Le management des chefs de service dans le secteur social et médico-social

Foudriat, Michel

doi:10.3917/dunod.delal.2014.01.0229

Cited by 10 publications

(3 citation statements)

References 5 publications

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“…The CC introduced as a mediating variable between mutual support, sharing capacity but also the EER and the SER, is a strategic response to environmental fluctuations due to the Covid-19 crisis. Our results are similar to those in the literature that reports that CC rhymes with creativity, innovation, mobility and responsiveness (Boughzala, 2020;Boutigny, 2004;Brulhart et al, 2019;Carlier, 2016;Defé lix et al, 2014;Dufresne & Peyrat-Guillard, 2009;Dupuich, 2011;Foudriat, 2014). SMEs developing CC posture can cope, quickly but effectively, with the constraints due to changes in the environment.…”

Section: Discussionsupporting

confidence: 89%

“…Centered on formal interaction characterized by common languages, agreements and compromises with the aim of promoting consensus around definitions relating to a project of change, mutual support (SM) concerns the supports, the posture of solidarity and the strategy of their deployment (Foudriat, 2014). The dynamic capacity (DC) focused on solidarity in times of crisis is particularly beneficial for economically and strategically resilient entrepreneurship.…”

Section: Collective Competence Because Of Mutual Support and Sharing Capacitymentioning

confidence: 99%

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Collective Intelligence and Entrepreneurial Resilience in the Context of Covid-19

Mignenan¹

2021

IBR

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Research on the covid-19 pandemic, conducted to date, has clearly shown its negative impact on entrepreneurs. However, there are few relevant studies on the resilience of these entrepreneurs. Even economic stimulus packages developed by governments ignore collective intelligence, which is seen as an appropriate posture and path that can lead to the resilience of entrepreneurs in unpredictable situations. Thanks to the theoretical anchoring of collaborative management, we have developed and tested a conceptual model through the approach of deconstructing collective intelligence into (i) the sharing of capacities (ii) mutual aid (iii) collective competence and (iv) dynamic capacity. The data production was carried out through 15 semi-structured interviews and 282 surveys of Cameroonian and Chadian entrepreneurs. The results showed that mutual support (β = 0.32) and ability to share (β = 0.29) are indirectly the best predictors of economic and strategic entrepreneurial resilience. Because they participate effectively in building the collective competence of entrepreneurs in a context of crisis. This collective competence positively generates the level of variation in economic resilience (β = 0.38) and that of strategic resilience (β = 0.36). These results are the manifestation that covid-19 is boosting social dialogue between entrepreneurs. On the other hand, dynamic capacity appears less effective for the entrepreneurial economic resilience (β = 0.04) and strategic entrepreneurial resilience (β = 0.02) of the entrepreneurs studied due to the measures to combat covid-19. These findings contrast with previous research focused on entrepreneurial resilience through collective intelligence. They lead us to stress the importance of continuing research on the subject and to draw comparisons between entrepreneurs in crisis situations and those working in a stable ecosystem. The article is useful for researchers who find proven evidence that is more relevant. Then entrepreneurs will find new factors to make their entrepreneurial project viable. Finally, governments and their partners are urged to further promote entrepreneurship education based on dynamic capacity at the expense of confrontation and selfishness. Our article is part of the theory of collaborative management and organizational theory and reveals the existence of a relational contingency in the different stages of the entrepreneurial resilience process.

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Section: Discussionsupporting

confidence: 89%

Section: Collective Competence Because Of Mutual Support and Sharing Capacitymentioning

confidence: 99%

Collective Intelligence and Entrepreneurial Resilience in the Context of Covid-19

Mignenan¹

2021

IBR

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“…There is a link here with the concept of co-construction. It is defined as a process "based on the design of interactions between actors so that, as they interact, they develop agreements aimed at making definitions in relation to a change, a project or a compatible way of working" (Foudriat 2014). It is through the development of these agreements that trust is built in the change agent and in the proposed solution.…”

Section: Psychologymentioning

confidence: 99%

Challenges in Developing a Method to Support the Adoption of a Model‐Based Systems Engineering Methodology

Kozak,

Bonjour,

Mayer

et al. 2023

INSIGHT

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To improve design performance and achieve sustainability, organisations are looking to change their systems engineering practices. A model‐based systems engineering (MBSE) methodology provides a framework for integrating, associating, orchestrating, and connecting executable and interactive models. It improves early verification and validation of system specifications and architectures, as well as communication and collaboration between project stakeholders. In this sense, MBSE has a truly systemic aspect. The variables to be considered when designing a support strategy are numerous and multidimensional. As a result, this situation can lead to contradictions in the choice of actions to be implemented, or to paradoxes that are likely to slow down the progress of the deployment project with the engineers. Currently, there is no method to support teams in charge of a methodological transformation (for example, in MBSE) to facilitate the adoption of this methodology. This article identifies the main challenges involved in developing such a methodology.

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Les chefs de service à l'épreuve du changement

Malherbe¹

2015

Les Chefs De Service À l'Épreuve Du Changement

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Le management des chefs de service dans le secteur social et médico-social

Cited by 10 publications

References 5 publications

Collective Intelligence and Entrepreneurial Resilience in the Context of Covid-19

Collective Intelligence and Entrepreneurial Resilience in the Context of Covid-19

Challenges in Developing a Method to Support the Adoption of a Model‐Based Systems Engineering Methodology

Les chefs de service à l'épreuve du changement

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