Socioeconomic Approach to Management

Savall, Henri; Péron, Michel; Zardet, Véronique; Bonnet, Marc

doi:10.4324/9781315269290-3

Cited by 2 publications

(4 citation statements)

References 4 publications

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“…One of the present authors, as crisis manager, was systematically present. Our approach to this work was that of research‐intervention (Savall & Zardet, 2011). This approach emphasizes the role of the frontier actor, responding to the dual challenge of creating both scientific knowledge in the field of crisis management, and managerial skills to enable the organization to cope with potential crises in the future.…”

Section: Methodsmentioning

confidence: 99%

Listening to experts is not always wise: Unravelling the dynamics of decision‐making in the crisis cell

De Vittoris,

Lebrument,

Bousquet

2024

Contingencies & Crisis Mgmt

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The study challenges the conventional belief that expertise enhances crisis decision‐making. Analyzing crisis simulations, it reveals that crisis cells with minimal expertise achieved a commendable 69% decision quality, surpassing those with specialists. The research underscores the importance of collective intelligence and adherence to fundamental ‘metarules’ in decision‐making, irrespective of expertise. It questions the presumed benefits of expertise, suggesting that excessive reliance on experts may hinder information processing and flexibility during crises. The findings advocate for a reconsideration of the role of expertise in crisis management, emphasizing the significance of collective decision‐making and adherence to metarules. The study calls for further exploration of expert leaders' potential influence within crisis cells.

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Section: Methodsmentioning

confidence: 99%

Listening to experts is not always wise: Unravelling the dynamics of decision‐making in the crisis cell

De Vittoris,

Lebrument,

Bousquet

2024

Contingencies & Crisis Mgmt

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“…Face-to-face interviews allow accessing reality perceptions and interpretations from the interviewees' perspective since they are more affected by our research object (Wacheux, 1996). In this research, we relied on the socioeconomic approach to management (SEAM) to conduct a qualitative study (Savall & Zardet, 2011). Through its socio-economic diagnosis, this approach is concerned with giving a holistic and realistic image of the company at a given time based on interviewees' perceptions and statements.…”

Section: Methodology and Research Methodsmentioning

confidence: 99%

“…These dysfunctions are defined as "the consequence of the interaction between an organisation's structures (physical, demographic, technological, organisational, and mental) and behaviours individual behaviours, business departments, socio-professional categories, affinity group, organization taken as a whole). They are described by actors (employees and employers) in terms of discrepancies regarding the company's ortho-functioning, that is, the desired functioning of the company in opposition to the observed functioning (Savall, 2011) The socio-economic diagnosis interviews are carried out according to the HORIVERT process (Savall & Zardet, 2011) within two actions. A HORIzontal action comprises top and middle management, to which we add a VERTical action involving the employees working in two different divisions (or departments).…”

Section: Methodology and Research Methodsmentioning

confidence: 99%

“…To ensure their relevance to reality, the dysfunctions collected during interviews come in quotes as faithful as possible to what interviewees have expressed in their natural professional language. We had more than 10 "fieldnote quotes" during each interview, guaranteeing the diagnosis's richness (Savall & Zardet, 2011). The so-called "fieldnote quotes" undergo a first content analysis and are all classified into six themes of dysfunctions (Table 1) following an arborescent tree-form.…”

Section: Methodology and Research Methodsmentioning

confidence: 99%

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A Qualitative Analysis of Organisational Commitment in an Algerian Pharmaceutical Industry

Khoufaf

Nouiri

2023

BEL

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Quiet quitting, bullshit jobs , the great resignation are recurrent words referring to disturbances increasingly observed in work life and new concepts characterizing the job market. They mainly indicate the evolution of work perception, the deterioration of work relations, and a quest for meaning among employees. In this context, this research attempts to look closely into the relationship between an organisation and its employees through a qualitative case study. This paper will first present a literature review as thoroughly as possible about the evolution of the concept of organisational commitment from the 1960s up to now; the literature review will also encompass the main antecedents and outcomes of this concept on organisational performance. Then, qualitative research following the socio-economic approach to management will be conducted in the Algerian pharmaceutical industry to grasp the complexity of the concept. A series of 38 semi-guided interviews is conducted, starting with the CEO of the company and including each Division Director and Chief of Department. The results of the research allowed us to identify several pivotal ideas that are likely to hinder organisational commitment, including the size of the premises is no longer fitted to the size of the company, which deteriorates the work environment and impedes performance; lack of work organisation and information communication following the growth of the company such as the absence of a Human Resource Management and a Management control division; centralization of decision making and communication about company objectives which contributes to a blurred role distribution; HRM practices characterized by limited career evolution option and a flawed personnel appraisal process; and finally, organisational changes put the company at challenge because of resistance to change ERP, skills shortage, skills destruction, flawed training and dissonant communication.

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Socioeconomic Approach to Management

Cited by 2 publications

References 4 publications

Listening to experts is not always wise: Unravelling the dynamics of decision‐making in the crisis cell

Listening to experts is not always wise: Unravelling the dynamics of decision‐making in the crisis cell

A Qualitative Analysis of Organisational Commitment in an Algerian Pharmaceutical Industry

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