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Статті в журналах з теми "Paradoxe organisationnel":
Hassani, Nadia. "Conduite du changement organisationnel : le paradoxe d’une intervention systémique brève et durable." Communication & management 13, no. 1 (2016): 79. http://dx.doi.org/10.3917/comma.131.0079.
Ouimet, Gérard. "Autopsie d’un fiasco organisationnel. Les applications du Paradoxe d’Abilène à une entreprise familiale." Revue Organisations & territoires 14, no. 1 (March 1, 2005): 25–34. http://dx.doi.org/10.1522/revueot.v14n1.646.
Sparr, Jennifer L. "Vom Paradox zur Resilienz in der Krise: Ein Modell für erfolgreiches Krisenmanagement." Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) 52, no. 4 (October 5, 2021): 579–87. http://dx.doi.org/10.1007/s11612-021-00601-w.
Sparr, Jennifer L. "Vom Paradox zur Resilienz in der Krise: Ein Modell für erfolgreiches Krisenmanagement." Gruppe. Interaktion. Organisation. Zeitschrift für Angewandte Organisationspsychologie (GIO) 52, no. 4 (October 5, 2021): 579–87. http://dx.doi.org/10.1007/s11612-021-00601-w.
Pålsson, Henrik, and Erik Sandberg. "Paradoxes in supply chains: a conceptual framework for packed products." International Journal of Logistics Management 31, no. 3 (August 10, 2020): 423–42. http://dx.doi.org/10.1108/ijlm-12-2019-0338.
Lannon, John, and John N. Walsh. "Paradoxes and partnerships: a study of knowledge exploration and exploitation in international development programmes." Journal of Knowledge Management 24, no. 1 (August 28, 2019): 8–31. http://dx.doi.org/10.1108/jkm-09-2018-0605.
Lederman, Jakob, Caroline Löfvenmark, Therese Djärv, Veronica Lindström, and Carina Elmqvist. "Assessing non-conveyed patients in the ambulance service: a phenomenological interview study with Swedish ambulance clinicians." BMJ Open 9, no. 9 (September 2019): e030203. http://dx.doi.org/10.1136/bmjopen-2019-030203.
Cherry, Nita. "Organisational paradoxes of local e-government." Journal of Contemporary Issues in Business and Government 20, no. 1 (December 23, 2014): 41. http://dx.doi.org/10.7790/cibg.v20i1.19.
Maalouf, Malek, and Britta Gammelgaard. "Managing paradoxical tensions during the implementation of lean capabilities for improvement." International Journal of Operations & Production Management 36, no. 6 (June 6, 2016): 687–709. http://dx.doi.org/10.1108/ijopm-10-2014-0471.
Sheard, G., A. P. Kakabadse, and N. K. Kakabadse. "Organisational politics: reconciling leadership's rational‐emotional paradox." Leadership & Organization Development Journal 32, no. 1 (February 8, 2011): 78–97. http://dx.doi.org/10.1108/01437731111099292.
Дисертації з теми "Paradoxe organisationnel":
Gadille, Martine. "Le paradoxe productivité/emploi : essai sur les conditions pratiques et théoriques de sa maîtrise." Aix-Marseille 2, 1992. http://www.theses.fr/1992AIX24009.
The aim of this thesis is one of the greatest challenge met by economic and social policies in occidental countries : namely the race between productivity and employment which penalises the later, as soon as the conditions of a strong growth are not together met. However, beyond the well known macroeconomic point of view, it is a more fundamentalist interrogation which is attempted. The thesis focuses on the firm actors apprenticeship and on a questioning of the roots of one dominant economic knowledge
Millet, Olivier. "Double contrainte et apprentissage organisationnel : le rôle de la métacommunication." Thesis, Paris 5, 2012. http://www.theses.fr/2012PA05D015/document.
In this thesis, we discuss the contribution of current theories of thought in Palo Alto to tackle the transformation of situations of double bind within working organizations in order to improve the organizational learning development. After a presentation of the concepts of organizational learning and double bind our research process takes place in an interpretivist epistemology conducting by action research. We rely on three case studies accompanying individual and group leaders facing with difficulties in management.We underline how the theory of the double bind is a grid of intelligibility avoidance behavior. Considering them only as possibilities to behave in a situation where all other possibilities to act are blocked, we explain the interest of a paradigm shift in understanding of their training opportunities in order to renew intervention prospect.Acceptance of avoidance behavior as emerging from a double bind situation can address them as organizational dysfunction rather than as a consequence of individual failure. Perceptions of double bind appear when unable metacommunication is felt, about a paradox requiring an impossible choice, in a professional context inconceivable to escape from.Our main contribution is to show, through a literature review and three case studies, the strengths and limitations of the interactional approach of Palo Alto, which, although it is known in the world management remains largely unimplemented in organizations. We position the metacommunication process by a third party involved in the service changes. We point out the role he may have to help them move from a vicious to a virtuous circle, in a managerial situation, and leverage in the transformation of a dynamic organizational learning defensive into a dynamic leading to progress
Paillard, Sandrine. "Le paradoxe de la productivité et la diffusion des technologies de l'information." Paris 1, 1998. http://www.theses.fr/1998PA010017.
"We see computers everywhere but in economic statistics". In 1987, in a New York times paper, Robert Solow sum up in a single sentence a paradoxical situation where coexist, in developed countries from the seventies, a slowdown in productivity gains and an acceleration of technical progress notably concerning information technologies (IT). The aim of the dissertation is to give some elements of explanation to the productivity paradox. In a first part, the reality of the paradox is established. First, technological change is a crucial determinant of productivity gains dynamics. Second, the slowdown in productivity gains is a real phenomenom which stays widely unexplained and the rythm of technological advances in it is impressing. Third, as pointed by solow, we can see computers in every business firms even though the scope and patterns of diffusion are very unequal among nations, sectors, firms and application fields. Fourth, it is not possible to establish a clear relationship between it investments and economic performances, whatever level of analysis. In a second part, an explanation to the productivity paradox is advanced. The phenomenon is explained by 1) time-consuming diffusion processes of information-based technologies, 2) rather persistent mismatches between different knowledge bases and types of capital equipment, and 3) rather slow co-evolutionary mechanisms between the potential opportunities which radically new technologies and new organisational patterns provide, on the one hand, and organisational arrangements which business firms and collective institutions are able to develop, on the other. A simulation model of diffusion highlights the generality of technology-related "retardation mechanisms". Conversely, a qualitative discussion of organisational dynamics further adds to the general point that the full impact of potentially superior technologies is likely to be exploited by any economic system only after a good deal of painstaking adjustment within and among different business organisations and broader institutions
Bollecker, Gilles. "La prise en compte des paradoxes organisationnels dans la conduite du changement : le cas d'une organisation de service public évoluant vers le modèle marchand." Thesis, Strasbourg, 2012. http://www.theses.fr/2012STRAB001.
21st Century organizations encounter continuous change and are increasingly confronted with contradictory objectives. The public sector is no exception particularly in the context of new public management that results in public organizations implementing management principles originating from the private sector which lead to paradoxical outcomes. If paradox is one of the major forces constraining change at all levels of an organization, including both a psychological and action level, it can however according to Morgan (2007) be alternatively transformed into a major lever or catalyst for change. This research focuses on a case study of a public service organization confronting market pressure and examines the confrontation of two contrasting approaches, the first being one of long term objectives supported by a regime of subsidies, as opposed to a second approach consisting of short term objectives, that are self-financing and results orientated. After investigating the emergence and the dynamics of organizational paradoxes at critical periods in the evolution of the organization we focus on the transmission mechanisms and effects of conflicting tensions on the actors of the organization. We then suggest, through an action research approach, ways that enable organizations to take advantage of these conflicting tensions rather than suffer their dysfunctional effects
Lebrun, Anne-Cécile. "L'innovation managériale dans les petites et moyennes entreprises : le cas d’innovations managériales alternatives à l’organisation hiérarchique dans les PME en croissance." Thesis, Université de Montpellier (2022-….), 2022. http://www.theses.fr/2022UMOND001.
There is a growing interest from companies and academic research in Management Innovations (MIs) carrying a managerial philosophy alternative to that of the hierarchical organization. Their adoption by Small and Medium Enterprises (SMEs) appears a priori unexpected given the specificities of SMEs, in particular their vulnerability and the strong centrality of the manager. The exacerbated context of the growth of the SME makes the adoption of such MIs all the more unexpected, as it brings multiple upheavals and destabilizing tensions, and pushes the SME to evolve towards a classical hierarchical organization. However, existing literature reports a small number of studies carried out on MIs in SMEs, and a fortiori on MIs that are alternative to hierarchical organization in growing SMEs, thus not shedding enough light on these phenomena. Therefore, as a first line of research, this doctoral work aims to identify the motivations that push growing SMEs to adopt a MI alternative to the hierarchical organization. From a dynamic perspective, our second line of research is concerned with the evolution of such MIs when the SME experiences a new phase of growth after its adoption. To answer these questions, our choice was to go with a qualitative methodology, a methodology that is consistent with our interpretative epistemological paradigm. We are studying three cases of growing SMEs as part of our first line of research, and two cases of SMEs experiencing growth after the adoption of a first MI as part of the second line of research. Our results show that the studied SMEs adopt MIs alternative to hierarchical organization because they refuse to evolve towards a hierarchical organization because of their growth. The hierarchical organization is perceived as distancing the company from its identity and its original values. They adopt such MIs with the intent of perpetuating their original values and history. Our second line of research shows that the two studied SMEs are setting up a second MI alternative to hierarchical organization in order to overcome the challenges brought by a new growth stage. This second MI is aligned with the philosophy of the first MI, philosophy that is congruent with the original values of the SME, values that it wishes to thereby perpetuate
Parouty, Francis. "Paradoxes et représentations managériales." Tours, 1996. http://www.theses.fr/1996TOUR2043.
Starting from a "persons management crisis" showed in an enterprise and noling its consequences on the personel, the author envisages sources of behavioral groups in the presence (managers and their staff) in the inherited mental structuring of the slow advent of the rationality since the classic "greek miracle" to our days. The complexity and observable paradoxical attitudes, make attacks and often unconscious defenses, leads him to propose a systemic approach of the persons management and precise the french semantic contours. Choosing a department of Electricité de France as place of enquiry, it will make successively a fifty of intensive interviews to surround the managerial fact and specify after seven complementary interviews the collected orientations. Connecting with our mythological roots, he will examine: - Ulysses, for its management "by the task", - Prometheus and its style praxeological leading that aims all control around of him, - Hermes whose pragmatic style is linked to the communication. Three possible models professing each a type of management. The manager ideal could be constituted their synthesis whose "compagnonnage" is a modern illustration still linked to a lioving tradition. The transposition in the enterprise, constants thus discovered, pass by the volontary of the candidate-manager, the possession of actual "dispositions" and a favorable professional context. If it is easy to establish a theory able to explain the failure in the relationship between managered man and his people, it seems impossible - and perhaps undesirable - establish a theory that would concern the art of the persons management
Thennakoon, Thennakoon Mudiyanselage Nadika Dharshani. "Training transfer in environments of tensions: An organisational routines perspective." Thesis, Queensland University of Technology, 2019. https://eprints.qut.edu.au/131777/1/Thennakoon%20Mudiyanselage_Thennakoon_Thesis.pdf.
Warzecha, Bettina. "Organisationale Planungstheorie : die Erkenntnis ihrer paradoxen Grundmuster als Möglichkeit einer vereinfachten theoretischen Handhabung /." Wiesbaden : Dt. Univ.-Verl, 2004. http://webdoc.sub.gwdg.de/diss/2004/abstracts/warzecha_abs_de.pdf.
Connell, Michael F. "An exploratory study to understand how corporations align financial and moral-based goals to achieve effectiveness: Introducing the common good theory of organizational effectiveness." Thesis, Queensland University of Technology, 2016. https://eprints.qut.edu.au/99581/1/Michael_Connell_Thesis.pdf.
Bernard, Nathalie. "Bien-être au travail et performance de l'entreprise : une analyse par les paradoxes." Thesis, Université Grenoble Alpes (ComUE), 2019. http://www.theses.fr/2019GREAG002/document.
At a time when companies, faced with many upheavals, are more than ever in search of performance, and when employees, denouncing working conditions and managerial practices, have never been so demanding of well-being at work, reconciling employee well-being and company performance is a topical issue and a strategic challenge for companies.The literature review and the results of an exploratory qualitative analysis conducted using semi-directive interviews with 55 employees of the RESSIF group (Réseau des Services Sociaux Interentreprises de France) lead us to consider "well-being at work" and "company performance" in terms of paradoxical meta-perspective and to propose ways to resolve this organizational paradox.To do this, we conducted two quantitative studies. The first study is based on 5300 observations from the working conditions survey of the French Ministry of Labor. The second is based on the answers of 270 companies to an online questionnaire on human resources management practices.Finally, our empirical results conclude that the factors that make it possible to reconcile well-being at work and company performance are, among working conditions, the fight against work intensity and unsustainability and, among human resources practices, the development of employee participation in company decisions, training, promotions and career perspectives and, to a lesser extent, performance evaluation.To conclude this work, theoretical, methodological and managerial contributions are presented, as well as future research paths
Книги з теми "Paradoxe organisationnel":
Handy, Charles B. The age of paradox. Boston, Mass: Harvard Business School Press, 1994.
Price Waterhouse (Firm). Change Integration Team. The paradox principles: How high-performance companies manage chaos, complexity, and contradiction to achieve superior results. Chicago: Irwin Professional Pub., 1996.
Quinn, Robert E. Beyond rational management: Mastering the paradoxes and competing demands of high performance. San Francisco: Jossey-Bass, 1988.
Taylor, Jim, and Watts Wacker. Visionary's Handbook: Nine Paradoxes That Will Shape the Future of Your Business. Collins, 2001.
Warzecha, Bettina. Organisationale Planungstheorie: Die Erkenntnis Ihrer Paradoxen Grundmuster Als Möglichkeit Einer Vereinfachten Theoretischen Handhabung. Deutscher Universitäts Verlag, 2013.
Warzecha, Bettina. Organisationale Planungstheorie: Die Erkenntnis Ihrer Paradoxen Grundmuster als Möglichkeit einer Vereinfachten Theoretischen Handhabung. Deutscher Universitätsverlag, 2004.
Taylor, Jim, and Watts Wacker. Visionary's Handbook: Nine Paradoxes That Will Shape the Future of Your Business. Collins, 2001.
Quinn, Robert E. Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance (Jossey Bass Business and Management Series). Jossey-Bass, 1991.
Частини книг з теми "Paradoxe organisationnel":
Kutsch, Elmar. "Towards a paradox mindset." In Organisational Resilience, 1–30. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003083115-1.
Tietel, Erhard. "Betriebsratsvorsitzende als paradoxe Führungskräfte." In Macht und Psyche in Organisationen, 279–319. Göttingen: Vandenhoeck & Ruprecht, 2007. http://dx.doi.org/10.13109/9783666451669.279.
Warzecha, Bettina. "Resümee: Die erkenntnistheoretische Paradoxie in Luhmanns Theorie." In Organisationale Planungstheorie, 132–37. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81160-8_11.
Warzecha, Bettina. "Die erkenntnistheoretische Paradoxie im klassisch-analytischen Planungsmodell." In Organisationale Planungstheorie, 39–44. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81160-8_4.
Kühl, Stefan. "Paradoxe Effekte und ungewollte Nebenfolgen des Qualitätsmanagements." In Qualitätsmanagement in Organisationen, 75–113. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-90436-2_4.
Warzecha, Bettina. "Die erkenntnistheoretische Paradoxie in der konstruktivistisch-systemischen Planungstheorie." In Organisationale Planungstheorie, 105–10. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-322-81160-8_8.
Houben, Daniel. "Paradoxien der Digitalisierung von Organisationen." In Sozialwissenschaften und Berufspraxis, 335–45. Wiesbaden: Springer Fachmedien Wiesbaden, 2022. http://dx.doi.org/10.1007/978-3-658-36514-1_20.
Evetts, Julia. "Professionalitätsdiskurs und Management: Ein Paradoxon der Moderne." In Leadership in sozialen Organisationen, 159–67. Wiesbaden: VS Verlag für Sozialwissenschaften, 2009. http://dx.doi.org/10.1007/978-3-531-91543-2_11.
Crawford, Beverly. "Wann ist konsensuelle Wissenschaft „Politische Wissenschaft“? Drei Paradoxien autoritativen Assessments." In Organisationen der Forschung, 226–49. Wiesbaden: VS Verlag für Sozialwissenschaften, 2009. http://dx.doi.org/10.1007/978-3-531-91639-2_10.
Cole, Mark, and John Higgins. "The use and abuse of paradoxes in organisational life." In Leadership Unravelled, 31–103. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003035015-2.