Crise au travail et souffrance personnelle (PRATIQUE) (French Edition)

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  1. Muriel Pénicaud : «Le travail doit mieux payer»
  2. French | World Gastroenterology Organisation
  3. Numéros en texte intégral
  4. Mgr Georges Pontier : « La société civile ne s'organise plus par rapport aux repères chrétiens »

To lift the veil concealing authentic leadership, we look into the role of humor in CEO work through a series of conversations with CEOs of large companies in different industries. We contest the popular notion of authenticity in CEO work.

  1. Full text of "Dictionary of French and English, English and French".
  2. Theology in a Social Context: Sociological Theology Volume 1 (Ashgate Contemporary Ecclesiology).
  3. Coffee Grounds and Potato Peeling Pancakes : The Garbage We Ate to Live.
  4. La soif d’implication des salariés constitue un terreau fertile.
  5. Identity Society!
  6. The Five Pieces?
  7. Zinochka (Spanish Edition).

We argue that when authenticity is pursued for strategic or instrumental reasons, its very nature will probably frustrate any efforts to be genuine. In this light, the current quest for authentic leadership can be viewed as a diversion from the difficult work carried out by CEOs rather than a reflection of it. This paper contributes to the literature on workplace creativity by combining insights on epiphanies with theory on the embodied and relational nature of understanding.

We explore and develop the concept of epiphany, defined as a sudden and transient manifestation of insight. We start from a consideration of the importance of epiphany in the literary works of Joyce, who underlined the crucial aspect of the conjunction of different human senses seeing, hearing, smelling, tasting, touching. Next, we draw up upon the theory of insights as embodied, experientially felt qualities, as described by Mark Johnson and predecessors in pragmatism.

Using three sets of empirical snippets as aids to reasoning, we arrive at renewed understanding of epiphany as a phenomenon in creativity that is experientially multi-sensuous and collective rather than merely cognitive and individual. Epiphanies are typically manifest as a series of felt occurrences arising within collective practice, follow from a history of preparation, and do not solely involve breakthrough ideas but can also include feelings of doubt, movement, opening up or disconfirmation.

Muriel Pénicaud : «Le travail doit mieux payer»

Understanding epiphanies in this way extends research on organizational creativity as collective practice. The article suggests further attention be paid to the transient and noetic qualities of work on ideas in organizations, such as visual and material stimuli in sensorial preparations of creativity and the use of openness in marking felt insights. Research has become a key success factor for academic institutions in a growing and increasingly globalized market. In the past, many business schools appear to have had little involvement in research, but are now strategically positioned in international rankings.

We investigate in some depth the case of French business schools, and explore their research networks, focusing on the relationships between academic institutions. We use bibliometric and clustering techniques. We find that, during the last decade or so, French business schools have significantly broadened their research network—at not only the national but also the international level, meaning they have participated in the globalization of research.

Exploring the structure of the research networks of these business schools, we highlight two core structuring mechanisms: status and competition. Second, it appears that they tend to prefer to collaborate with foreign partners on the international scene rather than with other institutions with which they are in direct competition in their home country. The article discusses the strategies implemented by business schools to help and motivate their professors to enter some existing communities of established scientists invisible colleges , and the consequences of these trends for the organization of business education.

In this paper we build from the theory of energetic activation to highlight the role energizing interactions play in relation to performance and turnover. We theorize that the association between energizing interactions within organizations and turnover is mediated by individual performance. We test our hypotheses using longitudinal network data collected annually within the IT department of a global engineering consulting firm over a four year period.

Our study shows that when an individual perceives their interactions with others inside the organization as increasing their level of energetic activation, they have a reduced likelihood of voluntary turnover, but that this relationship is mediated by individual performance. Perceiving interactions as increasing energetic activation results in higher performance, which in turn actually increases voluntary turnover. This relationship is also mediated by performance.

In conclusion, we note that our findings are specific to knowledge workers with IT skills and may not be generalizable to all employees. We also suggest implications for managers and potential areas for future research. This research aims to understand how leaders with different expertise perform distributed leadership through their discursive acts. Everest via the Northern Ridge. Our research contributes to the understanding of the enactment of distributed leadership in three ways. Firstly, it provides an unprecedented description of the pattern of speech acts through which leaders perform two configurations of distributed leadership, namely coordinated leadership and collaborated leadership Spillane, Secondly, the process analysis conducted on the forecaster and team leader interactions shows that these two leadership configurations do not completely substitute for each other, contrary to what previous studies in education have argued, but can coexist during the same expedition.

Thirdly, our research contributes to a socio-constructionist perspective on leadership in showing how, while confronted with similar physical, technological, and socioeconomic conditions and demands, the team leaders and the forecasters enact noticeably different leadership configurations. But analyzing this paradox exclusively from the perspective of the antagonism between exploration and exploitation masks tensions of a different nature linked to phenomena concerning the transmission, extension and replication of existing capabilities.

In this article we apply a concept deriving from the field of project management, namely exploitative learning, which provides a broader appreciation of the diversity of learning processes located in the grey area between exploration and exploitation. Empirically, we will focus on the study of tensions between exploitative learning and performing perceived by the actors in an industrial infrastructure engineering unit simultaneously developing a number of different projects and taking on new recruits. It transpires that learning processes associated with the development of teams for new projects and the training of numerous recruits can, at the macro- and micro-structural levels, run counter to short-term logics of performance, thereby threatening the development of future capabilities.

It also enriches our understanding of exploitative learning situations by demonstrating that they require both an allocation in terms of human resources and an investment in terms of time, approaches that are hard to reconcile with short-term goals. Work-life balance has become a topic of great relevance in today's business world. In this work we present both a theoretical review on the state of art in this issue and an analysis testing the validity of the positive impact of worklife balance policies in firm performance.

For the empirical analyses of these policies on performance we evaluated a sample composed of firms listed in IBEX Findings provide support for the idea that introducing work-life balance practices benefits the company with respect to talent retention and higher employee engagement, as well as achieving a positive impact on productivity, costs and business results.

Perry, This paper examines the mediating role of trust for leadership effectiveness in a crisis and a non-crisis context. Data from employees was collected before and after the collapse of Lehman Brothers leading to the most severe crisis since the Great Depression. The findings indicate significant differences in the role played by trust for the relationships between leadership and follower selfefficacy and work effort. Trust was found to play a greater role during times of stability than during times of high uncertainty, providing a great number of questions for future research. The ubiquity of tensions and paradoxes in organizations is increasingly acknowledged, but literature is scarce on the actual practices mobilized to deal with them.

This paper explores how the social-economic tension experienced by a social enterprise is dealt with discursively through its mission statement and two websites. Work stressors, conflict asymmetries and dissatisfaction with the status quo are all negative factors which workers today are subjected to. Unfortunately, these situations occur more often than companies would want. However, negative results, despite what might be expected, do not always follow in the performances of affected employees. In this paper, through a theoretical review, it is shown under what circumstances these stressors can actually increase creative performance.

Additionally, the moderation role carried out by emotional intelligence and job control is analyzed. Conclusions and future research lines are presented. A number of studies have found that the performance of NPD projects greatly depends on the support they get from top management. However, research into why some projects get more support than others has been limited. Mobilizing the bridging perspective of social capital, we argue that project leaders need both strong ties to high-ranking others and sparseness in their networks.

Vertical strong ties bring direct support and solidarity, resulting in improved access to resources and priority over other projects; sparseness provides exposure to the full range of information and interpretations in the organization, resulting in a more accurate picture of the political landscape and thus enabling the implementation of an appropriate influence strategy.

Hence, we contribute to a very recent stream of research showing that the structural and relational dimensions of social capital are complementary. This paper builds on the relational exchange and power-dependency literature to explore the role played by specific relational antecedents that lead to the hoarding of slack resources. The hypotheses were tested on a sample of 98 French automotive component suppliers.

Moreover, the statistical results point out that the level of potential slack resources held by a supplier is explained neither by the relational behavior of the firm nor by the power-dependence equilibrium between the partners, however a high performance supplier enjoys a higher level of potential slack. Partnering constitutes an important strategy for organizations to deal with increasing environmental flux.

Empirical failures, however, still outweigh the theoretical promises of partnerships.

French | World Gastroenterology Organisation

At the same time, the field is characterized by a burgeoning albeit heterogeneous body of literature. This paper therefore aims to develop a comprehensive multidisciplinary lens on supply chain partnerships. By approaching partnerships as an inherently dynamic phenomenon drawing from organizational change literature, such a lens takes on a transformational nature. The lens integrates various bodies of literature by pointing out their specific change perspective as well as the transition zones between their underlying assumptions. Consequently, the transformational lens is employed to explore two case studies of supplier-producer dyads in the food industry.

The findings illustrate the simultaneous presence of higher management driven change and continuous change at the middle management level. The findings also aid in drawing propositions for further empirical examination and refinement of the relationship between the underlying assumptions of the transformational lens. The transformational lens contributes by facilitating a more complete picture of partnerships than would be achieved by considering each of its constituent bodies of literature in isolation, and sheds new light on the temporal aspect of partnerships.

We present research examining the role of organizational justice in the perceptions of patients visiting the urgent care department of a hospital. Patients' perceptions of uncertainty were found to mediate the relationship between waiting time and satisfaction and between waiting time and anger. Further, waiting time was significantly negatively related to procedural justice perceptions. Procedural justice perceptions were significantly positively related to distributive justice perceptions, which in turn, were significantly positively associated with satisfaction. We discuss the implications concerning managing the attitudes of waiting customers.

This paper begins from the stance that the "meaning" of collaborations, alliances or any social relationships is not automatically shared by all partners in such relationship and, indeed may, in some instances, be incomprehensible to one or more parties. This lack of a common meaning derives from the specificity of cultural constructions overlying a commonality of evolved psychological mechanisms.

By drawing extensively on anthropological theory, I construct a preliminary model to both explain this lack of common meaning, and show why certain specific safeguards identified by other researchers on alliances and collaborations are so important in collaborative relationships.

Burnout Syndrome among Emergency Department Staff: Prevalence and Associated Factors

The papers that comprise this Special Issue represent a variety of attempts at exploring the potential contributions to careers scholarship that might emerge from applying concepts and models from the so-called "new sciences," a term widely used to denote a large area of enquiry in the physical and complexity sciences. This article introduces the special issue. It explains its origins, and defines the territory that it covers, specifically, the kinds of career on which the articles focus, the meaning of the term "new science," and the kind of connections that we believe can be made between the two.

Finally, we briefly introduce each of the papers in the Special Issue. While admiring the plausible attempt of developing career theory further, via New Science ideas and framework, I argue that career theory should first start with establishing a career theory based on the behavioral and management sciences. I suggest caution when transforming ideas that may fit minerals and plants into the realm of human thinking, feeling, and behaving. In particular, career theory should reflect the changing nature of socio-economic systems and work environments, and these may not be best reflected in New Science concepts.

Dramatic changes in 21st century careers have generated the need for a new set of theoretical lenses that view careers in a more dynamic, fluid way. Several characteristics of this new complexity lens that directly apply to dynamic career systems include discontinuities in career progression, non-proportionality of effects of effort, sensitive dependence on initial conditions, viewing a system in terms of constraints and triggers for change, and the impact of mutual causality of structural emergence.

  1. Draco.
  2. True Friends (Carmen Browne).
  3. The Stewardess.

Two extensive case studies are presented and explained using these concepts, providing an expanded understanding of careers in management and in entrepreneurship. The complexity science metaphor provides an opportunity for imaginative innovations in the field of career counseling.

Numéros en texte intégral

Chaos, complexity, and self-organization are particularly important in light of the demands placed on individuals confronting the "new career" culture. This article describes the key conceptual structures of the complexity science metaphor for counseling, in general, and elaborates on the connections between those conceptual structures for the field of career counseling practice and theory at the dawn of the new career era.


This paper questions the persistent prescription, which has now also received a fillip from "new science", for corporations to be more like organisms, especially in response to turbulence in the business environment such as exists in present times. We contend that another outcome of the prevailing turbulence, the trend towards the organizational career being outmoded, is particularly ironic because the organizational career, we argue, has been the organizing device that helps corporations become organism-like and more.

Mgr Georges Pontier : « La société civile ne s'organise plus par rapport aux repères chrétiens »

It has done so in three significant ways: in developing the capacity to outlive their constituent individuals, just as multi-cellular organisms outlive their cells; in developing purposefulness-- the capacity to choose and set goals of one's own accord; and in developing even higher flexibility than organisms.

Finally, alluding to misgivings about prospective organism-like physical artifacts, the paper suggests deeper studies on the social artifact, the corporation, as being already too organism-like. This paper reflects on the first author's attempts to adapt traditional social science methods to her own purpose. The research involved developing a methodology to explore the subjective career, concerned with people's internal, self-referential views of their unfolding career experiences. The paper describes a series of problems encountered along the way, stemming directly or indirectly from the rigidity of traditional science assumptions.

In contrast, the authors find encouragement in contemporary ideas about "new science," and its imagery of a self-organizing, non-linear and interdependent world.