Numero de revue : 313 Année de publication : 2009
Auteurs : Xavier Hollandts
Employee participation in decision-making has remained a very limited phenomenon restricted to a few isolated experiments. In contrast, employee participation in ownership has grown considerably, particularly in the past twenty years. Participatory management is inseparably linked to the combination of these two aspects. This article sets out to analyze historically an iconic case of a firm that developed an original organizational structure of participatory management in order to identify the conditions that favor the success of this kind of project. We stress in particular the fundamental role of the managing director’s personal commitment as well as the importance of the psychological aspect in the success of this kind of project.
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