Tout travail de recherche repose sur une certaine vision du monde, utilise une méthodologie, propose des résultats visant à comprendre, expliquer, prédire ou transformer. Une explicitation de ces présupposés épistémologiques permet de contrôler la démarche de recherche, d’accroître...

Can the process of change be deliberate, planned and controlled in an organisation? Does the management of change within an organisation consist in fighting the forces of resistance and stability? Not necessarily. Change creates unforeseen confrontation between the organisation and its actors....

Organizational life is replete with claims for emancipation. Existing approaches understand these claims either through theories of macro-emancipation (which focus on larger social structural challenges) or micro-emancipation (which focus on everyday challenges). However, these theories...

For many specialists of territorial networks, the question of governance is crucial. Nevertheless, few works have focused on this subject. In a context where this kind of network is multiplying, and in view of the mixed results of the experiments carried out up until now, this article offers a...

Postmodernism has received much more attention in anglo-saxon litterature on organizations than in french-speaking research. Referring here to Postmodernism as a style of thinking, we discuss about the nature of the postmodern proposition in organization studies. Postmodern research proposes new...

This paper aims to contribute to the literature on Critical Management Education (CME) by drawing on the work of philosopher, Jacques Rancière, whose thinking provides a means of resolving the dilemma underlying CME. It raises fundamental questions regarding the position of authority and the...

Career mobility is not something trivial and banal. It remains, in many situations, despite the values and practices of our contemporary society, an individual problem. However, management research do not give us many means to decipher and understand, at an individual level, what happens in...