La culture d'entreprise. Source de pérennité ou source d'inertie ?

Godelier, Éric

doi:10.3166/rfg.192.95-111

Cited by 18 publications

(8 citation statements)

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“…This distinguishes it from the concept of identity, which is marked by individual and conscious dimensions." [11]. The elements of corporate culture are those that allow resolution of the company's problems.…”

Section: 1mentioning

confidence: 98%

“…Changing ways of acting or thinking in a company and its members consequently depends on the leaders' capacity to grant company members autonomy. It also depends on their aptitude for tolerating errors and for allowing time so that innovation and learning can be transmitted [11].…”

Section: 1mentioning

confidence: 99%

“…The agents of change are the leaders who are capable of knowing the limitations of the culture and see the developments necessary for the change in the company [12]. Godelier [11] also insists on the leaders' role in the evolution of culture in an organization. Changing ways of acting or thinking in a company and its members consequently depends on the leaders' capacity to grant company members autonomy.…”

Section: 1mentioning

confidence: 99%

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The Impact of Servitization on Corporate Culture

Dubruc¹,

Peillon²,

Abdallah³

2014

Procedia CIRP

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International audienceOur goal in this paper is to analyze the evolution of the corporate culture required for the process of servitization through changes in practical, behavioral and intellectual habits. The purpose is to gain a better understanding of the process by which an enterprise can change its culture from a product based culture to a service based one in the specific context of SMEs. We use a single case study to understand in depth the effects of a change in company corporate culture. The case study concerns a SME in the Rhne-Alpes Region in France, which specializes in remanufacturing appliances. In 2012, the general manager began a process of started a strategic reflection on servitization in order to diversify the enterprise's activities and unlock new markets. However, the adoption of servitization requires profound modifications in the company's organization, and particularly in its corporate culture. In order to better understand this change, we suggest considering it as a learning process

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Section: 1mentioning

confidence: 98%

Section: 1mentioning

confidence: 99%

Section: 1mentioning

confidence: 99%

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The Impact of Servitization on Corporate Culture

Dubruc¹,

Peillon²,

Abdallah³

2014

Procedia CIRP

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“…Le management par les valeurs conduit dans des contextes participatifs peut constituer alors des opportunités, mais les valeurs peuvent également être perçues comme des objets complexes à gérer pour piloter le changement. Il s'agit ainsi de comprendre comment faire des valeurs managériales tout comme de la concertation un objet légitime de gestion (Godelier, 2009). Nous proposons au travers d'une recherche conduite au sein d'une ville de plus de 150 000 habitants, qui n'avait pas connu l'alternance politique depuis 102 ans, d'articuler concertation, changement et va-leurs managériales.…”

Section: Résuméunclassified

Piloter le changement par un projet sur les valeurs managériales : contribution des espaces de concertation comme instrument de gestion et d’innovation de l’action publique

Anton¹,

Grimand²,

Boespflug³

et al. 2021

Gestion Et Management Public

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Distribution électronique Cairn.info pour AIRMAP . © AIRMAP . Tous droits réservés pour tous pays.La reproduction ou représentation de cet article, notamment par photocopie, n'est autorisée que dans les limites des conditions générales d'utilisation du site ou, le cas échéant, des conditions générales de la licence souscrite par votre établissement. Toute autre reproduction ou représentation, en tout ou partie, sous quelque forme et de quelque manière que ce soit, est interdite sauf accord préalable et écrit de l'éditeur, en dehors des cas prévus par la législation en vigueur en France. Il est précisé que son stockage dans une base de données est également interdit.

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“…For Godelier (2009), issuing the institutional policies and thinking of the company members poses the biggest challenge for leaders. In some organizations, increasing investment in the training of new recruits is mostly focused on learning specific values and representations.…”

Section: Introductionmentioning

confidence: 99%

A REVIEW OF ORGANIZATIONAL CULTURE IN THE MERGERS & ACQUISITIONS PROCESS

Remanda¹

2016

JMC

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Mergers and acquisitions (M&A) are the most widespread and most reliable international operations in the strategic market. Theoretically, they can respond to a certain amount of conventional goals like creating intrinsic value and performance. Integrating an organizational culture in an M&A process can help top management from both organizations understand cultural differences as fast as possible, in order to reduce consequences. The question remains as to whether we can go from a theoretical case to a practical one and achieve results beyond expectations. In this 2015 study we took into account cultural changes, communicated them to the members going into the process, and demonstrated the fundamental role that organizational culture plays. By comparing several approaches surrounding organizational culture, we conclude that this concept should extended to further perspectives, such as the importance of acculturation, cultural tolerance and organizational identity, all present before, during, and after the M&A process.

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La culture d'entreprise. Source de pérennité ou source d'inertie ?

Cited by 18 publications

References 0 publications

The Impact of Servitization on Corporate Culture

The Impact of Servitization on Corporate Culture

Piloter le changement par un projet sur les valeurs managériales : contribution des espaces de concertation comme instrument de gestion et d’innovation de l’action publique

A REVIEW OF ORGANIZATIONAL CULTURE IN THE MERGERS & ACQUISITIONS PROCESS

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