Year
2004
Authors
BOURGUIGNON Annick, JENKINS Alan
Abstract
The paper argues that organizational change programmes are frequently backed by appeals to “coherence” -this understood as a harmonious fit between the different variables (strategy, policies, management systems) conducive to better performance. In comparison, recourse to psychological notions of coherence is far less widespread. The history of one such change programme in a large French firms is used to illustrate these ideas and highlights the tension between these two, quite different, notions of coherence.
BOURGUIGNON, A. et JENKINS, A. (2004). Changer d’outils de contrôle de gestion ? De la cohérence instrumentale à la cohérence psychologique. Dans: Actes de la 1ère Journée : Gestion des Ressources Humaines et Contrôle de Gestion – Les aspects humains de l’audit et du contrôle de gestion. Université de Rennes 1, IGR, pp. 85-109.