The singularity and specificity of democratic organizational practices: What we can learn from four self-managed organizations (notice n° 172503)
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| fixed length control field | 01842cam a2200229 4500500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20250112035442.0 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | fre |
| 042 ## - AUTHENTICATION CODE | |
| Authentication code | dc |
| 100 10 - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Canivenc, Suzy |
| Relator term | author |
| 245 00 - TITLE STATEMENT | |
| Title | The singularity and specificity of democratic organizational practices: What we can learn from four self-managed organizations |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Date of publication, distribution, etc. | 2020.<br/> |
| 500 ## - GENERAL NOTE | |
| General note | 8 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | Based on the study of four self-managed organizations, this article highlights the atypical and daring practices of these social and solidarity economy structures, which remain very little studied and documented, while also underlining the various limitations they encounter. The ahierarchical, egalitarian, and solidarity-focused principles that they promote foster innovative organizational and HRM practices in terms of governance, corporate culture, work organization, recruitment, training, and compensation. We propose here to highlight their singularity and specificity using the organizational configurations of Mintzberg (1986) and the HRM conventions that are attached to them (Pichault and Nizet 2013). We will thus show that their powerful organizational culture centered on radical decentralization places them at the crossroads of the missionary, adhocratic, and professional configurations. The combination of these three conventions/configurations is thus at the basis of the specificity of these structures and original HRM practices, which nevertheless raise many points of vigilance. |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | HRM conventions |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | self-management |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | democratic organizations |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | HRM practices |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | organizational configurations |
| 700 10 - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Moreau, Fabien |
| Relator term | author |
| 786 0# - DATA SOURCE ENTRY | |
| Note | @GRH | o 36 | 3 | 2020-10-01 | p. 145-173 | 2034-9130 |
| 856 41 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://shs.cairn.info/journal-agrh1-2020-3-page-145?lang=en">https://shs.cairn.info/journal-agrh1-2020-3-page-145?lang=en</a> |
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