Article pp.185-188 du Vol.40 n°240 (2014)

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7 Contributors to this issue 11 The RFG-AIMS partnership

Caroline Hussler

13 Contradictions, paradoxes and tensions in practice Zied Guedri, Caroline Hussler, Élodie Loubaresse

29 Competing institutional logics and the evolution of organizational routines Florence Charue-Duboc, Nathalie Raulet-Croset

The paper focuses on the evolution of organizational routines which occur when organizations are confronted to the coexistence of institutional logics. The empirical case concern organizations providing telecare services for elderly frail persons in France and which face a medical and a social care logic in their activity. The routine dynamic develops when the logics’ coexistence create tensions in the activity, because of ambiguous and uncertain situations. We show that new routines hybridizing the two logics appear, and that routines appear linked to the social care logic, which is less specific.

45 Conflicts resolution mechanisms in innovation networks Élodie Gardet, Romain Gandia

This research investigates the influence of the type of conflict on resolution mechanisms used by innovation network members. Qualitative analysis of six innovation networks highlights two main results: (1) affective conflicts related to cooperation imply rather radical modalities as the exclusion, while (2) cognitive conflicts related to project’ technical aspects are rather resolved through discussion. Our data also show that the dependence of the hub firm influences the way of resolving conflicts.

S U M M A R Y

issue 240 April 2014

MANAGING (CONTRADICTORY) PRESSURES Guest Editors : Zied Guedri, Caroline Hussler, Élodie Loubaresse

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

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186 Revue française de gestion – N° 240/2014

63 Strategic decision-making through the lens of controversy analysis.

The case of an offshoring decision in the Alpin Silicon Valley Nicolas Balas

Who cares about firms’ decision-making far beyond the narrow confines of managerial and political elites? Drawing on the analysis of an offshoring decision within a paragon of French competitiveness cluster, this article aims at shedding light on the relevance of studying strategizing activities embedded into arena of public debates. The controversy analysis method adopted gave us the opportunity to decipher the process of contestation of taken-for-granted assumptions – competitiveness clusters as a lever for local embeddedness – undertaken by some stakeholder groups trying to be involved in the strategic decision-making process of the firm.

81 Counterpower and collective strategy. How to counter a powerful partner in the distribution channel?

Virginie Noireaux, Carole Poirel

The cooperation is envisaged in this article as a way for SME of a zone of activity to exercise an effective power towards a powerful common person receiving provider. The works on the collective strategies are used as a supplement to the behaviorist theories of the distribution channels to understand how a collective strategy which built itself over time, modified the relationships of power between the stakeholders. The method consisted in studying a successful case of collective management of waste, having allowed in SME to obtain from their person receiving provider of better services.

97 Integrated pluralism as a cornerstone of hybrid organizations.

The retail bank of Crédit Agricole Hélène Bovais

This research explores the conditions for reconciling multiple logics in hybrid organizations. A longitudinal study of the retail banking of Crédit Agricole suggests that cognitive compatibilities and bridging implicit theories are pre- requisites for the collective functioning of hybrids. Similarly, an organizational arrangement is unveiled: the Integrated Pluralism, which provides both diverse perspectives and social cohesion. The contributing factors of this integrated pluralism form the cornerstone of hybrid organizations.

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Summary 187

115 Organizational dynamics related to CSR.

The case of headquarters-subsidiary relationship Julie Bastianutti

The research focuses on the relationship dynamics between the HQ and the subsidiairies related to the development of CSR. What are the dynamics at work when a diversified industrial corporation handle CSR issues? To what extent does it change the interdependence of entities? The theoretical analysis focuses on the internal strategic issues related to the development of CSR and the trans- formation of the relationship-based subsidiary. The study focuses on a diversified industrial group over the period 2000-2012. The results show that a process of incomplete centralization, insofar as organizational instability remains strong both within the subsidiaries and in the headquarters-subsidiary relationship.

133 How to manage CSR. Deployment of ISO 26000 norm in a midsize organization

Amaury Grimand, Isabelle Vandangeon-Derumez, Philippe Schäfer

The instrumental vision of CSR, by reducing it to a managerial tool which is likely to lead to a sustainable competitive advantage, tends to reify the concept.

From this viewpoint, the implementation of CSR initiatives within firms is analyzed as a sequential, top-down and non-conflicting process. Contrary to this approach, we maintain that developing CSR is comparable to a learning, non-linear process, through which organizational actors transform CSR by appropriating it. However, this vision raises contradictions which need to be identified. In this perspective, we are focusing on the case of a company having decided to implant the standard ISO 26000. The analysis of its process of deployment shows contradictions inherent in CSR and in its implementation.

Then, the approach by the paradoxes shows us that these contradictions can be managed in a creative prospect.

149 Together but different: ambivalence and mimicry of organizational identification dynamics in composite teams

Marie-Rachel Jacob, Audrey Rouziès

Due to the current change in the work and employment arrangements, the composite teams composed of both regular employees and outside workers have become widespread in the workplace. These teams’ performance can’t rely on the employment status homogeneity. Taking the organizational identification as a potential performance factor, this paper contributes to the analysis of ambi- valent and specific antecedents for the team members whether they are regular employees or outside workers.

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188 Revue française de gestion – N° 240/2014

165 Interfaces, narrations and the legitimization of financialization Laetitia Legalais, Jérémy Morales

This paper examines the justifications management accountants give of their role and position in organizations. We identified four main arguments: their position in the circuit of information, their expertise in accounting and finance, the position given by senior management and their role as an interface between operations and senior management. We show that management accountants use these legitimating accounts to build a narrative that legitimizes financial management, when their intervention is in the same time legitimized by the financialization of organizations. This study thus highlights how narratives produced by specific actors are implicated in the legitimization of the connection of local practices to the global tendency towards financialization.

185 Summary

189 Instruction for authors