations, as evidenced by Accounting and Auditing Enforcement Releases against top executives. Our results are robust to (1) controlling for various incentives for CSR and earnings management, (2) considering various CSR dimensions and components, and (3) using alternative proxies for CSR and accruals quality. To the extent that we control for the potential effects of reputation and financial performance, our findings suggest that ethical concerns are likely to drive managers to produce high-quality financial reports.
Data Availability: Data used in this study are available from public sources identified in the study.
This article presents a theory of potentially universal aspects in the content of human values. Ten types of values are distinguished by their motivational goals. The theory also postulates a structure of relations among the value types, based on the conflicts and compatibilities experienced when pursuing them. This structure permits one to relate systems of value priorities, as an integrated whole, to other variables. A new values instrument, based on the theory and suitable for cross-cultural research, is described. Evidence relevant for assessing the theory, from 97 samples in 44 countries, is summarized. Relations of this approach to Rokeach's work on values and to other theories and research on value dimensions are discussed. Application of the approach to social issues is exemplified in the domains of politics and intergroup relations.
With V. Sambamurthy, A. Bharadwaj, “ Strategic Agility through Digital Options: Reconceptualization the Role of IT in Contemporary Firms,” MIS Quarterly, Vol.27, No.2, 2003, pp.237-265.
Agility is vital to the innovation and competitive performance of firms in contemporary business environments. Firms are increasingly relying on information technologies, including process, knowledge, and communication technologies, to enhance their agility. The purpose of this paper is to broaden understanding about the strategic role of IT by examining the nomological network of influences through which IT impacts firm performance. By drawing upon recent thinking in the strategy, entrepreneurship, and IT management literatures, this paper uses a multitheoretic lens to argue that information technology investments and capabilities influence firm performance through three significant organizational capabilities (agility, digital options, and entrepreneurial alertness) and strategic processes (capability-building, entrepreneurial action, and coevolutionary adaptation). We also propose that these dynamic capabilities and strategic processes impact the ability of firms to launch many and varied competitive actions and that, in turn, these competitive actions are a significant antecedent of firm performance. Through our theorizing, we draw attention to a significant and reframed role of IT as a digital options generator in contemporary firms.
Fortement marquée par une culture de métier et d’éducation populaire, l’économie sociale et solidaire a développé ses propres démarches d’évaluation interne, depuis les années 1960, à la fois comme outils de gestion et de prospective, et comme démarche pédagogique de mobilisation des membres. Assez précocement par rapport à la rse , ses instances ont associé les différentes organisations à une réflexion plus large sur l’élaboration de processus d’évaluation de leur impact sociétal, afin de spécifier le rôle de l’ESS dans les modes de certification institutionnalisés et de mieux mettre en évidence son utilité sociale et sa contribution aux dynamiques formatives.
Il existe un véritable panthéon de théories, d’outils et de méthodologies à la disposition des consultants chercheurs-praticiens. Schein (1999) décrit trois grandes approches de conseil allant de l’expert (orientation technique spécifique à un sujet), au médecin-patient (une variante d’expert avec plus d’attention aux symptômes et à la perspective du client) et au conseil en processus (aider une organisation à développer des capacités fondamentales pour soutenir et étendre les améliorations à court terme). Nous explorons la contribution de la théorie socio-économique à ce domaine, avec une attention particulière à son expansion de la recherche-action vers l’intervention et la recherche qualimétrique, et les implications plus larges que ces innovations apportent à la pratique et à la théorie du conseil en management.
Has the “liberated” organisational form reinvented management?
Contrary to common beliefs the “liberated” organisational form doesn’t suppress any kind of management. Companies adopting it create new positions without hierarchical status aimed at developing people’s autonomy and responsibility. What if the “liberated” organisational form had thus reinvented the essence of management ? Through an in-depth case study, this article describes the neo-managers’ practices and analyses the course of the roles previously performed by management staff. It shows that practices are more based on coaching and people development but also that a radical withdrawal of supervision can also lead to consequences opposed to the humanist perspective of the “liberated” organisational form.
Health, business and ethics: pharmacists at a crossroads (the case of Belgium, France and Italy)
Throughout Europe, the pharmacy sector is undergoing a rapid and profound upheaval, which affect the conditions for exercising the profession and expose pharmacists to increasingly fierce competition. While market issues cannot be completely ignored, the strategies implemented by pharmacists in order to overcome the challenges they face are very often intended to respect a certain “ethical code” and “tradition” which may be based on the pharmacist’s personal convictions, but also on the religious or even political values on which certain pharmaceutical groups have historically been founded. This article analyzes how these issues influence the way pharmacists conceive and redefine their profession today. In addition to the available literature, the reflection developed in this paper is based on data drawn from 90 semi-structured interviews, each lasting an average of one hour, conducted among pharmacists from Belgium, France and Italy, as part of a large survey carried out between 2016 and 2018. Our results show that many pharmacists are able to implement an effective commercial strategy by relying on historically embedded tools or symbols, which create a continuity between the past and the future of the profession.
The influence of CSR strategies on financial performance: case of CAC 40 companies
In this paper we examine the influence of the presence of a CSR strategy on the financial performance of the 39 companies listed on the CAC 40 stock exchange (in march 2019). We analyze how social, government and environmental performance cannot exist without financial and economic performance.
The data analysis model is applied for the study period from 2002 to 2017. Using the Ordinary Least Square Method (OLS) and multiple regression, the results indicate that there are negative but non-significant links between the CSR Strategy and financial performance even by changing its measurement indicator.
Ce chapitre aborde l’effet-miroir qui est une étape cruciale dans le processus de changement organisationnel selon l’analyse socio-économique. A travers la validation d’une «image de soi» (dysfonctionnelle) de l’organisation, cette étape permet d’initier un processus d’apprentissage et donc un changement chez les acteurs organisationnels. En utilisant les cadres conceptuels de Lacan (1949) et d’Argyris (2004), nous analysons les impacts de l’étape de l’effet-miroir dans deux cas d’audit réalisés en Suisse au sein de deux entreprises industrielles, et nous discutons les contributions des différents types d’informations utilisées lors des sessions d’effet-miroir.
This qualitative research adopts a strategy-as-practice perspective to explore the roles of micro-level practices during a business model (BM) innovation process. Using the context of omni-channel retailing for empirical analysis, this research demonstrates that the capabilities required to successfully design and implement a new BM for digital transformation fall within the capacity of managers from middle and lower management levels to develop practices of bricolage. This research demonstrates that business model innovation (BMI) does not only occur through organizational level test-and-learn processes but also relies on micro-level practices of bricolage from lower-level managers within the organization. A BMI is a process in which implementation (top-down) and emergence (bottom-up) are intertwined. Indeed, some micro-level practices of bricolage may be used by top management in the design of the new BM to improve implementation phases.
La dépendance de la RSE des PME aux spécificités locales est intense, et la nature de leurs pratiques responsables diffère d’un contexte à un autre en raison du fort encastrement qui les caractérise. À travers cet article, nous explorons les institutions formelles et informelles qui définissent la RSE des PME et nous en identifions ses facteurs déterminants dans le contexte marocain. Nous proposons une étude de contextualisation qui posera les jalons de la recherche sur la RSE des PME dans les contextes spécifiques des pays du Sud en général, et au Maroc en particulier.
Understanding disability disclosure: a theorical contribution based on stigmas disclosure models
Drawing on Anglo-Saxon theories of organizational stigmas disclosure (Clair et al., 2005 ; Ragins, 2008 ; Chaudoir & Fisher, 2010), this paper attempts to test their applicability to a sample of individuals with disabilities. Notwithstanding an abundance of theories, we argue that the prior models should better integrate the latest advancements in the field (Chaudoir & Fischer, 2010) and give more attention to the populations that include explicitly individuals with disabilities. Therefore, this paper aims at addressing this gap by taking a closer look at the individuals with disabilities and testing the aforementioned theories in this specific context.
The purpose of this chapter is to outline the development of the idea of "stakeholder management" as it has come to be applied in strategic management. We begin by developing a brief history of the concept. We then suggest that traditionally the stakeholder approach to strategic management has several related characteristics that serve as distinguishing features. We review recent work on stakeholder theory and suggest how stakeholder management has affected the practice of management. We end by suggesting further research questions.
Cette recherche explore la nature et la gestion des tensions au sein d’une coopérative multisociétaire à vocation sociale (CMSVS). Une analyse de la littérature rappelle les tensions organisationnelles auxquelles sont soumises les CMSVS. La méthodologie déployée consiste en une étude de cas unique, s’appuyant sur une analyse de contenu thématique des entretiens semi-directifs réalisés au sein de la coopérative étudiée. Les résultats relatifs à la caractérisation et à la gestion des tensions existantes sont présentés et discutés. Ils analysent le rôle d’un statut juridique intégrateur (la SCIC) dans la gestion des tensions. Ils proposent une nouvelle représentation des CMSVS comme noeuds de tensions.
Disability is rarely described as an asset for companies. This contradicts with the positive view of diversity often highlighted in the literature. Indeed, disability is strongly related to its environment. In other words, the legal framework or organization policies may encourage or discourage adaptation and integration of disabled employees within the company. This paper highlights two different approaches about disability. On the one hand, companies favor a reactive approach by focusing on the legal constraint of recruiting at least 6% of disabled employees. Either companies prefer paying taxes for compensation, or they want to increase to percentage of disabled workers. On the other hand, companies favor a more proactive approach, where a disability policy is implemented for sustainable integration.
Manager : A changing profession ? Attempt of retro-prospective reading to draw the outlines of the profession of manager and the necessary accompanying measures by the human resources departement
The practices of management receive a lot of criticism, but are also being led to implement “new” models in companies. A retrospective review of professional and scientific literature will enable a questioning about the evolution of the profession of managing. Then a research-action will be mobilized so as to draw the outlines of the profession and hence the necessary accompanying measures by the human resources department.
Leadership and Communityship
While the role of leadership in success can indeed be decisive, its importance is often exaggerated: show the media a successful firm and the media will show you a great leader. However, discovering what is really behind that success is not so easy. For example, in 1997, we learned that Lou Gerstner, then CEO, had increased the value of IBM shares by more than $40 billion over the course of four years. All by himself! Was this a case of heroic leadership, where the leader managed to unilaterally turn the organization around, despite having just joined the company? That type of leadership leads straight to disaster. IBM is said to have started electronic trade because of a programmer who proposed an idea to an executive, who in turn set up a team to implement that change. What role did Gerstner play? He supported the individuals who implemented the initiative. He actually showed little leadership. In fact, he showed just enough leadership! What we need most is a leadership that is “distributed” between several individuals in accordance with their capacities. But the word “leadership” itself is inadequate, because leadership’s effectiveness depends less on an isolated individual than on a collective process, a community. In a world full of people carrying out orders, would companies make any progress?
Cet article s’intéresse aux micro fondations du néo-institutionnalisme, en analysant les logiques institutionnelles traduites dans le dispositif de gestion d’une organisation de capital-risque solidaire. Cette analyse est issue d’une recherche intervention et de l’analyse de contenu d’entretiens. Il tentera de répondre aux questions suivantes : Comment les logiques institutionnelles de la finance solidaire se manifestent dans le dispositif de gestion des organisations ? Quels rôles jouent le dispositif de gestion dans la gestion des tensions entre les logiques ? Ces logiques institutionnelles de la finance solidaire sont d’un côté la logique financière et de l’autre côté la logique solidaire. Ces logiques sont contradictoires et sources de tensions et conflits. Le dispositif de gestion de l’organisation reflète les logiques dans sa structure et permet d’équilibrer les logiques. Pour hybrider les logiques, le pouvoir des acteurs qui forment des coalitions distinctes supportant chacune une logique, doit être équilibré. Les outils du dispositif doivent d’une part avoir un substrat technique reflétant l’ensemble des logiques et assez flexible pour susciter l’intéressement de l’ensemble des acteurs et d’autre part une philosophie managériale et une vision simplifiée des acteurs cohérentes qui poussent à la communication et à la traduction des logiques.
Develops a view of leadership appropriate to post-industrial organizations in situations of rapid change. These organizations are described as systems needing continual renewal if they are to survive, and “chaotic” in that they must find direction in the context of pressures for change. Leadership is the systemic capacity, diffused and nurtured throughout the organization, of finding direction, of fostering the processes which ensure renewal, and of “managing” the systemic and human paradoxes endemic in these organizations. Systemic leadership is ethical in that it creates community, encourages autonomy and creativity and “intends” the good in its purposes and practices, and effective in that it fosters “emergence” and organizational renewal.
The aim of this contribution is to provide researchers involved in quantitative and qualitative cross-national comparative projects with a rationale and practical guidance for analysing socio-economic phenomena in relation to their institutional and socio-cultural settings. The paper tracks the shift in cross-national comparisons in the social sciences away from universalistic culture-free approaches to culture-boundedness, which has placed the theory and practice of contextualization at the nexus of cross-national comparative studies. It draws on a wide range of multinational and interdisciplinary studies to address a number of recurring questions, covering the selection of appropriate contextual frames of reference, the impact of the researcher's own cultural traditions, issues of equivalence of concepts and interpretation.
Follow the author on Twitter! Alana James has a new twitter feed titled AR4Everything, which covers action research and reports on interesting facts. “Finally we have a data-driven text on participatory action research for educational leaders. Through thoughtful examples and guided instruction, this text makes the case that the complex issues of today and tomorrow require multifaceted, rigorous, and results-oriented processes best undertaken through partnerships between educators and the communities they serve.” —Darlyne Bailey, Dean and Assistant to the President, University of Minnesota “This book includes a very useful hands-on approach to developing a PAR project. It is written in a manner that is accessible to teachers, it is detailed enough to provide clear descriptions, and the exercises at the end of each chapter help readers to implement the new material.” —Elizabeth Grassi, Regis University “In a clear manner, this text provides the tools necessary to conduct collaborative action research in order to create needed change in our classrooms and schools. Using this book, teachers, administrators, parents, and students can become active participants in the movement toward educational change.” —Emma Fuentes, University of San Francisco The participatory action research (PAR) process discussed in the text represents the next evolutionary stage for action research and practitioner research in education. Authors E. Alana James, Margaret T. Milenkiewicz, and Alan Bucknam provide a readable overview of the PAR process similar to professional learning communities in schools. This fresh approach to participatory action research fully integrates process with research methodology. The results of the original PAR study and continued work with educational leaders propose that this “And/Both” approach ultimately produces the effect that school leaders seek and appreciate. Key Features Guides the reader through the PAR steps with a graphically illustrated process: The book's design reaches out to visual learners with graphic elements while employing a research logic model that helps ensure rigorous research methodology.; Provides reflective questions preceding each section: The questions increase the reflective practices and routines of the reader as appropriate to the PAR process.; Presents real-world examples: Practitioner stories make the lessons real and alleviate the emotional unease that comes from tackling research practices for the first time.; Offers tasks for working both in teams and as individuals: These tools aid participatory teams in working toward consensus and strong research designs. Intended Audience This is an ideal core text for graduate courses such as Action Research for School Improvement, Research for Educational Practitioners, Practitioner Research, and Teacher as Researcher in departments of education. It can also be used as a supplemental text in other research methods courses and in data-driven decision-making courses. Meet author Alan Bucknam!
Leadership models of the last century have been products of top-down, bureaucratic paradigms. These models are eminently effective for an economy premised on physical production but are not well-suited for a more knowledge-oriented economy. Complexity science suggests a different paradigm for leadership—one that frames leadership as a complex interactive dynamic from which adaptive outcomes (e.g., learning, innovation, and adaptability) emerge. This article draws from complexity science to develop an overarching framework for the study of Complexity Leadership Theory, a leadership paradigm that focuses on enabling the learning, creative, and adaptive capacity of complex adaptive systems (CAS) within a context of knowledge-producing organizations. This conceptual framework includes three entangled leadership roles (i.e., adaptive leadership, administrative leadership, and enabling leadership) that reflect a dynamic relationship between the bureaucratic, administrative functions of the organization and the emergent, informal dynamics of complex adaptive systems (CAS).
Using grounded theory as an example, this paper examines three methodological questions that are generally applicable to all qualitative methods. How should the usual scientific canons be reinterpreted for qualitative research? How should researchers report the procedures and canons used in their research? What evaluative criteria should be used in judging the research products? We propose that the criteria should be adapted to fit the procedures of the method. We demonstrate how this can be done for grounded theory and suggest criteria for evaluating studies following this approach. We argue that other qualitative researchers might be similarly specific about their procedures and evaluative criteria.
Governments, activists, and the media have become adept at holding companies to account for the social consequences of their actions. In response, corporate social responsibility has emerged as an inescapable priority for business leaders in every country. Frequently, though, CSR efforts are counterproductive, for two reasons. First, they pit business against society, when in reality the two are interdependent. Second, they pressure companies to think of corporate social responsibility in generic ways instead of in the way most appropriate to their individual strategies. The fact is, the prevailing approaches to CSR are so disconnected from strategy as to obscure many great opportunities for companies to benefit society. What a terrible waste. If corporations were to analyze their opportunities for social responsibility using the same frameworks that guide their core business choices, they would discover, as Whole Foods Market, Toyota, and Volvo have done, that CSR can be much more than a cost, a constraint, or a charitable deed--it can be a potent source of innovation and competitive advantage. In this article, Michael Porter and Mark Kramer propose a fundamentally new way to look at the relationship between business and society that does not treat corporate growth and social welfare as a zero-sum game. They introduce a framework that individual companies can use to identify the social consequences of their actions; to discover opportunities to benefit society and themselves by strengthening the competitive context in which they operate; to determine which CSR initiatives they should address; and to find the most effective ways of doing so. Perceiving social responsibility as an opportunity rather than as damage control or a PR campaign requires dramatically different thinking--a mind-set, the authors warn, that will become increasingly important to competitive success.