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| Titre : |
Editorial |
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| Numéro : |
58 |
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| Année : |
2018 |
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| Volume : |
XXIV |
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| Auteur(s) : |
Baptiste RAPPIN |
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| Résumé : |
Managerial modes pass, pass, return, but all seem to carry the same message: the times of horizontality and organizational flexibility have come, the new creed is that of adaptation in real time. Thus the liberated enterprise, the enterprise 2.0, the holacracy, and many others, are promoted to the detriment of the heavy logics of the pyramidal or bureaucratic forms. Are these discourses followed by effects? Certainly, many examples can testify to the effectiveness of the flattening of the structures; certainly, many cases can illustrate the shift towards a friendly and collaborative management. However, the diagnosis would not be complete if we failed to look at the birth of super-rational monsters who, far from refining and losing weight as encouraged by the lean management discourse, never end no more piling up the regulatory rolls and the procedural blisters. What theoretical and practical issues raises this overdose of rationality? How can we break out of this vicious circle? And is rationality an effective weapon against its own excesses? Thank Frédéric Bornarel, Associate Professor at the IAE Metz, for bringing together this set of articles that shed light on previous questions. |
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| Pages : |
5 - 5 |
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| Type : |
Editorial |
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| APA : |
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| Citations : |
- |
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| CAIRN : |
https://www.cairn.info/revue-internationale-de-psychosociologie-de-gestion-des-comportements-organisationnels-2018-58-page-5.htm |
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| Most cited papers |
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| Cornelius, Castoriadis |
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| Volume IV, Issue 08, 1997 Afficher plus |
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