Du paternalisme au patronhumanisme

Villéger, Amélie

doi:10.3917/geco1.135.0053

Cited by 5 publications

(3 citation statements)

References 22 publications

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“…Mercier, 1999, p. 31; Jorda, 2009, p. 153; Styhre, 2008). This type of MCS “reconciles personal development and corporate performance” (Claude, 1998, p. 13; Jorda, 2009, p. 153; Villéger, 2019).…”

Section: Discussionmentioning

confidence: 99%

“…In terms of further research, and in view of the lack of evidence in the literature regarding the variations and persistence of paternalism, more case-based evidence is needed allowing to go beyond the simple debates of "pro and anti"-"Paternalism" literature (Feinberg, 1986;Vill eger, 2019). Another interesting path to contribute to the literature could be to investigate the design and the use of MCS to achieve improved goal congruence (see, e.g.…”

Section: Limitations and Conclusionmentioning

confidence: 99%

“…6. The prior literature involves the contrast between (1) the argument that paternalistic MCS are “outdated, immoral and necessarily coercive” (Padavic and Earnest, 1994, p. 389; see also Salvat, 2014; Villéger, 2019); and (2) an argument which claims that “Paternalism remains one element in a multi-vocal strategic repertoire that presents workers with a variety of rationales and justifications for management actions” (Padavic and Earnest, 1994, p. 389) implying that some aspects of paternalism continue to exist in modern business enterprises (Wray, 1996; Heidrich et al. , 2018) and that “Paternalism, albeit in different guises, will keep returning to the agenda” (Ackers, 1998, p. 176).…”

Section: Notesmentioning

confidence: 99%

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Paternalism as a long-term strategy of a management control system

Cohanier

Baker

2022

AAAJ

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PurposeThe purpose of this paper is to trace the evolution of paternalism as a long-term component of a management control system (MCS) in a multi-national business enterprise.Design/methodology/approachThe authors used a historical methodology involving the collection and evaluation of both primary and secondary data. Annual reports of Michelin (2009–2021) were also analysed to trace the evolution of the MCS towards corporate social responsibility (CSR).FindingsThis research traces the evolution of Michelin's Paternalistic MCS from “Traditional Paternalism” to “Welfare Paternalism”, “Managerial Paternalism” and “Libertarian Paternalism” thereby leading the way to CSR. The findings indicate that the evolution of the MCS revealed “Managerial Paternalism” as a specific type of paternalism and an important component of the “Personnel and Cultural Controls” (Merchant and Van der Stede, 2018, p. 95) at Michelin.Research limitations/implicationsMany multi-national companies began as family-owned and controlled firms (e.g. Ford, Toyota, Fiat, Renault, Tata) and they often employed paternalistic MCSs during their early development (Newby, 1977; Perrot, 1979; Colli, 2003). Such MCSs have been seen as being anachronistic and are often abandoned as the family-owned enterprise grows into a multi-national company (Casson and Cox, 1993; McKinlay et al., 2010). The research challenges this assertion and demonstrates how aspects of a paternalistic MCS can survive in a multi-national business enterprise.Practical implicationsWith respect to practical implications, this research shows that paternalism can still be a component of an MCS in a multi-national enterprise.Originality/valueUsing a historical approach, this research addresses a gap in the prior literature regarding the variations and persistence of paternalism in companies. In the case of Michelin, the authors investigate the evolution of its paternalistic MCS from a traditional form to an emphasis on CSR.

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Section: Discussionmentioning

confidence: 99%

Section: Limitations and Conclusionmentioning

confidence: 99%

Section: Notesmentioning

confidence: 99%

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Paternalism as a long-term strategy of a management control system

Cohanier

Baker

2022

AAAJ

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Religion et management

2019

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Le paternalisme comme système de contrôle dans la durée : une approche historique du « Système Michelin »

Cohanier¹,

Baker²

2021

Accra

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Le Groupe Michelin a été fondé en 1889 à Clermont-Ferrand par deux frères André et Édouard Michelin. Depuis sa création, cette société a déployé un système de contrôle paternaliste offrant différents « privilèges » à ses employés. En retour, les fondateurs et directeurs généraux successifs espéraient de la « loyauté » et un travail « diligent ». Fondé sur une méthode historique l’article propose d’éclairer le système de contrôle sous un angle culturel, puis dans sa relation avec le paternalisme. Il expose les étapes de l'évolution du système de contrôle chez Michelin en proposant une discussion à cet égard.

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Du paternalisme au patronhumanisme

Cited by 5 publications

References 22 publications

Paternalism as a long-term strategy of a management control system

Paternalism as a long-term strategy of a management control system

Religion et management

Le paternalisme comme système de contrôle dans la durée : une approche historique du « Système Michelin »

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