Essec\Faculty\Model\Contribution {#2233
  #_index: "academ_contributions"
  #_id: "742"
  #_source: array:26 [
    "id" => "742"
    "slug" => "building-sustainable-organisations-through-restructuring-the-role-of-organisational-character-in-france-and-india"
    "yearMonth" => "2003-01"
    "year" => "2003"
    "title" => "Building Sustainable Organisations through Restructuring: The Role of Organisational Character in France and India"
    "description" => "SOM, A. (2003). Building Sustainable Organisations through Restructuring: The Role of Organisational Character in France and India. <i>International Journal of Human Resources Development and Management</i>, pp. 2-16."
    "authors" => array:1 [
      0 => array:3 [
        "name" => "SOM Ashok"
        "bid" => "B00001502"
        "slug" => "som-ashok"
      ]
    ]
    "ouvrage" => ""
    "keywords" => []
    "updatedAt" => "2021-07-13 14:30:02"
    "publicationUrl" => null
    "publicationInfo" => array:3 [
      "pages" => "2-16"
      "volume" => null
      "number" => null
    ]
    "type" => array:2 [
      "fr" => "Articles"
      "en" => "Journal articles"
    ]
    "support_type" => array:2 [
      "fr" => "Revue scientifique"
      "en" => "Scientific journal"
    ]
    "countries" => array:2 [
      "fr" => null
      "en" => null
    ]
    "abstract" => array:2 [
      "fr" => "Dans l'environnement actuel, hyper compétitif et mouvant, le challenge crucial auquel ont à faire face les entreprises est la construction d'organisations durables. Une modification de l'environnement rend nécessaire une modification des choix stratégiques. En effet, les modifications des orientations stratégiques, comme les fusions acquisitions, les stratégies de lancement de nouveaux produits et de conquête de nouveaux marchés, les alliances, la diversification et l'externalisationde certaines compétences requièrent une restructuration de l'organisation et la mise en place d'un mécanisme intégratif pour consolider ces changements. Peu de recherches théoriques ont été menées à ce jour sur le rôle du réorganisateur pendant une restructuration. Celui-ci, partie intégrante de la vision, de la mission, des objectifs, des valeurs et de la  et la dynamique de direction, peut être expliqué au travers de l'histoire, de la culture, de la mémoire collective, de la connaissance, de la politique, des habitudes, des émotions et des lignes de conduite de l'entreprise. Une étude extensive et en profondeur de quatre grandes entreprises industrielles, dominant leurs marchés respectifs en France et en Inde, nous conforte dans notre conviction que le réorganisateur, défini comme le lien entre les politiques de gestion des ressources humaines, la trinité vision, mission, objectif et la dynamique de direction, est le facteur clef de succès d'une réorganisation. Basée à la fois sur des lignes de conduite spécifiques et les pratiques actuelles perçues par le top management (ceux qui définissent ces lignes de conduite) et le middle management (ceux chargés de l'implémentation de ces lignes de conduite), cet article présente un contingency framework qui permettra de comprendre le rôle du réorganisateur pendant une restructuration."
      "en" => "In today's era of hyper competition and change, one of the crucial challenges facing organizations is to build sustainable competitive organizations. Changing environment necessitates a change in strategic initiatives. The change in strategic initiatives like mergers and acquisitions, new product and market strategy, joint ventures, strategic alliances, diversification, and outsourcing calls for organizational restructuring and emplace an integrative mechanism that cements this changes. Few empirical studies have been done to date regarding the role of organizational character during an organizational restructuring process. Organizational character which is embedded in the vision, mission, goals, values and leadership can be explained in terms of history, culture, collective memory, knowledge, politics, habits, emotions and policies of the organization. An extensive in-depth study of four large, complex manufacturing organizations and market leaders in France and India, support our belief that the role of organizational character defined by human resource policies and the linkage between the vision, mission, goals, values and leadership of the organization are the key success factors during an organizational restructuring process. Based on both specific policies and the actual practices as perceived by the top management (those who formulate those policies) and middle management (those that implement them), the article presents a contingency framework, which offers valuable insights of the role of organizational character during an restructuring process."
    ]
    "authors_fields" => array:2 [
      "fr" => "Management"
      "en" => "Management"
    ]
    "indexedAt" => "2024-11-21T12:21:46.000Z"
    "docTitle" => "Building Sustainable Organisations through Restructuring: The Role of Organisational Character in France and India"
    "docSurtitle" => "Articles"
    "authorNames" => "<a href="/cv/som-ashok">SOM Ashok</a>"
    "docDescription" => "<span class="document-property-authors">SOM Ashok</span><br><span class="document-property-authors_fields">Management</span> | <span class="document-property-year">2003</span>"
    "keywordList" => ""
    "docPreview" => "<b>Building Sustainable Organisations through Restructuring: The Role of Organisational Character in France and India</b><br><span>2003-01 | Articles </span>"
    "docType" => "research"
    "publicationLink" => "<a href="#" target="_blank">Building Sustainable Organisations through Restructuring: The Role of Organisational Character in France and India</a>"
  ]
  +lang: "fr"
  +"_type": "_doc"
  +"_score": 9.347665
  +"parent": null
}