Article pp.173-175 du Vol.37 n°217 (2011)

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7 Editorial

11 Contributors to this issue

15 Values and HRM practices in the social economy Christophe Everaere

A study on HRM practices in social and solidarity economy (SSE) in the Rhone-Alpes has highlighted the big heterogeneity of this sector and its originality. 10% of employees work in this sector in which people are supposed to be the main resource. We sought to identify the specificities of this sector by asking managers in charge of these structures what they consider to be the values of SSE, and how these values impact on the practices of human resources management.

35 Determining key factors for performance in local territorial governance.

Case of concerted territorial sustainable development strategies Valery Michaux

At this time of deep-rooted reforms in French multi-layered territorial organisation, it is interesting to analyse how, since the 1999 LOADDT (“Loi d’orientation et d’aménagement durable des territories” or “Territorial Sustainable Strategy and Development Law”), this territorial organisation has already seen a slow but profound revolution during the last decade. This paper presents the results of a four-year study carried out into concerted territorial sustainable development strategies. We study the systems of local transversal territorial governance that managed the development and implementation of these strategies and, in particular, the key factors that determine performance in territorial governance.

61 Avoiding the wrong road of health and work management. Attention to practical experience in management at various levels

Pascal Ughetto

In the past few years, work and health issues have given rise to a series of management tools actually exhibiting a poor consideration to work. Analyzing a reorganisation from its aftermath, where individuals and groups meet difficulties to cope with their new role and even feel themselves diminished, the paper maintains that employees have their health protected when having a lot of practical experience. However, whereas this helps individuals to tackle work difficulties and remain healthy, it is not always fully taken into consideration by reorganisation processes.

issue 217 October 2011

S U M M A R Y

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File: Social Movements Organizations and Strategies

Guest Editors: Damon Golsorkhi, Henri Bergeron, Patrick Castel, Rodolph Durand, Bernard Leca

79 Social movements, organizations and strategies

Damon Golsorkhi, Henri Bergeron, Patrick Castel, Rodolph Durand, Bernard Leca

93 Châteaux versusGarages: Social movements and collectives identities at Saint-Emilion

Grégoire Croidieu, Philippe Monin

In this article, we examine the emergence of collective identities. Collective identities are depicted as a political project organized by some activists who take advantage of political opportunities to mobilize and challenge an established competitive order. Our case study focuses on an identity social movement, called the garage wine movement – localized in Saint-Emilion in the Bordeaux wine region – that challenges the châteaux as the dominating organizational form. We identify four processes leading to the emergence of the garagist identity: theorization, labelization, resonance and polarization. In the field of organization theory, this case study contributes to social movement and strategic group identity literatures.

117 Boundary organizations and institutional maintenance. The case of the French asbestos permanent committee

Hélène Peton

How to defeat a social movement? The authors focus on the role of boundaries organizations in the institutional work engaged in the logics of maintenance.

They study the case of the CPA (Asbestos Permanent Committee) as a boundary organization in the process of maintenance of an institutionalized practice through the “controlled use of asbestos”.

137 Autopsy of a social movement: Société générale (1992-1994) Rahma Chekkar-Mansouri, Stéphane Onnée

This research aims at better understanding how an organization react in a context of social movement. It more precisely carries on collective actions conducted by employees and their representatives against managers. Owing to a literature review, we tried to characterize and schematize the social movement of employees and the reactions of managers to this kind of movement. To illustrate and validate the reading grid we suggested, we had recourse to the case of the Société Générale (SG) by using data relating to a social movement lived by this bank in 1992-1994.

174 Revue française de gestion – N° 217/2011

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155 Institutional work of AMAP movement Émilie Lanciano, Séverine Saleilles

The AMAP movement will soon be 10 years old. In this paper, we aim attack ling the issues of the development of new social economic movements from the point of view of their institutionalization. According to certain studies or observers, institutionalization means that social movements become integrated into the logic of the market. On the contrary, we develop an analysis based on institutional work, which focuses on what the protagonists of the social movements do in order to create and set up new rules and new institutions. We propose to trace the history of how new market rules are created by emphasizing the activities and intentions of the protagonists. We also concentrate on the various internal problems that they have come across and that they continue to face to day.

173 Summary

Summary 175

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