000			01842cam a2200229 4500500
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041			_afre
042			_adc
100	1	0	_aCanivenc, Suzy _eauthor
700	1	0	_a Moreau, Fabien _eauthor
245	0	0	_aThe singularity and specificity of democratic organizational practices: What we can learn from four self-managed organizations
260			_c2020.
500			_a8
520			_aBased 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			_aHRM conventions
690			_aself-management
690			_ademocratic organizations
690			_aHRM practices
690			_aorganizational configurations
786	0		_n@GRH | o 36 | 3 | 2020-10-01 | p. 145-173 | 2034-9130
856	4	1	_uhttps://shs.cairn.info/journal-agrh1-2020-3-page-145?lang=en
999			_c172503 _d172503