DOCSLIB.ORG

Deleuze and Organisations

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Deleuze and Organisations Deleuze and Organisations A Double Capture Harkaitz Ibaiondo March 2020 Submitted for the Degree of Doctor of Philosophy (PhD) in the Department of Organisation, Work and Technology of the University of Lancaster. 1 Declaration I declare that the content of this thesis is my own work and that it has not been submitted in any form for the award of a higher degree elsewhere. Harkaitz Ibaiondo, Tolosa, Basque Country, 2020 2 Abstract Why is it that some organisations resist much-needed change, even when change is self-evident? Why do organisations and organisational actors keep on following the same processes, rules, and strategies, even when existing organisational procedures and routines no longer seem to work? How can we account for organisational transformation, or the lack thereof? ‘We’ here does not refer to academics or researchers. It refers to organisational researchers and practitioners. In other words, how can I, as both researcher and manager, simultaneously, account for—and facilitate—the organisational transformation of the company (Sigma) where I work? The objective of this research is not (only) a conceptual understanding of organisational transformation. It is not about transformation, rather, it aims at an actual transformation. Aiming at understanding and performing transformation, this research experiments with the encounter between Sigma and the different domain of philosophy. I connect the French philosopher Gilles Deleuze’s work with the organisation I work for as a senior manager. I traverse both worlds, concepts (theory) and practices, and observe the effect of their encounter. Stated differently, this research experiments with a specific type of relationship between different elements and traces its transformations. The experiment entails observations (ethnographic fieldwork into organisational practices), the creation of concepts, and active interventions in the object of study, Sigma. Differently stated, the experiment involves what I refer to as exploration, reflection and crafting. Exploration involves detecting the affects produced by the encounter with Sigma and Deleuze’s text; a multiplicity of intensities or impressions is created. Reflection means the coming together of these impressions in a new concept of Sigma as thought experiment. Crafting entails the actualisation or embodiment of the concept in concrete practices and discourses. This is arguably a new method. It emerges from the encounter with Deleuze’s work. Similarly, a new reading of Deleuze’s work1 (I consider him a philosopher of organisation) and a transformed organisation (Sigma) emerge from their encounter. The key arguments that this thesis puts forward is that transformation happens when a specific type of relationship becomes embodied. I call this relationship ‘double capture’ or ‘nomadic traverse’. Which is conceptualised and practised throughout the thesis and the research. The key to transformation are these ‘double capture’ relationships. In this regard, the thesis expands the experiment also to the relationship with the reader--aiming at enacting a transformation rather than just reading about it. Focusing on ‘double capture’ relationships has proven transformative. Arguably, through ‘double capture’ relationships the organisation implicated in the experiment (Sigma), the field of organisation studies, Deleuzian studies, and the reader might be 1 I think that it is new, at least for Organisation Studies. 3 transformed. Undoubtedly, the research transformed from an experiment aiming at organisational transformation to my personal transformative journey, which paradoxically also entails a collective transformation 4 Table of contents Declaration 2 Abstract 3 Acknowledgements 10 Table of Figures 11 Table of Tables 12 Preface 13 Chapter 1. Making a Difference of Theory and of Practice 16 1.1. The research focus or question 16 1.2. Introduction to Sigma, Its Need for Change 17 1.3. Introduction of the researcher and manager, and theory and practice 18 1.4. Introduction of Deleuze. Using his philosophy, seriously 19 1.5. Exploring the relation between theory and practice with Deleuze. 21 1.6. Introduction to the experiment. Where Deleuze and research meet. 26 1.6.1. Experiment with double capture. Performing a transformation. 26 1.6.2. Experiment with thesis structure 27 1.6.3. Experiment with other ways of doing PhD research in Organisation Studies 29 1.7. Summary 31 Chapter 2. Sigma 33 2.1. Introduction 33 2.2. A brief description of Sigma 35 2.2.1. Sigma’s history and mission 35 Figure 1: Turnover and employees from 2002 to 2017 37 2.2.2. Sigma’s organisational chart and processes 38 Figure 2: Director level Organisational chart May 2016 38 Figure 3: Commercial department Organisational chart May 2016 38 Figure 4: Operations department Organisational chart May 2016 39 Figure 5: Product Development department Organisational chart May 2016 39 Figure 6: Process Map 2016 40 Table 1: Map of processes, adapted from “Mapa de comités Sigma 04.2017” 43 Table 2: Functional department versus Processes 44 2.3. Exploring intensities 45 2.3.1. Exploring the intensities of Sigma’s culture 45 Table 3: Current Sigma value assessment from 2014 to 2017 46 2.3.2. Exploring Sigma’s employee values 47 Table 4: Personal values assessment 2014 - 2017 47 5 2.3.3. Exploring the intensities of Sigma Board of Directors 47 2.3.3.1. Board of Directors’ value assessment. 48 Table 5: Current Sigma value assessment from the Board of Directors, 2016 48 2.3.3.2. Board of Directors’ five dysfunctions according to Lencioni. 49 Figure 7: Results of the questionnaire based on Lencioni applied to the Board 49 2.3.3.3. Board of Directors’ roles according to Belbin 50 Table 6: The Roles of the Board according to Belbin’s methodology 51 Figure 8: Excerpt from the "Delta" (2017) report in Spanish 52 Table 7: Translation of the “Delta” remarks in Figure 8 52 2.4. Encountering intensities, searching the impact of Sigma in its employees 53 2.4.1. “Sigma is a project”. 54 2.4.2. “Sigma is conditioned by its relationship to Alpha”. 55 2.4.3. “Sigma as a Navel-gazer. Looking inside rather than outside”. 56 2.4.4. Sigma has no direction. 58 2.4.5. Sigma in constant movement, always changing 60 2.5. Manager’s view on Sigma. 62 2.6. Conclusions of the Exploration of Sigma. The traverse of research and management. 64 Chapter 3. To explore Deleuze’s Organisation 67 3.1. Introduction 67 3.2. Difference in itself or kind and difference in degree 67 3.3. The effect of the coming together of singularities: Organisation, Assemblage 69 3.3.1. Introduction: Assemblage 69 3.3.2. Assemblage: consistency, the holding together 71 3.3.3. Plane of consistency, abstract machine and concrete assemblage 73 Figure 9: Assemblage’s axes 74 3.3.3.1. Abstract machine or power 74 3.3.3.2. Plane of Consistency 75 3.3.3.3. Concrete assemblage 77 3.3.3.4. The preliminary relationship between elements of the assemblage 77 Interlude 79 3.4. Relating differences: a typology of relations 80 3.4.1. The three Syntheses or legitimate relations 80 3.4.2. Axiomatics or Capitalism 83 3.4.3. Nomadic Traverse 85 3.5. Transforming organisations 86 3.5.1. Relations between practices and discourses or content and expression 87 3.5.2. Encountering the absolute outside; thought and free action 88 3.5.3. Transformative circle between virtual and actual 91 Figure 10: Products as sedimentation of a flow or process 92 6 Figure 11: Molecular lines of flight condensing in new Molar 93 Figure 12: Molar-Lines of flight-molecular-Sedimentation Circle 94 Figure 13: Transformative Actual-Virtual Circle 95 3.5.4. The Agent, the third element of assemblages 96 Chapter 4. Pragmatics 99 4.1. Introduction 99 Table 8: Pragmatics components and movements correlation 100 4.2. Exploration 101 4.2.1. Exploring Deleuze’s concepts. Reading 101 4.2.2. Exploring Sigma. Differentiating differences 101 4.2.3. Criticising representations 105 4.2.4. Observer participant 106 4.2.5. Generative Pragmatics 108 4.2.6. Transformational Pragmatics 111 Table 9: Pragmatics components and chapters correlation 111 4.3. Thinking Sigma 112 4.4. Crafting Sigma 114 4.5. Conclusion 117 Chapter 5. Thinking a potential Sigma 120 5.1. Introduction 120 5.2. The Technological Centre 122 5.3. The Centralised Organisation 124 5.4. The Business-Oriented Organisation 127 5.5. The Growing Organisation 131 5.5.1. People-oriented organisation 132 5.5.2. Desire for transformation 133 Table 4: Personal values assessment from 2014 to 2017 134 Table 3: Current Sigma value assessment from 2014 to 2017 135 Table 10: Desired culture of Sigma value assessment from 2014 to 2017 135 5.5.3. Focus on how we work together, on how we come together 136 5.5.4. Traverse of singular perspectives 138 5.6. Concluding remarks 140 Chapter 6. Interventions: Crafting the transformation of Sigma 142 6.1. Introduction 142 6.1.1. The implementation of the new abstract machine versus a continuous traverse 142 6.1.2. Is the growing organisation real? An experiment. 145 6.1.3. The interventions 147 Figure 14: Three groups of interventions 149 7 6.2. Explorative intervention 149 6.2.1. New discourses: Lencioni’s group dynamics. 149 6.2.2. New practices: Mapping relationships. 150 6.2.3. New practices and new discourses: Barrett’s cultural assessment. 150 6.2.4. The embodiment of the growing organisation: Interviews and surveys 151 Figure 15: Explorative interventions 153 6.3. The political intervention. 153 6.3.1. From exploration to crafts 153 6.3.2. Trying to change practices and discourses: The researcher’s proposals 154 6.3.3. Implementing practices as the Commercial Director 155 Figure 16: Political interventions 157 6.3.4.
Load more

Recommended publications
  • Programme Du Collège International De Philosophie Exerceront Leur Regard Sur La Collection Permanente Du Musée National D’Art Moderne
    (Éditorial) page 4 (Mécénat, soutenir le Collège) page Assemblée collégiale page 2 Renouvellement page 4 Informations pratiques page 5 (CIPh en ligne) page 19 CONFÉRENCES page 10 RENCONTRES page 13 SÉMINAIRES Philosophie/Arts et littérature page 18 Philosophie/Éducation page 24 Philosophie/Philosophies page 29 Philosophie/Politique et société page 32 Philosophie/Sciences humaines page 49 Philosophie/Sciences et techniques page 58 COLLOQUES page 63 JOURNÉES D'ÉTUDE page 67 FORUMS page 70 LES SAMEDIS, débats autour d'un livre page 73 Index des responsables page 80 Activité soutenue page 81 Obtention du programme page 83 CIPhProg2017-18S2.pdf 1 06/12/2017 11:27 CIPhProg2017-18S2.pdf 1 05/12/2017 16:5717:07 2 2 Assemblée collégiale 2016-2019 Présidente : Isabelle Alfandary Vice-présidents : Marie Gil, Vincent Jacques et Claire Pagès DIRECTEURS ET DIRECTRICES DE PROGRAMME EN FRANCE • Isabelle Alfandary : Psychanalyse et déconstruction • Christophe Angebault-Rousset : L'institution du peuple : paideia, critique, souveraineté • Pierre Arnoux : Surrégimes(s) : philosophie du système rock • Bernard Aspe : Paradigmes de la division politique • Christophe Béal : Philosophie pénale : approches contemporaines • Pascal Blanchard : Du naturant à la technique chez Spinoza, Bergson et Ruyer • Luciano Boi : La « révolution » de l'épigénétique : un changement profond de paradigme scientifique et philosophique dans les sciences du vivant et de l'homme • Julien Copin : Les aventures de l'universel. Introduction à la logique collective • Alexis Cukier : Travail
    [Show full text]
  • Perspectives on Philosophy of Management and Business Ethics Including a Special Section on Business and Human Rights Ethical Economy
    Ethical Economy. Studies in Economic Ethics and Philosophy Jacob Dahl Rendtorff Editor Perspectives on Philosophy of Management and Business Ethics Including a Special Section on Business and Human Rights Ethical Economy. Studies in Economic Ethics and Philosophy Volume 51 Series Editors Alexander Brink, University of Bayreuth Jacob Dahl Rendtorff, Roskilde University Editorial Board John Boatright, Loyola University Chicago, Chicago, Illinois, USA George Brenkert, Georgetown University, Washington D.C., USA James M. Buchanan†, George Mason University, Fairfax, Virginia, USA Allan K.K. Chan, Hong Kong Baptist University, Hong Kong Christopher Cowton, University of Huddersfield Business School, Huddersfield, United Kingdom Richard T. DeGeorge, University of Kansas, Lawrence, Kansas, USA Thomas Donaldson, Wharton School, University of Pennsylvania, Philadelphia, Pennsylvania, USA Jon Elster, Columbia University, New York, New York, USA Amitai Etzioni, George Washington University, Washington D.C., USA Michaela Haase, Free University Berlin, Berlin, Germany Carlos Hoevel, Catholic University of Argentina, Buenos Aires, Argentina Ingo Pies, University of Halle-Wittenberg, Halle, Germany Yuichi Shionoya, Hitotsubashi University, Kunitachi, Tokyo, Japan Philippe Van Parijs, University of Louvain, Louvain-la-Neuve, Belgium Deon Rossouw, University of Pretoria, Pretoria, South Africa Josef Wieland, HTWG - University of Applied Sciences, Konstanz, Germany Ethical Economy describes the theory of the ethical preconditions of the economy and of business as well as the theory of the ethical foundations of economic systems. It analyzes the impact of rules, virtues, and goods or values on economic action and management. Ethical Economy understands ethics as a means to increase trust and to reduce transaction costs. It forms a foundational theory for business ethics and business culture.
    [Show full text]
  • Talent Management: the Good, the Bad, and the Possible
    European Management Review, (2018) DOI: 10.1111/emre.12171 Talent Management: The Good, the Bad, and the Possible 1 1 2 MOLLIE PAINTER-MORLAND, SUSAN KIRK, GHISLAIN DESLANDES 1 and CAROLE TANSLEY 1Nottingham Business School, Nottingham, UK 2ESCP Europe, Paris, France In this essay we offer a critical investigation of talent management practices (TMP), which is an increasingly influential concept in contemporary organisations. We try to show how these organisational practices could have both a negative and a positive ethical impact on those identified as ‘talent’ within organisations. A critical analysis of how talent is defined, and how this impacts on individuals’ capacities for ethical reflection, allows us to highlight the ethical ambiguity inherent in talent management (TM). We then highlight examples of some ‘bad’ consequences of TM, and explore some ‘good’ counter-examples. To highlight what may be ‘possible’ in talent management, we propose a more constructive relationship between talent management and ethics based on two dimensions: (1) the acceptance of ambiguity and personal struggle and (2) the development of more qualitative approaches to performance that could enable a better understanding of and sensitivity towards the broader context within which organisations function. Keywords: talent management discourse; ethical reflection; ethical freedom; self-reflection; Foucault Introduction talent management has been described as a euphemism for the ‘use’ of elite human resources, thus failing to conform Talent management (TM) is a corporate buzzword that has to the basic ethical principle of not using people as a become a priority of boards of directors, HR managers and means to an end (Greenwood, 2002: 261).
    [Show full text]
  • Colloquium Program
    28th EGOS Colloquium Design!? July 5 – 7, 2012 in Helsinki, Finland Hosted by Aalto University & Hanken School of Economics Helsinki, Finland Colloquium Program CONTENTS General Information 8 Organizers 9 Venue 10 Sponsors and Exhitors 12 Social Events 12 Colloquium Registration Desk 14 Coffee and Lunch 16 Technical Equipment 17 Further Useful Information 17 Pre-Colloquium Events PhD Workshop 19 Post-Doctoral and Early Career Scholars Workshop 21 Paper Development Workshop: Gender and Diversity 24 Paper Development Workshop: Strategy as Practice 25 Paper Development Workshop: Organizational Institutionalism: Studying Social Agency and Institutions in Local, National and International Contexts 26 Paper Development Workshop: History and Organization Studies 28 Workshop: Work Organization, Employment and Regulation in the Retail Industry 30 Workshop on the Art of Academic Reviewing 32 EGOS Women's Network Meeting 2012 33 Other (pre-)Colloquium Meetings 34 Other/Side Events The Grigor McClelland Doctoral Dissertation Award 2011 35 CBS Punch Bowl Reception 36 SCANCOR Reception 36 Colloquium General Theme 37 Colloquium Timetable 38 Keynote Speakers 40 Plenary Sessions 42 Seminar "Building on Work of Max Boisot" 49 Meet the Editors 51 Industry-Academy Forum 52 List of Sub-themes and their Location 53 Sub-themes 01–57 57 Index of Participants, Authors & Co-Authors 278 Venue Floor Plans 304 28TH EGOS COLLOQUIUM · DESIGN!? · HELSINKI, FINLAND · JULY 2012 3 Welcome Dear EGOSians, A very warm welcome to the 28th EGOS Colloquium! Tervetuloa tämän vuoden EGOS Colloquiumiin! What theme could an EGOS Colloquium hosted in 2012’s World Capital of Design have other than – Design!? And, looking at the fl yer, the website, the program and all the Colloquium tokens, it is impossible not to see how serious this year’s organizers are about it.
    [Show full text]
  • Reconceptualizing CSR in the Media Industry As Relational Accountability
    Reconceptualizing CSR in the Media Industry as Relational Accountability Mollie Painter-Morland & Ghislain Deslandes Journal of Business Ethics ISSN 0167-4544 J Bus Ethics DOI 10.1007/s10551-016-3083-0 1 23 Your article is published under the Creative Commons Attribution license which allows users to read, copy, distribute and make derivative works, as long as the author of the original work is cited. You may self- archive this article on your own website, an institutional repository or funder’s repository and make it publicly available immediately. 1 23 J Bus Ethics DOI 10.1007/s10551-016-3083-0 Reconceptualizing CSR in the Media Industry as Relational Accountability 1,2 3 Mollie Painter-Morland • Ghislain Deslandes Received: 31 July 2014 / Accepted: 2 February 2016 Ó The Author(s) 2016. This article is published with open access at Springerlink.com Abstract In this paper, we reconceptualize CSR in the Keywords Corporate social responsibility Á Media media industries by combining empirical data with theo- Organizations Á Media Ethics Á Speed Á Paul Virilio Á retical perspectives emerging from the communication Relational accountability studies and business ethics literature. We develop a new conception of what corporate responsibility in media organizations may mean in real terms by bringing Bardoel Introduction and d’Haenens’ (European Journal of Communication 19 165–194 2004) discussion of the different dimensions of Finding a satisfactory conceptualization of CSR in the media accountability into conversation with the empirical media industries is a difficult task, both for the fields of results from three international focus group studies, con- business ethics and for communication studies.
    [Show full text]
  • Programme Février À Juin 2017
    BELZICA_CIPh_NOIR+PANTONE 3262C_BELZICA_CIPh_NOIR+PANTONE 11/01/2017 22:57 Page1 Fondé en 1983 par François Châtelet, Jacques Derrida, Jean-Pierre Faye et Dominique Lecourt, le Collège international de philosophie est un lieu où s'engagent des pratiques philosophiques nouvelles : les croisements qui s’y opèrent (avec les sciences, la littérature, les arts, l’éducation, etc.) visent à situer la philosophie aux intersections des disciplines qui dessinent l’horizon contemporain, et à renouveler son intelligence du réel par sa confrontation avec les autres domaines où se déploie l’exercice de la pensée. Le Collège privilégie l’articulation de l’enseignement et la recherche ; s’y côtoient enseignants du secondaire, enseignants-chercheurs du supérieur, chercheurs du CNRS ou d’autres organismes scientifiques, chercheurs libres enfin, tous engageant depuis leur activité intellectuelle, professionnelle ou artistique le travail de la programme réflexion à travers séminaires, colloques, conférences et février à juin 2017 publications. Composante de la ComUE Université Paris Lumières, le Collège est également lié par de nombreux accords internationaux avec des institutions conférences, séminaires, colloques, et organismes étrangers. Il vise ainsi à favoriser par le jeu journées d’étude, forums & débats. des rencontres le renouvellement des schèmes théoriques de la philosophie et de son activité critique. accès libre L’assemblée collégiale, qui met en place les orientations philosophiques et scientifiques du Collège, est composée de 50 directeurs de programme
    [Show full text]
  • Statement of the IEDC-Bled School of Management's Commitment to the PRME – Principles for Responsible Management Education
    Bled, February 23, 2018 Statement of the IEDC-Bled School of Management's commitment to the PRME – Principles for Responsible Management Education I am proud that the IEDC-Bled School of Management has been among the first signatories of the PRME and takes part among fellow-members of the PRME Champions. I am furthermore reaffirming the IEDC-Bled School of Management’s continuous support to the PRME and its mission of advancing the corporate and environment sustainability and ethics through the incorporation of universal values into curricula, research and activities of the management education, as well as through activities carried out in cooperation with its partners. In this SIP report, we describe our actions and engagement in accordance with the PRME values and initiatives. We also take this as an opportunity to better understand ourselves and our environment and to learn how to further improve. We commit to Sharing Information on Progress with our stakeholders using our primary channels of communication. This SIP report is divided into two chapters. First chapter provides general information on the IEDC-Bled School of Management’s mission and vision, points out “Responsible and creative leadership” as the main distinctive feature of the IEDC-Bled School of Management, and highlights responsibilities entrusted to the IEDC-Bled School of Management by the PRME. The second chapter presents how the PRME initiatives are integrated in the IEDC Management's teaching, learning processes and research activities, as well as in its partnerships with the Coca Cola Chair of Sustainable Development, the Unites Nations Global Compact Slovenia and by the CEEMAN Association; all partnerships being initiated by the IEDC-Bled School of Management.
    [Show full text]
  • Permanagement: a New Perspective on Management Inspired by Permaculture
    B. Business Impact Permanagement: a new perspective on management inspired by permaculture ESCP Impact Paper No 2021-25-EN Julien Marcel, Marion Rouzeaud, Yannick Meiller & Véronique Tran ESCP Business School ESCP RESEARCH INSTITUTE OF MANAGEMENT (ERIM) ESCP Impact Paper No.2021-25-EN Permanagement: a new perspective on management inspired by permaculture Julien Marcel Natwork Marion Rouzeaud Natwork Yannick Meiller ESCP Business School Véronique Tran ESCP Business School Abstract Achieving sustainable development requires sustainable management. Permaculture is an approach integrating a long-term vision in agricultural methods and creating sustainable agricultural systems. By analogy with permaculture, we propose permanagement, a framework for guiding the design, selection, and implementation of management practices, within the perspective of sustainable development. Keywords: Management, sustainability, permaculture, permanagement ESCP Impact Papers are in draft form. This paper is circulated for the purposes of comment and discussion only. Hence, it does not preclude simultaneous or subsequent publication elsewhere. ESCP Impact Papers are not refereed. The form and content of papers are the responsibility of individual authors. ESCP Business School does not bear any responsibility for views expressed in the articles. Copyright for the paper is held by the individual authors. Permanagement: a new perspective on management inspired by permaculture Introduction Sustainable development, as defined by the United Nations Organization in 1987 is a “development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” (Brundtland Commission (United Nations), 1987). Achieving such a development involves rethinking how business is conducted. One aspect of this endeavor has been to make businesses accountable for their possible negative impacts, leading for example to the so-called triple bottom line, considering social and environmental performance in addition to financial performance.
    [Show full text]
  • Thursday, October 25, 2018 (All Sessions Are on the 2Nd Floor)
    Thursday, October 25, 2018 (all sessions are on the 2nd floor) 2:00pm - 3:15pm CONCURRENT SESSIONS A A-1: Ethics in Marketing Room: Financial Ballroom I Facilitator: Andrea Foster (Brock University) Ethical Marketing Strategies: The Unique Nash Equilibrium Nagarajan Krishnamurthy (Indian Institute of Management Indore), Biswanath Swain (Indian Institute of Management Indore), Jayasankar Ramanathan (Indian Institute of Management Visakhapatanam) An Exploration of Consumer Attitudes toward Donating to Charity at Checkout Brenda Massetti (St. John's University), Iris Mohr (St. John's University), Mariellen Murphy-Holahan (St. Thomas Aquinas College) **Sustainability in Fashion Industry: Integrated Marketing Framework Leonora Fuxman (St. John's University), Iris Mohr (St. John's University) **Patrick Primeaux Best Paper Award IVBEC 2018 Nominee How Consumers Respond to Cause-Brand Alliances Involving Multiple Cause Partners: An Examination of Perceived Congruence and Reliability in a Sport Context Soyoung Joo (Siena College), Jakeun Koo (Texas Southern University), Bridget Satinover Nichols (Northern Kentucky University) A-2: Religious Perspectives in Business Ethics Room: Financial Ballroom II Facilitator: Kristine Principe (Niagara University) Morality and the Social Enterprise: A Christian Perspective Tammy Y. Arthur (Mississippi College), Kevin P. Pauli (Mississippi College) Catholic Social Teaching Principles as a Tool for Analyzing Public Policy and Business’s Role in Economic Development and Social Justice Joseph Coate (St. Bonaventure
    [Show full text]
  • Le Portique, 35 | 2015 Le Travail Désaffecté Ou La Joie, Enjeu Managérial Et Social 2
    Le Portique Revue de philosophie et de sciences humaines 35 | 2015 Philosophie du management Le travail désaffecté ou la joie, enjeu managérial et social Dispirited work or joy: managerial and social stakes Ghislain Deslandes Édition électronique URL : http://journals.openedition.org/leportique/2818 DOI : 10.4000/leportique.2818 ISSN : 1777-5280 Éditeur Association "Les Amis du Portique" Édition imprimée Date de publication : 1 mars 2015 ISSN : 1283-8594 Référence électronique Ghislain Deslandes, « Le travail désaffecté ou la joie, enjeu managérial et social », Le Portique [En ligne], 35 | 2015, document 4, mis en ligne le 10 mars 2016, consulté le 25 mars 2021. URL : http:// journals.openedition.org/leportique/2818 ; DOI : https://doi.org/10.4000/leportique.2818 Ce document a été généré automatiquement le 25 mars 2021. Tous droits réservés Le travail désaffecté ou la joie, enjeu managérial et social 1 Le travail désaffecté ou la joie, enjeu managérial et social Dispirited work or joy: managerial and social stakes Ghislain Deslandes « Il est des natures […] rares, qui aiment mieux périr que travailler sans joie […] ». NIETZSCHE, Le Gai Savoir. « Éternellement en joie pour un jour d’exercice sur la terre ». PASCAL, Mémorial. 1 « La seule voiture au monde jamais construite dans la joie ». Ce titre insolite est celui d’un chapitre du scénario 1 du film de Jean Rouch, long-métrage non moins étrange, sélectionné à Venise en 1984 et intitulé Dionysos. Celui-ci raconte l’histoire d’un Professeur d’art dramatique américain, Hugh Gray, qui décide d’avancer la date de sa soutenance de thèse consacrée à « Dionysos, ou la nécessité du culte de la nature dans les sociétés industrielles ».
    [Show full text]
  • Le Corps Organisé, Entre Contrôle Et Débordement : Le Cas Des Professions Intellectuelles Emilie Reinhold
    Le corps organisé, entre contrôle et débordement : Le cas des professions intellectuelles Emilie Reinhold To cite this version: Emilie Reinhold. Le corps organisé, entre contrôle et débordement : Le cas des professions intel- lectuelles. Gestion et management. Université Paris Dauphine - Paris IX, 2014. Français. NNT : 2014PA090059. tel-01285915 HAL Id: tel-01285915 https://tel.archives-ouvertes.fr/tel-01285915 Submitted on 10 Mar 2016 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. École doctorale de Dauphine DRM UMR CNRS 7088 Le corps organisé, entre contrôle et débordement : Le cas des professions intellectuelles THÈSE pour l’obtention du titre de docteur en SCIENCES DE GESTION (Arrêté du 7 août 2006) Présentée et soutenue publiquement par Émilie REINHOLD Directrice de thèse Professeur Isabelle HUAULT Université Paris-Dauphine Rapporteurs Professeur Éric PEZET Université Paris-Ouest Nanterre la Défense Professeur François PICHAULT HEC, école de gestion de l’Université de Liège Suffragants Professeur Ghislain DESLANDES ESCP Europe (Paris) Professeur Véronique PERRET Université Paris-Dauphine Le lundi 8 décembre 2014 à 14h30 1 L’Université Paris-Dauphine n’entend donner aucune approbation ni improbation aux opinions émises dans les thèses : ces opinions doivent être considérées comme propres à leurs auteurs.
    [Show full text]
  • Mp3) Consultation Sur Place 1 - L
    1982 Cassettes N° 1 16. 07. 1982 "Agora" 1, RUE DESCARTES - 75005 PARIS - Tél 01 44 41 46 80 1983 Horaires : du Lundi au vendredi de 9h30 à 12h30 et de 14h à 16h fermé le mercredi après-midi N° 2 10. 10. 1983 Inauguration du CIPh (MP3) CONSULTATION SUR PLACE 1 - L. FABIUS, J. LANG, J.P. FAYE, R-G. SCHWARZENBERG, J. DERRIDA N° 3 10. 10. 1983 2 - J.P. FAYE, D. LECOURT, F. CHÂTELET La N° 4 23. 11. 1983 Conférence : Yûjirô NAKAMURA (MP3) Mémoire Orale 1 - La logique du lieu et le sensus communis sur du des problèmes de la philosophie japonaise Collège contemporaine. N° 5 23. 11. 1983 2 - suite CATALOGUE DES : 1984 N° 6 18. 01. 1984 Conférence : Paul RICŒUR (MP3) 1 - Le temps raconté CONFÉRENCES, COLLOQUES, RENCONTRES, DÉBATS, FORUMS, N° 7 18. 01. 1984 2 - suite HOMMAGES… 1985 Enregistrements de 1983 à 2020 N° 8 22 .01. 1985 Forum : Jean-Claude MILNER (cassettes audio + MP3+ vidéos) Les Lumières aujourd’hui : L’incarnation des libertés 1 - J. -F. LYOTARD N° 9 22. 01. 1985 2 - suite (Cassettes manquantes) Doc édité le 13/03/2020 1 N° 10 12. 02. 1985 Forum : Yvon BELAVAL (MP3) N° 24 4 - CHAKRAVORTY SPIVAK, L. MANI Les Lumières - Du bon sens à la raison N° 25 5 - BARUM DE RAJ avec F. CHÂTELET N° 26 24.10.85 6 - R. MAJOR, S. KAKAR, M. MONTRELAY N° 27 7 - H. BIANCHI, A. NANDY N° 11 19. 03. 1985 Forum : Francine MARKOVITS N° 28 8 - F. PERALDI, M. MUKERJEE Figures paradoxales des Lumières : l’Aveugle et le N° 29 9 - M.
    [Show full text]