Le pluralisme intégré, pierre angulaire des organisations hybrides. La banque de détail du Crédit agricole

Bovais, Hélène

doi:10.3166/rfg.240.97-114

Cited by 13 publications

(6 citation statements)

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“…(Besharov, 2014;Chandler, 2014;Glynn, 2000) often perceived as conflicting (Château Terrisse, 2012) and even competing (Poldner et al, 2017). Besides cognitive tensions (Ashforth & Reingen, 2014;Bovais, 2014;Foreman & Whetten, 2002), this can generate emotional stress (Ashforth, Rogers, Pratt & Pradies, 2014;Bacq et al, 2018). Moreover, organizational members may encounter issues speaking different languages (Dean & McMullen, 2007), such as favoring one kind of discourse over another or getting stuck in between discourses (Poldner et al, 2017).…”

Section: Challenges Facing Social Enterprisesmentioning

confidence: 99%

Cracking the organizational challenge of pursuing joint social and financial goals: Social enterprise as a laboratory to understand hybrid organizing

Battilana¹

2018

M@n@gement

111

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While in recent decades the social and business sectors have evolved on fairly separate tracks, today companies are increasingly expected to generate social value in addition to profit. As a result, they also increasingly face the distinct challenge of pursuing social and financial goals at the same time. Social enterprises have a great deal of experience dealing with this challenge, as hybrid organizations that combine aspects of typical businesses (undertaking commercial activity) and not-for-profit organizations (pursuing a social mission). In this essay, I discuss my research, as well as that of others, on social enterprises, with the objective of tracing my perspective on the current state of knowledge regarding social enterprises and their capacity to pursue joint social and financial goals over time. I start by discussing how exposure to diverse organizational contexts and gender affect the founding of social enterprises, before presenting the distinct tensions of hybrid organizing and how social enterprises overcome them. In doing so, I suggest that we consider these challenges in terms of internal and external pressures related to both identity and resources. Building on existing research, I then identify four pillars that seem to play a critical role in enabling organizations to pursue joint social and financial goals over time-specifically, how organizations set goals, structure activities, select members and socialize those members. In my own research, I see that these four pillars both shape and are shaped by the culture of the organization. While they might configure these organizational elements differently, I observed that the organizations able to pursue both social and financial goals over time seem to share a commonality: they maintain a hybrid organizational culture that holds and balances tensions between creating social and economic value. In conclusion, I discuss areas for future research on the joint pursuit of financial and social goals in organizations.

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Section: Challenges Facing Social Enterprisesmentioning

confidence: 99%

Cracking the organizational challenge of pursuing joint social and financial goals: Social enterprise as a laboratory to understand hybrid organizing

Battilana¹

2018

M@n@gement

111

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“…Boudon (1986) calls these "E-effects" (for "epistemological effects"). Contribution of systemic principles to the management of paradoxes The problems generated by paradoxes can be analyzed and managed with the help of some systemic principles deemed appropriate for the study of complexity, which itself poses the paradox of one and multiple (Bovais, 2014;Burnes, 2004;Fortin, 2000;Le Moigne, 1987Morgan, 1989;Morin, 1977Morin, , 1999Morin, , 2011Muller, 1985;Renier, 2016;Vandangeon-Dumez, Grimand, & Shafer, 2018). Burnes' (2004: p. 314-315) analysis of complexity theories as applied to organizations concludes that three central concepts are at the heart of complexity theories: the nature of chaos and order (chaos is considered as an order that describes a complex, unpredictable, ordered disorder in which patterns of behavior unfold in irregular but similar forms through a process of self-organization); the "edge of chaos" (an intermediate zone that exists between order and disorder.…”

Section: The Concept Of Paradoxmentioning

confidence: 99%

The Paradoxes of Administrative Reform Workflow: A Proposition for an Analysis and Management Tool

Ngouo¹

2022

JSSM

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We propose a theoretical framework for discussing and understanding the paradoxes that are consubstantial with the workflow characteristic of administrative reforms. The necessary exercise of understanding the paradoxes inherent to this workflow in order to better manage them, calls into question different types of processes, and in notably, the processes of sensemaking, interpretation of organizational phenomena, communication and learning. We show the usefulness of some systemic principles for managing these paradoxes with a view to developing their "creative potential" in order to anchor the reforms introduced to increase the performance of public administrations. We apply the proposed framework to the analysis of the "participation paradox" in the case of the reform aimed at introducing and appropriating the results-based management (RBM) approach in public services.

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“…Dans le cas des CMSVS, les tensions sont indispensables au bon fonctionnement de l'organisation, dans la mesure où elles permettent d'atteindre des objectifs stratégiques multiples (Ashcraft et Trethewey, 2004;Malo et al, 2013). Elles constituent donc une nécessité vitale, en engendrant des forces opposées mais complémentaires et en dialogue (Bovais, 2014). C'est de la mise en relation de ces différentes forces, de leur articulation spécifique et démocratique, que va naître une gestion plurielle qui évite le déclin identitaire coopératif.…”

Section: Définition Et Enjeux Organisationnels Des Tensionsunclassified

La gestion des tensions organisationnelles dans les coopératives multisociétaires à vocation sociale : le cas d’une Société Coopérative d’Intérêt Collectif dans le secteur du logement social

Maignan¹,

Arnaud

Terrisse

2019

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Cette recherche explore la nature et la gestion des tensions au sein d’une coopérative multisociétaire à vocation sociale (CMSVS). Une analyse de la littérature rappelle les tensions organisationnelles auxquelles sont soumises les CMSVS. La méthodologie déployée consiste en une étude de cas unique, s’appuyant sur une analyse de contenu thématique des entretiens semi-directifs réalisés au sein de la coopérative étudiée. Les résultats relatifs à la caractérisation et à la gestion des tensions existantes sont présentés et discutés. Ils analysent le rôle d’un statut juridique intégrateur (la SCIC) dans la gestion des tensions. Ils proposent une nouvelle représentation des CMSVS comme noeuds de tensions.

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Le pluralisme intégré, pierre angulaire des organisations hybrides. La banque de détail du Crédit agricole

Cited by 13 publications

References 0 publications

Cracking the organizational challenge of pursuing joint social and financial goals: Social enterprise as a laboratory to understand hybrid organizing

Cracking the organizational challenge of pursuing joint social and financial goals: Social enterprise as a laboratory to understand hybrid organizing

The Paradoxes of Administrative Reform Workflow: A Proposition for an Analysis and Management Tool

La gestion des tensions organisationnelles dans les coopératives multisociétaires à vocation sociale : le cas d’une Société Coopérative d’Intérêt Collectif dans le secteur du logement social

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