International audienceThis article deals with the impact of subjective career plateauing (in terms of job content and structure) on job satisfaction, organizational and occupational commitment and intention to leave an organization. The particular case of scholars working in French universities provides an example. This study demonstrates that career plateauing is a real feeling experienced by French scholars, and can negatively impact their behavior. Regression analyses results (sample N = 2,028) indicate that career plateauing negatively impacts job satisfaction. Indeed, the more scholars believe they have little or no opportunity for future advancement, the lower their job satisfaction. Moreover, career plateauing impacts commitment. The more scholars feel they have reached a plateau, the lower their commitment to their university and job. Career plateauing affects the affective and normative dimension of commitment more than the continuance dimension, and the results for the latter dimension are counterintuitive. Finally, career plateauing increases intention to leave the organization

This article investigates managerial work in relation to the managerial function ‘coordination’. The work and efforts of managers have been assumed to be central to preparing coordination by both the managerial work and coordination literature; however, none of these have thus far clarified exactly what managers do in coordination as it unfolds. This article adds to the literature by accounting for a study investigating of what the managerial practice of coordination consists. For this purpose, we adopt a practice theory-based approach to managerial work and relate the managerial function ‘coordination’ to the daily doings and sayings of a manager, to the overall activity and context of the organization. We empirically study the instrumental case of the skipper and crew of a racing sailboat. We show that, and how, managerial work is pivotal in situ to coordination as it occurs through sustaining circulation among coordination mechanisms and combinations of these mechanisms. We also contribute to the managerial work literature by putting forward rhythmicity and the temporal engagement of the skipper within the ongoing flow of activity.

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Among the three generic types of institutional work, the question of how institutions are maintained over time is a line of inquiry that has attracted relatively less attention than others so far (Scott, 2001); institutional scholars often tended to take perpetuation for granted. It is a definitely central question however. As Lawrence and Suddaby (2006: 227) insist, "although institutions are associated with automatic mechanisms of social control that lead to institutions being relatively self-reproducing […] relatively few institutions have such powerful reproductive mechanisms that no ongoing maintenance is necessary". A large amount of institutional work is required to maintain institutions, that is, to support, repair, or even recreate them. As Lawrence & Suddaby (2006: 232) and Quinn-Trank & Washington (2009: 239, 256) further note, maintaining institutions does not merely consists in preserving stability and guarding against change, especially because persistence is to be achieved in the context of evolving environments. As such institutional work aimed at maintaining institutions require efforts and may involve repetition as well as changes. It is however very different from institutional entrepreneurship (Quinn-Trank & Washington, 2009: 256). It regards working towards endogenous evolutions of existing fields and is aimed at preserving Bouty, Gomez, & Godard -Michelin around the world 2 institutions by developing and policing the normative, cognitive and regulative arrangements that underpin them, as opposed to the most often exogenous triggered changes aimed at disrupting these institutional arrangements that are central to institutional entrepreneurship.There is a wide variety of actors likely to work towards maintaining institutions.However those actors whose occupation is to award legitimacy to others certainly hold a specific place in regard of institution maintenance. Because there are those who attest that other actors do (or don't) meet certain standards, legitimating organizations personify and enforce the normative, cognitive and regulative arrangements that underpin institutions: they are both a vehicle and a symbol of institutional processes. As such, these particular organizations exert power over the field as dominant actors as long as they and institutions are somehow maintained in accordance. Maintenance work is therefore vital to legitimatingorganizations. Yet and further, all these legitimating organizations are not in similar position in this regard. As Durand and McGuire (2005) note, legitimating organizations may be either internal (when they are established as a result of actors in a domain organizing themselves for peer-based accreditation such as is the case for professional associations or the AACSB [Durand & McGuire, 2005;Greenwood et al., 2002]) or external (when the organization granting legitimacy and accreditation is external to the organizations seeking it, as is for example the case of ISO or of credit rating agencies [Guler et al., 2002; White, 2010]). Our study ...