000			02131cam a2200313 4500500
005			20250121131003.0
041			_afre
042			_adc
100	1	0	_aJacquinot, Philippe _eauthor
700	1	0	_a Pellissier-Tanon, Arnaud _eauthor
245	0	0	_aDecision-making autonomy in companies liberated from organizational control
260			_c2015.
500			_a29
520			_aContemporary management is tending toward allowing collaborators decision-making autonomy. Organizations that have levelled out hierarchical lines and allowed their employees a degree of personal initiative are even referred to as “liberated companies” (Getz 2009; 2012). But we note that there is manipulation in such apparently “liberated” companies, which challenges the supposed decision-making autonomy. Indeed, far from demonstrating that they act on their own initiative, members of staff are merely reproducing the behavioral patterns expected of them and advocated by senior management. This observation has encouraged researchers to consider the different personalities of the collaborators and their level of integrity in terms of choice. This article is based on Giroux’s theory of integrity (1999). We highlight the influence that managerial practices may have on the level of integrity of members of staff, illustrating our statements on the basis of the experience gained by Google and FAVI. We conclude by widening the scope of the concept of liberated companies.
690			_aculture
690			_aliberated company
690			_aautonomy
690			_avalues
690			_amanipulation
690			_adecision-making
690			_aculture
690			_aautonomy
690			_avalues
690			_aliberated business
690			_amanipulation
690			_adecision
786	0		_nRevue internationale de psychosociologie et de gestion des comportements organisationnels - RIPCO | XXI | 52 | 2015-05-29 | p. 365-384 | 2262-8401
856	4	1	_uhttps://shs.cairn.info/journal-revue-internationale-de-psychosociologie-de-gestion-des-comportements-organisati-2015-52-page-365?lang=en&redirect-ssocas=7080
999			_c568752 _d568752