Portail d'archives ouvertes de Grenoble École de Management
Not a member yet
1408 research outputs found
Sort by
DESIGNING EXPERIENTIAL TRAINING IN LEAN PRODUCT DEVELOPMENT: A COLLABORATION BETWEEN INDUSTRY & ACADEMIA
No full textInternational audienceThis paper presents how collaboration between academics and industry initiated in the context of a local innovation consortium led to the design of a training programme in lean development. The approach inspired from design thinking principles was developed by an interdisciplinary team of researchers in R&D efficiency and agile project management, pedagogical advisors, specialists in serious game design and project management from academia, lean experts and engineers from the company. Intense collaboration, experience-based inspiration, rapid prototyping including engineers from the company, observers from university, quick learning loops and feedback, contributed to the development of this training programme. This collaboration favoured discussion in terms of expectations from the company and setting up the foundation of the training programme including the constraints of deploying the course for up to 2000+ targeted people worldwide. Experiential learning through serious games and case studies is the pedagogical foundation of the teaching material. The paper discusses the training design process, hypothesis and objectives. All stakeholders learnt from this design thinking approach, leading to innovative training co-creation and demonstrating the richness of interdisciplinary teamwork and relevance of a user-centred approach for lifelong learning training design
« Warming is coming » : « Game of Thrones » est aussi une fable sur la menace climatique
No full textInternational audienc
La démocratie organisationnelle autrement : l’exemple des hiérarchies à domination inversée
No full textInternational audienceThe current article concerns the possibility for companies to adopt radical democratic practices. To that purpose, the authors build on the ‘reverse dominance hierarchy’ concept, which applies to organizations in which a hierarchical structure paradoxically fosters equality and democracy. An ethnographic study of a worker co-operative is used to describe the egalitarian ethos, the mechanisms by which power is contained, and the atypical roles of managers that are characteristic of such organizations.Le présent article s’intéresse aux entreprises en tant que lieux possibles d’adoption de pratiques démocratiques radicales. Pour cela, les auteurs s’appuient sur la notion de « hiérarchie à domination inversée », qui caractérise des organisations dans lesquelles la structure hiérarchique est paradoxalement mise au service de l’égalité et de la démocratie. L’étude ethnographique d’une coopérative de salariés leur permet de décrire l’ethos égalitaire, les pratiques d’endiguement du pouvoir et les fonctions atypiques des manageurs propres à ce type d’organisations
How much load flexibility can a euro buy? Findings from a contingent valuation experiment with companies in the German commerce and services sector
No full textInternational audienc
Do Incentives Contracts Lead to Higher Risk-taking? The Impact of Executives' Characteristics
No full textInternational audienc
La démocratie organisationnelle autrement : L'exemple des hiérarchies à domination inversée
No full textInternational audienceThe current article concerns the possibility for companies to adopt radical democratic practices. To that purpose, the authors build on the ‘reverse dominance hierarchy’ concept, which applies to organizations in which a hierarchical structure paradoxically fosters equality and democracy. An ethnographic study of a worker co-operative is used to describe the egalitarian ethos, the mechanisms by which power is contained, and the atypical roles of managers that are characteristic of such organizations.Le présent article s’intéresse aux entreprises en tant que lieux possibles d’adoption de pratiques démocratiques radicales. Pour cela, les auteurs s’appuient sur la notion de « hiérarchie à domination inversée », qui caractérise des organisations dans lesquelles la structure hiérarchique est paradoxalement mise au service de l’égalité et de la démocratie. L’étude ethnographique d’une coopérative de salariés leur permet de décrire l’ethos égalitaire, les pratiques d’endiguement du pouvoir et les fonctions atypiques des manageurs propres à ce type d’organisations
Do Incentives Contracts Lead to Higher Risk-taking? The Impact of Executives' Characteristics
No full textInternational audienc
Exploring the diffusion of low-energy houses: An empirical study in the European Union
No full textInternational audienc
Where the Heart Functions Best: Reactive–Affective Conflict and the Disruptive Work of Animal Rights Organizations
No full textInternational audienceWe study the emotive aspect of institutional work performed by U.S. animal rights organizations (AROs) attempting to disrupt industrial practices in modern factory farming operations perceived to be abusive to animals. Drawing on an inductive, qualitative analysis of interviews with ARO advocates, as well as textual and visual archival data collected from AROs’ websites, we argue that the suppression of emotion plays a critical role in AROs’ disruptive work. We find that advocates are motivated to suppress their emotions by a perceived incompatibility between their reactive emotional displays and their affective commitment to institutional work, or what we label reactive–affective conflict. We show how two triggers of reactive–affective conflict—potential supporters’ investment in the status quo and emotive norms governing institutional work—encourage ARO advocates to suppress their emotions in face-to-face interactions with audiences while attempting to elicit emotions via visuals as their strategy of disruptive work. We contribute to the literature on the strategic use of emotion in institutional work by highlighting important relationships between the characteristics of potential supporters, the nature of institutional work, and institutional workers’ management of their own emotions to further their institutional projects. In doing so, we add needed nuance to extant conceptualizations of how emotion is strategically deployed as part of purposeful efforts to create, maintain, and disrupt institutions
The New Career starts after entrepreneurial Life
No full textInternational audienceThis chapter seeks to contribute to the understanding of the behavior of senior women entrepreneurs by answering the following question: “Why do women (senior) entrepreneurs decide to become engaged in formal entrepreneurial networks?” By examining the established literature on the link between networks and performance, especially for senior women entrepreneurs, and the literature on legitimacy with a neo-institutional perspective, and based on a mixed study approach, we establish an explanatory model of how the quest for legitimacy could explain the engagement of senior women entrepreneurs in professional networks