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Au cœur d'une cellule de crise: mobilisation des archétypes pour mieux comprendre le comportement des leaders

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Abstract

The Covid-19 pandemic has spread worldwide. Companies are faced with an unprecedented international crisis. A crisis manager from a multinational group starts keeping a personal diary during the 37 crisis cells in which he participates, from February 28, 2020, to September 11, 2020. Based on an auto-ethnography written by four hands, we seek to understand the complex workings of a crisis cell during an event of such magnitude. The limitations of current approaches have led us to consider disciplines outside the sphere of management science. We therefore mobilize Jung's archetypes to understand the phenomena at play within the crisis unit. We propose a qualitative methodology for analyzing archetypal phenomena and emphasize the importance of moving from authoritarian leadership to "conductor" leadership to enhance the performance of a crisis cell.

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À partir d’une recherche-intervention déployée au cœur des cellules de crise d’une multinationale faisant face à la crise Covid-19, nous abordons un point peu abordé dans la littérature, celui de l’antinomie spécifique rencontrée par les multinationales. Ces dernières doivent en effet déployer une réponse cohérente tout en naviguant à travers les contextes variés de leurs entités locales. L’étude de la littérature nous permet de nous aligner avec les travaux ayant synthétisés les retours d’expérience des crises sanitaires, à ceci près qu’ils ne tiennent souvent pas compte des complexités rencontrées par les multinationales face à des réglementations, contextes et environnements variés. Dans le cadre d’un questionnaire partagé avec 19 cellules de crise activées d’une même multinationale, nous montrons que l’organisation homothétique de la crise favorise la flexibilité grâce à une influence ascendante des cellules de crise locales. En illustrant les bénéfices de la subsidiarité dans l’organisation des différentes cellules de crise, les résultats permettent de proposer aux multinationales de développer une organisation de gestion de crise adaptée pour faire face aux crises complexes et multicouches à venir.
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Thesis
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