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La dynamique des doubles contraintes dans les organisations
16 references·0 citing·45 second hop
La dynamique des doubles contraintes dans les organisations (2018)La dynamique des doubles contraintes dans…Eliciting activity: a method of analysis at the service of discussion (2016)Eliciting activity: a method …Les critiques de la gestion (2015)Les critiques de la gestionA Stupidity‐Based Theory of Organizations (2012)A Stupidity‐Based Theory of O…TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING. (2011)TOWARD A THEORY OF PARADOX: A…Le manager intermédiaire ou la GRH mise en scène (2009)Le manager intermédiaire ou l…Toward a theory of schizophrenia (2007)Toward a theory of schizophre…La fonction psychologique du travail (2006)La fonction psychologique du …L'idéal au travail (2006)L'idéal au travailÉvaluer les stratégies de développement durable des entreprises : l'utopie mobilisatrice de la performance globale (2006)Évaluer les stratégies de dév…THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)THE ANTECEDENTS, CONSEQUENCES…« Il faut bien que quelque chose change pour que l'essentiel demeure » : la dimension idéologique du « nouveau » contrôle de gestion (2003)« Il faut bien que quelque ch…Management Paradoxes: A Relational View (2002)Management Paradoxes: A Relat…Le nouvel esprit du capitalisme (2001)Le nouvel esprit du capitalis…THE SYMBOLIC IMPACT OF DOUBLE BIND LEADERSHIP: DOUBLE BIND AND THE DYNAMICS OF ORGANIZATIONAL CULTURE (1990)THE SYMBOLIC IMPACT OF DOUBLE…The organization of hypocrisy (1990)The organization of hypocrisyInstitutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Institutionalized Organizatio…An Evolutionary Theory of Economic Change. (1983)The Knowledge-Creating Company (1995)Means versus Ends in Opaque Institutional Fields: Trading off Compliance and Achievement in Sustainability Standard Adoption (2014)Power in Management and Organization Science (2014)Socio-Technical Perspectives on Smart Working: Creating Meaningful and Sustainable Systems (2019)The Social Construction of Reality (1967)Organizational Control: Two Functions (1975)Educational Organizations as Loosely Coupled Systems (1976)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Communication, the Social Matrix of Psychiatry (1952)Separation: Anxiety and Anger (1973)FAMILIES AS SYSTEMS (1997)A model of dual attitudes. (2000)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Dynamic capabilities and strategic management (1997)Strategic management a stakeholder approach (2010)Organizing for Innovation in the Digitized World (2012)Multiple Institutional Logics in Organizations: Explaining Their Varied Nature and Implications (2013)Organizational Ambidexterity: Past, Present, and Future (2013)Exploration and Exploitation in Organizational Learning (1991)Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives (1999)Firm resources and sustained competitive advantage (2004)Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators (2006)Dynamic capabilities: A review and research agenda (2007)Consistent Partial Least Squares Path Modeling1 (2015)Outline of a Theory of Practice (1977)The Constitution of Society. Outline of the Theory of Structuration (1984)Organizational culture and leadership (1993)A Critique of Hofstede’s Fifth National Culture Dimension (2003)Exploring the Nature of the Relationship Between CSR and Competitiveness (2008)Functions of Dysfunction (2014)The Logic of Appropriateness (2009)World Society, Institutional Theories, and the Actor (2010)CSR as aspirational talk (2013)Entretiens en autoconfrontation croisée : une méthode en clinique de l’activité (2000)Les gestes professionnels et le jeu des postures de l’enseignant dans la classe : un multi-agenda de préoccupations enchâssées (2009)Les entretiens d’autoconfrontation et de remise en situation par les traces matérielles et le programme de recherche « cours d’action » (2010)The Project Ecology of Advertising: Tasks, Talents and Teams (2002)Networks and Economic life (2003)Strategizing in pluralistic contexts: Rethinking theoretical frames (2007)Psychologisation et dépsychologisation de l'accompagnement des chômeurs (2008)L'automatisation du jugement sur le travail. Mesurer n'est pas évaluer (2011)Ouvrir des espaces de discussion pour manager le travail (2013)
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References

  • 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony28,271 cited
  • 2004THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY.3,932 cited
  • 2011TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING.3,048 cited
  • 2007Toward a theory of schizophrenia2,774 cited
  • 2001Le nouvel esprit du capitalisme1,644 cited
  • 2006La fonction psychologique du travail1,180 cited
  • 1990The organization of hypocrisy642 cited
  • 2012A Stupidity‐Based Theory of Organizations534 cited
  • 2002Management Paradoxes: A Relational View498 cited
  • 2006L'idéal au travail227 cited
  • 2006Évaluer les stratégies de développement durable des entreprises : l'utopie mobilisatrice de la performance globale135 cited
  • 1990THE SYMBOLIC IMPACT OF DOUBLE BIND LEADERSHIP: DOUBLE BIND AND THE DYNAMICS OF ORGANIZATIONAL CULTURE120 cited
  • 2009Le manager intermédiaire ou la GRH mise en scène64 cited
  • 2015Les critiques de la gestion39 cited
  • 2016Eliciting activity: a method of analysis at the service of discussion37 cited
  • 2003

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« Il faut bien que quelque chose change pour que l'essentiel demeure » : la dimension idéologique du « nouveau » contrôle de gestion
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