24 research outputs found
The Entrepreneur and the Community in the Battle Against Poverty: The Case of the First Community Health Center in the US
International audienc
Social entrepreneurship and community organizing, allies or rivals in the battle against poverty? the case of the first community health center in the US
International audienc
La loi dâairain de lâoligarchie : mythe ou rĂ©alitĂ© ? Une Ă©tude de cas
International audienc
Strategic rationalization and institutional work in the non-profit sector: The case of a French a mutual insurance company
International audienc
RĂŽle de la planification stratĂ©gique dans lâĂ©volution des entreprises sociales. Le cas dâune mutuelle dâassurance
International audienceMuch has been written about compliance of social enterprises to market imperatives, but relatively few studies of the process by which these organizations maintain their identity over time have been carried out. This article explores the case of a French mutual insurance company engaged in a participative strategic planning between 2007 and 2009. By analyzing the dynamics underpinning this process, the tensions that emerge and the way they are dealt with, this study shows that the balance enabling organizational change and maintenance of its model is rather precarious.Si la littĂ©rature sâest largement intĂ©ressĂ©e Ă la conformation des entreprises sociales aux contraintes de marchĂ©, elle a peu documentĂ© les mĂ©canismes Ă travers lesquels ces organisations sâefforcent en mĂȘme temps de prĂ©server leur identitĂ©. Cet article explore le cas dâun projet dâentreprise Ă©laborĂ© entre 2007 et 2009 au sein dâune mutuelle dâassurance française. En analysant les dynamiques qui sous-tendent ce dispositif, les tensions qui sây font jour et la maniĂšre dont ces derniĂšres sont gĂ©rĂ©es, lâarticle montre dans quelle mesure les Ă©quilibres trouvĂ©s pour permettre Ă lâorganisation dâĂ©voluer en maintenant son modĂšle sont gĂ©nĂ©ralement prĂ©caires
Democracy on Trial: The Issues of Engagement and Competence of Stakeholders in the Making of Strategy
International audienc
RĂŽle de la planification stratĂ©gique dans lâĂ©volution des entreprises sociales. Le cas dâune mutuelle dâassurance
International audienceMuch has been written about compliance of social enterprises to market imperatives, but relatively few studies of the process by which these organizations maintain their identity over time have been carried out. This article explores the case of a French mutual insurance company engaged in a participative strategic planning between 2007 and 2009. By analyzing the dynamics underpinning this process, the tensions that emerge and the way they are dealt with, this study shows that the balance enabling organizational change and maintenance of its model is rather precarious.Si la littĂ©rature sâest largement intĂ©ressĂ©e Ă la conformation des entreprises sociales aux contraintes de marchĂ©, elle a peu documentĂ© les mĂ©canismes Ă travers lesquels ces organisations sâefforcent en mĂȘme temps de prĂ©server leur identitĂ©. Cet article explore le cas dâun projet dâentreprise Ă©laborĂ© entre 2007 et 2009 au sein dâune mutuelle dâassurance française. En analysant les dynamiques qui sous-tendent ce dispositif, les tensions qui sây font jour et la maniĂšre dont ces derniĂšres sont gĂ©rĂ©es, lâarticle montre dans quelle mesure les Ă©quilibres trouvĂ©s pour permettre Ă lâorganisation dâĂ©voluer en maintenant son modĂšle sont gĂ©nĂ©ralement prĂ©caires
Capitalism, Mutualism and Democracy in the insurance sector : Strategizing and the issue of change in a French mutual
Nous en savons encore peu sur la maniĂšre dont les organisations gĂšrent la complexitĂ© de lâenvironnement dans lequel elles Ă©voluent, et en particulier sur les moyens quâelles mettent en Ćuvre pour rester « elles-mĂȘmes » tout en rĂ©pondant aux pressions, parfois contradictoires, qui sâexercent sur elles. Cette question apparaĂźt particuliĂšrement prĂ©gnante pour les organisations qui se revendiquent dâun modĂšle alternatif au modĂšle dominant issu du systĂšme capitaliste, et qui prĂ©sentent un caractĂšre hybride, câest-Ă -dire qui poursuivent une mission sociale en exerçant une activitĂ© commerciale. Dans cette thĂšse, nous nous intĂ©ressons au cas dâune mutuelle dâassurance française, la Ma, et du dispositif de planification stratĂ©gique quâelle a mis en place entre 2007 et 2009. Nous appuyant sur une Ă©tude qualitative aux niveaux macro, meso et micro et sur une approche « par lâoutil », nos rĂ©sultats nous permettent de mettre en Ă©vidence les dynamiques divergentes et les tensions qui traversent la Ma et quâelle doit parvenir Ă concilier, Ă intĂ©grer, si elle ne veut pas disparaĂźtre ou perdre de vue sa mission sociale. Nous montrons que cette conciliation repose Ă la fois sur la forme complexe du dispositif quâelle met en Ćuvre, dont la principale caractĂ©ristique est de revendiquer un caractĂšre participatif et dĂ©mocratique ; et sur le travail des acteurs Ă lâintĂ©rieur de lâorganisation, qui dĂ©montrent une capacitĂ© Ă se saisir des enjeux stratĂ©giques qui se posent Ă la Ma et Ă sâimpliquer dans les rĂ©ponses Ă y apporter. Cette recherche entend contribuer Ă la littĂ©rature institutionnelle relative Ă la gestion de la complexitĂ© au niveau organisationnel et Ă la « maintenance » des organisations hybrides en particulier. Elle sâadresse Ă©galement Ă la littĂ©rature sur la pratique de la stratĂ©gie, en se saisissant de la question du rĂŽle de la planification stratĂ©gique dans lâ« intĂ©gration » des tensions organisationnelles. Enfin, elle prĂ©tend Ă©clairer sous un angle rarement employĂ© et pourtant riche, celui de lâoutil, la question de la dĂ©mocratie et de la participation dans les organisations.How organizations cope with institutional complexity remains largely unexplored. Little is known, in particular, on how organizations manage to preserve their identity while responding to the often- conflicting demands of their environment. This issue is even more salient within hybrid organizations, ie. organizations which pursue a social mission through commercial activities, because they have to deal with intrinsic tensions between divergent logics. This dissertation focuses on the case of a French mutual insurance company, the Ma, and on the process of strategic planning it has implemented from 2007 to 2009 to elaborate its orientations. Based on an ethnographic observation of this process and a qualitative analysis at the macro, meso and micro levels, my results show that the Ma is indeed a hybrid and that to evolve and avoid mission drift, it had to overcome its internal tensions and integrate divergent dynamics of âmaintenanceâ and âcomplianceâ. The dissertation further explores the role played by the strategic planning process in this integration. In this case, it was achieved through both the complex shape of the apparatus of strategic planning, which main features were participation and democracy; and the work of internal actors, who demonstrated an ability to seize the strategic issues facing the Ma and to get involved in the drafting of relevant responses. This research aims to contribute to the institutional literature on the organizational responses to institutional complexity and to the "maintenance" of hybrid organizations in particular. It also addresses the literature on the practice of strategy by referring to the role of strategic planning in the integration of organizational tensions. Finally, it sheds light on the issue of democracy and participation in organizations through a tools-based approach, which is rarely used yet highly instructive
Strategic rationalization and institutional work in the non-profit sector: The case of a French a mutual insurance company
International audienc
La loi dâairain de lâoligarchie : mythe ou rĂ©alitĂ© ? Une Ă©tude de cas.
International audienc