Article pp.169-171 du Vol.35 n°193 (2009)

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9 Contributors to this issue

13 A few lessons from the crisis

Jérôme Barthélemy, Jean-Marie Doublet

15 Financial crisis: what lessons to be drown for finance?

Michel Albouy

21 Strategy in crisis time Franck Tannery

29 Management control after the crisis: stubborn expertise of numbers or complex inquiry?

Philippe Lorino

37 The crisis and its impact upon Human Resource Management Maurice Thévenet

43 Marketing in economic crisis: between lasting solutions and marketing the crisis

Bernard Pras

51 What impacts of crisis on logistics?

Gilles Paché

File: Power productivitie(s)

Guest Editors: David Courpasson, Damon Golsorkhi

61 Power productivitie(s). Resistance(s) and power(s) in and around the second modernity’s organizations

David Courpasson, Damon Golsorkhi

issue 193 April 2009

S U M M A R Y

Cet article des Editions Lavoisier est disponible en acces libre et gratuit sur archives-rfg.revuesonline.com

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73 “Crazy people” in organizations? Study of productive resistance Françoise Dany, Frank Azimont

This paper is about a form of resistance, so far over glossed in the literature, which involves actors who overtly claim their wish to transform practices within their organizations, still without using the traditional resistance channels, such as unions or social movements. Despite pressures, and penalties in case of failure, managers of a multinational are daring to act against the good management recommended practices of their organization to launch a product which is less profitable than other options they could have considered.We are mobilizing the concept of productive resistance to account for this form that goes beyond subjective resistance, that is to say, the expression of the resistant’s’ identity.

89 Contention development and organizational action: the rare diseases case Isabelle Chalamon

This article deals with the development of contention through the case of the mobilization in favour of rare diseases in France. It stresses the main factors explaining the emergence of this patients organized contention in the face of therapeutic deadlock and lack of health care. This research also underlines a recent evolution of the health care sector: the increasingly central role played by a new political actor - the patient - through the associations in charge of making their voices heard.

107 Organizations and resistance: (Un)usual actors, (un)usual settings Ignasi Martí

The objective of this paper is twofold. First, to argue that the study of often- neglected actors, settings and institutions, may shed light on how existing routines, practices and worldviews are resisted, transformed, disrupted. Second, this paper argue for the study of different forms of what some authors have recently called productive or creative resistance and in particular for the study of how actors that have been seen typically as challengers, struggle to collaborate with incumbents in order to improve – rather than turning it upside down – the system from its margins and from within it.

133 Power. An institution based view ? Isabelle Huault, Bernard Leca

Institutional researchers have recently paid more attention to power. Yet, most of these works consider actors and the way they can manipulate institutions.

This paper offers another approach by focusing on institutions. We argue that the institutionalization process is a process whereby practices, tools and patterns that are institutionalized acquire some power to shape actors’ actions.

We distinguish three dimensions of power, episodic power, domination and 170 Revue française de gestion – N° 193/2009

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control that correspond to three steps of the institutionalization process. Once taken for granted, institutions are enforced by actors rather than manipulate by them in a strategic way. We discuss the implications for research in organizations as settings where multiple such institutionalized practices exist and possible connection with critical social theory.

151 Managerial hegemony and resistance within multinationals Florence Palpacuer, Nicolas Balas

The paper adopts a neo-gramscian perspective to explore phenomena of resistance against the new managerial hegemony within large multinational corporations. The comparative study of strategies adopted by local actors at two production sites threatened by plant closure decisions reveals a variety of forms of resistance allowing to produce a counter-hegemonic project.

169 Summary

172 Instructions for authors

Summary 171