119 research outputs found
Faire des présentations, c’est travailler, mais comment ? Diapositives numériques et chaîne d’activités dans des services marketing
Les diapositives numĂ©riques foisonnent dans les entreprises et leurs prĂ©sentations orchestrent la vie organisationnelle. Comment expliquer cette omniprĂ©sence ? En nous appuyant sur une observation participante chez un opĂ©rateur de tĂ©lĂ©phonie mobile français, complĂ©tĂ©e par des entretiens, toujours dans l’univers professionnel du marketing, nous considĂ©rons dans cet article que « faire des prĂ©sentations » est un travail et tentons de saisir ses formes. Ce travail se concrĂ©tise dans une chaĂ®ne d’activitĂ©s (concevoir ces documents, les prĂ©senter, y donner suite) qui s’articule Ă des intentions (concevoir ces documents en s’appuyant sur de l’existant, les prĂ©senter de façon rythmĂ©e et orientĂ©e, tenter ensuite de stabiliser leur interprĂ©tation) et s’imbrique dans des modes de fonctionnement prĂ©gnants en milieu organisĂ© (mode projet, rĂ©currence des rĂ©unions, du contrĂ´le hiĂ©rarchique, rĂ©daction collaborative de documents, travail de mĂ©diation).Digital slides abound in business presentations and these presentations orchestrate organisational life. How can we explain this ubiquity? By conducting an ethnographic study using participant observation of a French mobile phone operator, supplemented by interviews, always in the professional world of marketing, we will maintain that “doing presentations” is a job and we try to capture its form. This job takes place as part of a series of activities (design documents, present them, implement them) that set out intentions (design documents based on existing ones, oriented and rhythmic presentations, attempt to stabilize their interpretation) and is integrated in the usual functioning of an organisation (project mode, recurring meetings, hierarchical control, collaborative drafting of documents, mediation work).Las diapositivas numĂ©ricas tienen Ă©xito en las empresas y su presentaciĂłn orquesta la vida organizacional. Como puede explicarse esta omnipresencia ? Apoyándonos sobre una observaciĂłn participante en el marco de una empresa operadora de telefonĂa mĂłvil francesa, completada por unas entrevistas en el universo profesional del marketing, hemos considerado importante entender las formas que toma este trabajo de “realizar presentaciones”. Este se materializa en una cadena de actividades (diseñar esta documentaciĂłn, presentarlos, continuarlos, etc.) articulada con intenciones (diseñar esta documentaciĂłn sobre la base de lo que existe actualmente, presentarla con ritmo y buscando orientar, intentar luego estabilizar su interpretaciĂłn) e integrada en las modalidades de funcionamiento preponderantes de los entornos organizados (modalidad de proyecto, recurrencia de las reuniones, del control jerárquico, redacciĂłn colaborativa de documentos, trabajo de mediaciĂłn)
"It is Not Because You Have Tools that You Must use Them"
International audienceWe conducted a retrospective study on the experimental deployment of a telemedicine toolkit in ten nursing homes. The purpose of the experiment was to see whether the use of these toolkits could allow for better cooperation between nursing homes and the local emergency medical dispatch center to avoid sending costly vehicles and having elderly people unnecessarily discharged at the hospital. We investigated the domestication process of these toolkits by nurses and orderlies from the nursing homes. Our findings show different levels of domestication: for some of the nursing homes, the lack of practical relevance of the toolkit in emergencies and the difficulty to borrow artifacts from doctors prevented complete adoption. For three nursing homes, domestication occurred in an unexpected way in the sense that the objective of the domestication changed. These findings led us to provide recommendations for projects aimed at improving inter-organizational cooperation through artifacts
X-Innovation: Re-Inventing Innovation Again and Again
Innovation is an old word, of Greek origin, that came into the Latin vocabulary in the early Middle Age and into our everyday vocabulary with the Reformation. However, it is only during the second half of the twentieth century that innovation became a fashionable concept and turned into a buzzword. It gave rise to a plethora of terms like technological innovation, organizational innovation, industrial innovation and, more recently, social innovation, open innovation, sustainable innovation, responsible innovation. We may call these terms X-innovation.In this way, X-innovation is the latest step to give sense to a century-old process of enlargement of the concept of innovation. Over the last five centuries, innovation enlarged its meaning from the religious to the political to the social to the economical. X-innovation is the more recent such enlargement. It Is the continuation, under new terms, of the contestation of technological innovation as the dominant discourse of the twentieth century.How can we make sense of this semantic extension? Why do these terms come into being? What drives people to coin new terms? What effects do the terms have on thought, on culture and scholarship and on policy and politics? Which forms of contestation and appropriation ensue around certain X-innovations? How do they shape, and are shaped by, broader social trends? How to they relate to questions of power and inclusion
Environnement sollicitant, management des pratiques professionnelles et rapport au travail : le cas des communicants internes
International audienc
Évaluation d’un dispositif de télémédecine et production de connaissances sociologiques : une conciliation possible ?
International audienc
La fatigue des élites, le capitalisme et ses cadres, François Dupuy, Le Seuil, Collection La République des idées (2005), (96 pages)
International audienceDans cet essai scindé en quatre chapitres (« la baisse tendancielle du taux de motivation », « la déprotection des cadres », « les errements du management », « que faire ? »), François Dupuy décrit énergiquement les mutations du monde du travail affectant actuellement les cadres. Après avoir isolé a minima cette catégorie d'individus (ceux qui détiennent le statut de cadre), il dessine l'évolution de leur sort au cours des 30 dernières années, fort de son expérience de sociologue, d'intervenant en entreprise et d'enseignant à l'INSEAD
Valoriser au plan académique une « évaluation » en évitant l’instrumentalisation inversée
National audienceCet article analyse l'évaluation d'une expérimentation en télémédecine d'urgence que nous avons réalisée. Ce travail avait pour finalité sa valorisation académique. Nous exposons que pour y parvenir, le cadre de l'évaluation est à déborder, notamment en analysant le matériau recueilli dans une double temporalité. Symétriquement, l'évaluation déborde sur le processus de recherche, ce qui peut lui bénéficier. Enfin, nous discutons dans ce contexte le thème de l'instrumentalisation inversée (le sociologue profite de ses commanditaires pour les besoins de sa recherche) et indiquons comment nous avons essayé de l'éviter
Organizational Sense: A Notion for Studying Emerging Organizational Professionalism at Work
This article examines organizational professionalism at work and in action. I focus on how organizational professionalism emerges in the workplace and what kinds of situated skills are involved. Organizational professionalism is explored in three dimensions (activity, politics, and ethics), from which the notion of organizational senseis developed. Organizational sense has three accepted meanings. The first accepted meaning relates to everydayness and ecologies of action. It has collective, material, and informational dimensions, and is distributed between people and objects. The second accepted meaning concerns the political dimension of performing a professional activity and its sensitivity (attentiveness, discernment, etc.). The third accepted meaning concerns ethics and examines loyalty toward an organization. The notion of organizational sense is illustrated by means of fieldwork with a population of internal communicators working in seven major French organizations.
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