Les variations de l'identité d'élites mondialisées (notice n° 425751)
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| fixed length control field | 04686cam a2200169 4500500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20250120220603.0 |
| 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 | Pierre, Philippe |
| Relator term | author |
| 245 00 - TITLE STATEMENT | |
| Title | Les variations de l'identité d'élites mondialisées |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Date of publication, distribution, etc. | 2005.<br/> |
| 500 ## - GENERAL NOTE | |
| General note | 43 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | La gestion de la mobilité internationale, pour les grandes entreprises, est devenue un enjeu stratégique. Elle met en scène, au niveau des discours, des salariés censés être parfaitement à l’aise à l’épreuve des voyages, « flexibles » et décidés à diriger leurs différentes existences, que celles-ci soient personnelles, familiales ou professionnelles. Or, ces hommes (en large majorité) et ces femmes, individus dotés d’un important capital culturel, social, comme d’un haut niveau de revenus, posent, en des termes nouveaux par rapport aux travailleurs immigrés de faible condition économique, le problème de la « multiplicité des allégeances » et de la construction identitaire du sujet entre plusieurs univers de normes (culture(s) d’entreprise, culture(s) du pays d’accueil, culture(s) du pays d’origine... ). Dans le double mouvement par lequel ceux-ci continuent à s’approprier l’esprit des communautés auxquelles ils appartiennent, et s’identifient, les cadres internationaux, plus que les autres, cherchent une saisie signifiante de leur propre vie et n’oublient pas le désir profond de se différencier. Ces acteurs cherchent la médiation de l’ethnicité (pôle de stabilité ontologique) pour affronter le tiraillement identitaire dans de meilleures conditions. À partir d’un enquête de terrain dans une grande compagnie pétrolière, nous montrerons que le brassage en équipes plurinationales, le vécu du déplacement géographique aiguisent le sens d’une revendication culturelle et balayent ainsi, de manière surprenante, l’idée d’une élite mondiale homogène. |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | Philippe Pierre, The elites of globalisation : what identity changes for themselves ? The management of international mobility has become a vitally important part of the strategy of large multi-national companies. Because the idea of a cosmopolitan, self reliant, clear thinking individual (they run their own lives, decide their own futures, make their own moral choices which are then set into an ethical code etc.) has burgeoned, the repeated experience of international mobility that international executives live through means that the individual may well be living in conflict with previous identities. Underlying the immediate « adherence » demanded by managing bodies, a process of reflection takes place, during international mobility, which operates between the subjectivity of management, one’s relationship with one’s origins and the objectivity of one’s social roles. At an individual level, being an international executive is a unique way of living the experience abroad, or rather, several different ways of experiencing identity strategies linked to the manipulation of one’s ethnicity in a context of significant geographical and functional mobility. It is true to say that nobody stays long in an internationally mobile situation without running the risk of there being strong divergence between the domestic and residential worlds, the life of the community and the world of the company. This article has been written as a result of in-depth research into the way executives of a large French oil company built up their identities. Where a researcher in the social sciences might have expected to have found an homogenous international elite, international executives building an « international system », the heterogeneous nature of the identity strategies of international executives give the lie to the myth of the large company as a space for the irreversible assimilation of its members. At a time of globalisation, cultural and ethnic identities can become available resources for the use of those that might be termed new planetary executives. We can’t defined through a single world culture effacing ethnic roots and national differences. The double movement by which these « planetary » executives continue to appropriate the community spirit to which they belong and, at the same time, identify with professional roles by learning to play them, outside of their original context, in an individualised and efficient way, is a potential subject for study which has been little explored to date. |
| 786 0# - DATA SOURCE ENTRY | |
| Note | Connexions | 83 | 1 | 2005-06-01 | p. 191-210 | 0337-3126 |
| 856 41 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://shs.cairn.info/revue-connexions-2005-1-page-191?lang=fr&redirect-ssocas=7080">https://shs.cairn.info/revue-connexions-2005-1-page-191?lang=fr&redirect-ssocas=7080</a> |
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