| 000 | 01637cam a2200193 4500500 | ||
|---|---|---|---|
| 005 | 20250112043315.0 | ||
| 041 | _afre | ||
| 042 | _adc | ||
| 100 | 1 | 0 |
_aSzostak _q (D) _eauthor |
| 700 | 1 | 0 |
_a Boughzala, Yasmine _eauthor |
| 700 | 1 | 0 |
_a Diné, Sébastien _eauthor |
| 700 | 1 | 0 |
_a Yahiaoui, Saïd _eauthor |
| 245 | 0 | 0 | _aThe appropriation of management tools in social and solidarity economy organizations: A distinctive dynamic? |
| 260 | _c2018. | ||
| 500 | _a18 | ||
| 520 | _aThis article aims to identify the nature and the role of management tools in social and solidarity economy (SSE) organizations, whether or not they are imported from classical economics. It shows that the main issue is not necessarily about creating specific tools or adopting those of traditional economics, but about rethinking the tools, whatever they may be. We therefore analyze the conditions of appropriation of these tools and how they protect social values while the company grows. From a meta-analysis of academic articles, four conditions are presented: (1) a democratic dialogue between the actors of the SSE organization; (2) the legitimation of the management tool and its appropriation by the actors; (3) the adaptability of the management tool; and (4) the role of the social manager in ensuring that social values are respected. This study highlights the role of the actors in this process and the role of political bodies in SSE organizations. | ||
| 786 | 0 | _nManagement & Avenir | o 100 | 2 | 2018-07-04 | p. 111-133 | 1768-5958 | |
| 856 | 4 | 1 | _uhttps://shs.cairn.info/journal-management-et-avenir-2018-2-page-111?lang=en |
| 999 |
_c186521 _d186521 |
||