L’engouement pour le phénomène de l’« entreprise libérée » pose la question de sa réelle nouveauté par rapport à d’autres modèles managériaux qui l’ont précédé. S’agit-il d’une réelle innovation ou bien a-t-on affaire à un nouvel avatar du management participatif ? En quoi l’entreprise libérée s’affranchit-elle des difficultés rencontrées dans la mise en œuvre de celui-ci ? Pour répondre à ces questions, nous nous sommes appuyés ici sur l’étude de trois cas emblématiques : le fondeur Favi, le biscuitier Poult et le dépanneur de flexibles hydrauliques CHRONO Flex. Il en ressort que l’entreprise libérée est à la fois dans la continuité du modèle participatif et en rupture avec celui-ci, et que, si elle parvient à en surmonter certains écueils, les difficultés liées à sa mise en œuvre n’en sont pas pour autant négligeables.
This article examines organizational commitment in a sample of 49 countries. Affective commitment (AC) varies significantly by country and is strongly related to dimensions of personality. AC is high in countries where the population is extravert and low in countries where the population is neurotic. Consistent with the notion that high extraversion and low neuroticism are indicative of positive affect, AC is also found to be high in countries where the population is happy. Socioeconomic conditions have a statistically significant but marginal influence on AC. AC tends to be slightly higher in countries with low levels of unemployment and high economic activity rates but is unrelated to per capita national income. There are significant relationships between AC and some aspects of national culture. AC is negatively related to societal cynicism and positively to egalitarian commitment. In general, however, most cultural dimensions are unrelated to AC.
Previous research examining the climate-effectiveness relationship in organizations has largely failed to take due note of the complex multidimensional nature of organizational effectiveness. This article describes the data envelopment analysis (DEA)technique for evaluating the relative efficiencies of organizations that consume multiple inputs and produce multiple outputs and demonstrates its application to organizational research. The use of DEA is illustrated by calculating the relative efficiencies of the branch offices in a retail banking network, and it is shown that measures of efficiency calculated using the DEA method correlate significantly with organizational climate as measured by employee's perceptions of operational and management practices. It is suggested that researchers studying the relationship between organizational effectiveness and the psychology of the workplace should consider using DEA, especially when multiple dimensions of effectiveness are involved.
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