| 000 | 01114cam a2200169 4500500 | ||
|---|---|---|---|
| 005 | 20250112062342.0 | ||
| 041 | _afre | ||
| 042 | _adc | ||
| 100 | 1 | 0 |
_aCabé, Marie-Hélène _eauthor |
| 700 | 1 | 0 |
_a Robert-Tanguy, Philippe _eauthor |
| 245 | 0 | 0 | _aThe Intervention of the Sociologist: Giving (New) Meaning to Management Processes |
| 260 | _c2008. | ||
| 500 | _a83 | ||
| 520 | _aLeading change approaches within a company can be conducted on the basis of tools, concepts and « sociological » goals. Using two interventions carried out in very different contexts – public transport and health network companies – the authors show the advantages of focussing the leading change approach on the construction of management policies that are congruent with the social and cultural reality of the organisation. They present the stages of their approach and analyse the group learning processes oriented towards this finality. | ||
| 786 | 0 | _nSociologies pratiques | o 16 | 1 | 2008-03-01 | p. 39-54 | 1295-9278 | |
| 856 | 4 | 1 | _uhttps://shs.cairn.info/journal-sociologies-pratiques-2008-1-page-39?lang=en |
| 999 |
_c230598 _d230598 |
||