Les composantes contradictoires et l’organisation : une tentative de conciliation sociale en situation de crise (notice n° 798963)
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| fixed length control field | 03860cam a2200337 4500500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20250123121634.0 |
| 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 | Moskolaï, Doumagay Donatienne |
| Relator term | author |
| 245 00 - TITLE STATEMENT | |
| Title | Les composantes contradictoires et l’organisation : une tentative de conciliation sociale en situation de crise |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Date of publication, distribution, etc. | 2021.<br/> |
| 500 ## - GENERAL NOTE | |
| General note | 36 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | Dans la vie d’une organisation, il peut y avoir des périodes difficiles, des circonstances particulières qui permettent de voir au-delà des apparences. La crise sanitaire liée à la pandémie du COVID-19, qui tourmente même les plus grandes puissances mondiales, constitue l’occasion idoine pour les entreprises de monter au créneau à la recherche de la légitimité en initiant des actions sociétales. À cet effet, cette étude se propose de montrer que la conciliation sociale permet de réguler les multiples contradictions observées dans l’organisation. Pour assurer sa pérennité, une organisation, quelle qu’elle soit, doit donc savoir gérer les situations contradictoires qui peuvent survenir en son sein. Cela nécessite un double travail individuel et collectif. Nous présentons tout d’abord l’organisation comme un lieu de contradictions : l’incertitude de l’environnement pousse les entreprises à faire des choix qui peuvent être stratégiques ou non. Ainsi, une tentative de conciliation des acteurs par le contrôle social et la Responsabilité Sociétale de l’Entreprise permet de dépasser les conflits et paradoxes en situation de crise. Ensuite, nous présentons l’organisation comme un lieu de collaboration. Nous montrons, notamment que le passage de la valeur actionnariale à la valeur partenariale est un facteur de cohésion sociale et que l’apprentissage organisationnel joue un rôle de socialisation en situation de crise. |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | In the life of an organization, there can be difficult periods, particular circumstances, which make it possible to see beyond appearances, to recognize the true character and the fundamental spirit which governs this organization. The health crisis linked to the COVID-19 pandemic, which is tormenting even the biggest world powers, is an ideal opportunity for companies to step up to the plate in search of legitimacy by initiating societal actions. To this end, this study aims to show that social conciliation makes it possible to regulate the multiple contradictions observed in the organization. To ensure its sustainability, an organization, whatever it is, must therefore know how to manage contradictory situations that may arise within it. This requires a double individual and collective work. We first present the organization as a place of contradictions: the uncertainty of the environment pushes companies to make choices that may or may not be strategic. Thus, an attempt to reconcile the actors through social control and Corporate Social Responsibility makes it possible to overcome conflicts and paradoxes in crisis situations. Then we present the organization as a place of collaboration. We show, in particular that the transition from shareholder value to partnership value is a factor of social cohesion and that organizational learning plays a role in socialization in crisis situations. |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | conciliation |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | régulation |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | organisation |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | contradictions |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | contrôle |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | RSE |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | crise |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | conciliation |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | regulation |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | contradictions |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | control |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | organization |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | CSR |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | crisis |
| 786 0# - DATA SOURCE ENTRY | |
| Note | Projectics / Proyéctica / Projectique | 28 | 1 | 2021-02-18 | p. 35-49 | 2031-9703 |
| 856 41 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://shs.cairn.info/revue-projectique-2021-1-page-35?lang=fr&redirect-ssocas=7080">https://shs.cairn.info/revue-projectique-2021-1-page-35?lang=fr&redirect-ssocas=7080</a> |
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