P. Denis, M. Cossette, N. Lemieux, Kathleen Bentein
{"title":"Introduction au numéro thématique - Changements et interventions organisationnelles","authors":"P. Denis, M. Cossette, N. Lemieux, Kathleen Bentein","doi":"10.7202/1110523ar","DOIUrl":"https://doi.org/10.7202/1110523ar","url":null,"abstract":"","PeriodicalId":358794,"journal":{"name":"Humain et Organisation","volume":"40 3‐4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140726877","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Many organizations are considering reconfiguring their workspaces to optimize them. While studies (Brunia et al., 2016; Dunford et al., 2013; Hoendenvanger et al., 2016) on open and flexible spaces tend to show mixed results, it is important to consider experimenting and transitioning to these new spaces so that they best meet the needs of the change recipients and the organization. A pilot project was built for recipients to experiment with new spaces. A support team followed 15 cohorts of about 15 people for two to three months each, over three years. Exploratory action research in a university setting made it possible to collect qualitative data from weekly follow-up meetings, a survey, and videotaped statements. Concept maps created (Davies, 2011) from 260 verbatim excerpts illustrate the hierarchical relationships between critical factors and their psychosocial effects. The results show three critical factors. The diversity and flexibility of the layouts facilitated adaptation and created a sense of increased performance by meeting the needs for focus, privacy, and teamwork. Physical proximity contributed to increased social interaction and accessibility to colleagues and managers, leading to collaboration and a sense of well-being. Change management fostered the perception of organizational support and spatial appropriation. Change management practitioners and leaders might consider a transition period of a few months for learning and monitoring of recipient groups before final decisions are made. The results obtained need to be contextualized and could vary by type of position. The effects of these spaces in the long term and consideration of tasks performed during the days spent in the office would be interesting leads for future studies.
{"title":"Cartes conceptuelles des facteurs critiques à la transition vers des espaces ouverts et flexibles sur la performance et le bien-être","authors":"Marie-Élaine Pelletier, C. Bareil","doi":"10.7202/1110525ar","DOIUrl":"https://doi.org/10.7202/1110525ar","url":null,"abstract":"Many organizations are considering reconfiguring their workspaces to optimize them. While studies (Brunia et al., 2016; Dunford et al., 2013; Hoendenvanger et al., 2016) on open and flexible spaces tend to show mixed results, it is important to consider experimenting and transitioning to these new spaces so that they best meet the needs of the change recipients and the organization. A pilot project was built for recipients to experiment with new spaces. A support team followed 15 cohorts of about 15 people for two to three months each, over three years. Exploratory action research in a university setting made it possible to collect qualitative data from weekly follow-up meetings, a survey, and videotaped statements. Concept maps created (Davies, 2011) from 260 verbatim excerpts illustrate the hierarchical relationships between critical factors and their psychosocial effects. The results show three critical factors. The diversity and flexibility of the layouts facilitated adaptation and created a sense of increased performance by meeting the needs for focus, privacy, and teamwork. Physical proximity contributed to increased social interaction and accessibility to colleagues and managers, leading to collaboration and a sense of well-being. Change management fostered the perception of organizational support and spatial appropriation. Change management practitioners and leaders might consider a transition period of a few months for learning and monitoring of recipient groups before final decisions are made. The results obtained need to be contextualized and could vary by type of position. The effects of these spaces in the long term and consideration of tasks performed during the days spent in the office would be interesting leads for future studies.","PeriodicalId":358794,"journal":{"name":"Humain et Organisation","volume":"93 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140726103","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The workplace is not free from gender bias. In recent years, efforts to eradicate gender-based discriminatory behaviours at work have emerged (EIGE, 2021). However, a form of sexism still seems to be accepted because of its subjectively positive dimension: benevolent sexism (Glick & Fiske, 1996). This qualitative study examines the perception of benevolent sexism among female civil engineers, its potential impact on their career projections, and the strategies used to cope with benevolent sexist micro-aggressions. Semi-directed interviews were conducted with seven female civil engineer participants. The interviews were then analysed according to the steps of the interpretative phenomenological analysis method (Smith, 1996), combining a vertical and a horizontal analysis. Our results show a low perception of benevolent sexism by the participants interviewed and a very limited effective impact on their career projections. Seven coping strategies emerged from the interviews: confronting, desensitizing, recontextualizing, seeking support, refocusing, taking collective action, and leaving the company. The results obtained in this research can be explained by a habituation to sexist behaviours during studies in a predominantly male field, the importance of the contextual elements, particularly the high rate of employability of these women, and the potential effectiveness of the coping strategies implemented. Two main purposes were identified in these coping strategies: acting directly on perpetrators in order to decrease discrimination frequency and intensity (resistance), and reducing the impact of sexist behaviours on the target without affecting perpetrators (resignation).
{"title":"Sexisme bienveillant en entreprise : perceptions, impacts sur les projections de carrière et stratégies d’adaptation","authors":"Marine Willeput, Caroline Closon","doi":"10.7202/1110527ar","DOIUrl":"https://doi.org/10.7202/1110527ar","url":null,"abstract":"The workplace is not free from gender bias. In recent years, efforts to eradicate gender-based discriminatory behaviours at work have emerged (EIGE, 2021). However, a form of sexism still seems to be accepted because of its subjectively positive dimension: benevolent sexism (Glick & Fiske, 1996). This qualitative study examines the perception of benevolent sexism among female civil engineers, its potential impact on their career projections, and the strategies used to cope with benevolent sexist micro-aggressions. Semi-directed interviews were conducted with seven female civil engineer participants. The interviews were then analysed according to the steps of the interpretative phenomenological analysis method (Smith, 1996), combining a vertical and a horizontal analysis. Our results show a low perception of benevolent sexism by the participants interviewed and a very limited effective impact on their career projections. Seven coping strategies emerged from the interviews: confronting, desensitizing, recontextualizing, seeking support, refocusing, taking collective action, and leaving the company. The results obtained in this research can be explained by a habituation to sexist behaviours during studies in a predominantly male field, the importance of the contextual elements, particularly the high rate of employability of these women, and the potential effectiveness of the coping strategies implemented. Two main purposes were identified in these coping strategies: acting directly on perpetrators in order to decrease discrimination frequency and intensity (resistance), and reducing the impact of sexist behaviours on the target without affecting perpetrators (resignation).","PeriodicalId":358794,"journal":{"name":"Humain et Organisation","volume":"18 S14","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140725246","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Diversity management has become increasingly important. It refers to a set of activities designed to respond effectively to a diverse workforce, involving both the fight against discrimination and the valorization of differences as well as the unification of a diverse collective. Reflecting a demographic, sociological, and ideological reality, the consideration of diversity in organizations leads to a rethinking of certain managerial practices and entails fundamental transformations of the organization which leads to it being considered as a change in itself. If each organizational change seems different from the others, the consideration of diversity in organizations is no exception. It is described as a unique case of organizational change, whose process is both complex and dynamic, and is also described as permanent, non-linear, and multi-level. The objective of this exploratory research is to understand the approaches to change related to diversity taken by some organizations in Québec. This qualitative research is based on a sample of nine cases. The data collected from diversity consultants was analyzed with the Nvivo software. This research made it possible to identify a set of triggers for diversity change (i.e. internal and external environmental factors of an ethical, strategic, and legal nature) while emphasizing certain distinctive elements of this particular change (i.e. nature of the change processes and the logic of imposition). A discussion is presented on the relevance of a mixed change that reflects a dynamic and complex aspect instead of a static and linear approach. It shows a co-construction approach that underpins a cultural and global change consisting of an accumulation of micro-changes taking place at a rather slow pace.
{"title":"Le changement diversité comme réalité organisationnelle au Québec : étude exploratoire sur les déclencheurs et les particularités","authors":"Mouna Lachegar, N. Lemieux","doi":"10.7202/1110526ar","DOIUrl":"https://doi.org/10.7202/1110526ar","url":null,"abstract":"Diversity management has become increasingly important. It refers to a set of activities designed to respond effectively to a diverse workforce, involving both the fight against discrimination and the valorization of differences as well as the unification of a diverse collective. Reflecting a demographic, sociological, and ideological reality, the consideration of diversity in organizations leads to a rethinking of certain managerial practices and entails fundamental transformations of the organization which leads to it being considered as a change in itself. If each organizational change seems different from the others, the consideration of diversity in organizations is no exception. It is described as a unique case of organizational change, whose process is both complex and dynamic, and is also described as permanent, non-linear, and multi-level. The objective of this exploratory research is to understand the approaches to change related to diversity taken by some organizations in Québec. This qualitative research is based on a sample of nine cases. The data collected from diversity consultants was analyzed with the Nvivo software. This research made it possible to identify a set of triggers for diversity change (i.e. internal and external environmental factors of an ethical, strategic, and legal nature) while emphasizing certain distinctive elements of this particular change (i.e. nature of the change processes and the logic of imposition). A discussion is presented on the relevance of a mixed change that reflects a dynamic and complex aspect instead of a static and linear approach. It shows a co-construction approach that underpins a cultural and global change consisting of an accumulation of micro-changes taking place at a rather slow pace.","PeriodicalId":358794,"journal":{"name":"Humain et Organisation","volume":"48 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140722473","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The paradoxical approach is attracting increasing attention in management, not least because it seems suited to the turbulent, multidimensional reality of contemporary organizations. Paradox involves the coexistence of apparent contradictions in situations where opposing elements are all important, and choosing between them is not an option (Lewis and Smith, 2023). Consistent with the principles of grounded theorizing methodology, the proposed model is based on the experiences of managers who value their employees' initiative-taking. The simultaneous process of data collection and analysis was based on 21 interviews with managers from five different organizations, 76 hours of observation of management committees and four focus groups. We found that the intention to develop the ability to act (DAA) (i.e. a process that values initiative-taking by focusing on the actualization of skills) can make certain paradoxical tensions salient. More specifically, we have documented four pairs of paradoxical tensions linked to DAA: anticipation/reaction, control/autonomy, collective/individual, and stability/change. In an attempt to understand how managers cope with these tensions, we listed 16 managerial actions grouped on to four axes: alignment, empowerment, buy-in and evolution. In-depth analysis of the four pairs of tensions revealed that each has a deliberate and an emergent pole. The deliberate perspective refers to an articulated intention with a certain level of precision, control mechanisms, and collective agreement, while the emergent perspective is characterized by an absence of prior intention, openness, and responsiveness. Deliberate and emergent poles thus interact to create a constructive tension that makes the organization less vulnerable to extremes (i.e. polarization). We propose that these paradoxical tensions are interdependent, generating a dynamic equilibrium that leads to organizational evolution.
{"title":"La gestion paradoxale ou l’art de concilier changements délibérés et changements émergents","authors":"Nadia Girard","doi":"10.7202/1110524ar","DOIUrl":"https://doi.org/10.7202/1110524ar","url":null,"abstract":"The paradoxical approach is attracting increasing attention in management, not least because it seems suited to the turbulent, multidimensional reality of contemporary organizations. Paradox involves the coexistence of apparent contradictions in situations where opposing elements are all important, and choosing between them is not an option (Lewis and Smith, 2023). Consistent with the principles of grounded theorizing methodology, the proposed model is based on the experiences of managers who value their employees' initiative-taking. The simultaneous process of data collection and analysis was based on 21 interviews with managers from five different organizations, 76 hours of observation of management committees and four focus groups. We found that the intention to develop the ability to act (DAA) (i.e. a process that values initiative-taking by focusing on the actualization of skills) can make certain paradoxical tensions salient. More specifically, we have documented four pairs of paradoxical tensions linked to DAA: anticipation/reaction, control/autonomy, collective/individual, and stability/change. In an attempt to understand how managers cope with these tensions, we listed 16 managerial actions grouped on to four axes: alignment, empowerment, buy-in and evolution. In-depth analysis of the four pairs of tensions revealed that each has a deliberate and an emergent pole. The deliberate perspective refers to an articulated intention with a certain level of precision, control mechanisms, and collective agreement, while the emergent perspective is characterized by an absence of prior intention, openness, and responsiveness. Deliberate and emergent poles thus interact to create a constructive tension that makes the organization less vulnerable to extremes (i.e. polarization). We propose that these paradoxical tensions are interdependent, generating a dynamic equilibrium that leads to organizational evolution.","PeriodicalId":358794,"journal":{"name":"Humain et Organisation","volume":"33 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140724408","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In a society where workers are using psychoactive substances in their workplace, what type of prevention can we propose in order to limit the risks? The aim of this research is to contribute to the improvement of current prevention systems. This work is grounded within an Inter-company Occupational Health and Prevention Service (IOHPS). Data were collected during four prevention interventions in companies affiliated with the service. These interventions were documented to assist in the development of new collective and primary prevention approaches for substance use in the workplace. Developing preventive actions in the workplace requires collective and multidisciplinary collaboration between occupational health professionals and company stakeholders. Based on studies conducted on the analysis of mental health interventions in the workplace, our results confirmed the importance of the five essential conditions that facilitate the development of actions highlighted by Rouat (Rouat, 2010; Rouat et al., 2021). They also identified two additional conditions: the establishment of a common set of representations and the preexistence of a framework that facilitates prevention. We have identified a set of factors that can constrain these interventions. Thus, performance-driven approaches to occupational health, lack of support in implementing interdisciplinary projects, or the digitalization of relationships between occupational health stakeholders can influence the success of substance use prevention projects. Given that addictive behaviours intersect personal and professional spheres, we emphasize the importance of applying occupational and organizational psychology principles in this area of intervention.
{"title":"Prévenir les consommations de substances psychoactives par l’intervention en milieu de travail","authors":"Sami Fettah, G. Valléry","doi":"10.7202/1110528ar","DOIUrl":"https://doi.org/10.7202/1110528ar","url":null,"abstract":"In a society where workers are using psychoactive substances in their workplace, what type of prevention can we propose in order to limit the risks? The aim of this research is to contribute to the improvement of current prevention systems. This work is grounded within an Inter-company Occupational Health and Prevention Service (IOHPS). Data were collected during four prevention interventions in companies affiliated with the service. These interventions were documented to assist in the development of new collective and primary prevention approaches for substance use in the workplace. Developing preventive actions in the workplace requires collective and multidisciplinary collaboration between occupational health professionals and company stakeholders. Based on studies conducted on the analysis of mental health interventions in the workplace, our results confirmed the importance of the five essential conditions that facilitate the development of actions highlighted by Rouat (Rouat, 2010; Rouat et al., 2021). They also identified two additional conditions: the establishment of a common set of representations and the preexistence of a framework that facilitates prevention. We have identified a set of factors that can constrain these interventions. Thus, performance-driven approaches to occupational health, lack of support in implementing interdisciplinary projects, or the digitalization of relationships between occupational health stakeholders can influence the success of substance use prevention projects. Given that addictive behaviours intersect personal and professional spheres, we emphasize the importance of applying occupational and organizational psychology principles in this area of intervention.","PeriodicalId":358794,"journal":{"name":"Humain et Organisation","volume":"14 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140721974","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Adaptive performance (AP) represents the worker's ability to adapt their behaviours to changing job circumstances. An antecedent of AP would be the cognitive flexibility (CF) of employees. However, the strength of the relationship between these variables fluctuates empirically, suggesting the involvement of moderators such as knowledge work (KW). This study tested whether CF contributes more to AP in the presence of high versus low KW perceived demands. The results (n = 674) indicate that CF is related to AP and that, contrary to our hypothesis, KW does not moderate this relationship. However, an exploratory analysis of objective occupational job requirements reveals a more complex pattern of results: the relation between CF and AP depends on the interaction between the requirements of knowledge and the requirements of autonomy. Further, we found that CF contributes less to AP in jobs with higher social demands.
适应性绩效（AP）是指员工根据不断变化的工作环境调整自身行为的能力。员工的认知灵活性（CF）是适应性绩效的先决条件。然而，这些变量之间的关系强度在经验上并不稳定，这表明有知识工作（KW）等调节因素的参与。本研究测试了在知识工作感知需求高与低的情况下，CF 对 AP 的贡献是否更大。结果（n = 674）表明，CF 与 AP 有关，而与我们的假设相反，KW 并没有调节这种关系。然而，对客观职业工作要求的探索性分析揭示了一种更为复杂的结果模式：CF 与 AP 之间的关系取决于知识要求与自主要求之间的相互作用。此外，我们还发现，在社会要求较高的工作中，CF 对 AP 的贡献较小。
{"title":"Dans quelles conditions la flexibilité cognitive contribue-t-elle plus à la performance adaptative ?","authors":"Samuel Ouellette, Vincent Roberge, J. Boudrias","doi":"10.7202/1110529ar","DOIUrl":"https://doi.org/10.7202/1110529ar","url":null,"abstract":"Adaptive performance (AP) represents the worker's ability to adapt their behaviours to changing job circumstances. An antecedent of AP would be the cognitive flexibility (CF) of employees. However, the strength of the relationship between these variables fluctuates empirically, suggesting the involvement of moderators such as knowledge work (KW). This study tested whether CF contributes more to AP in the presence of high versus low KW perceived demands. The results (n = 674) indicate that CF is related to AP and that, contrary to our hypothesis, KW does not moderate this relationship. However, an exploratory analysis of objective occupational job requirements reveals a more complex pattern of results: the relation between CF and AP depends on the interaction between the requirements of knowledge and the requirements of autonomy. Further, we found that CF contributes less to AP in jobs with higher social demands.","PeriodicalId":358794,"journal":{"name":"Humain et Organisation","volume":"33 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140720860","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"L’effet de retest du facteur g en sélection du personnel","authors":"P. Denis, A. N. Stamate, M. Cossette","doi":"10.7202/1089953ar","DOIUrl":"https://doi.org/10.7202/1089953ar","url":null,"abstract":"<jats:p />","PeriodicalId":358794,"journal":{"name":"Humain et Organisation","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127910806","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Le rôle modérateur de l’échange leader-membre pour protéger le potentiel d’implication au travail en présence de stresseurs","authors":"Myriam H. Bergeron, F. Montani","doi":"10.7202/1089954ar","DOIUrl":"https://doi.org/10.7202/1089954ar","url":null,"abstract":"<jats:p />","PeriodicalId":358794,"journal":{"name":"Humain et Organisation","volume":"79 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126336289","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
En cette ere de complexite et de changements acceleres, la survie et le developpement des organisations semblent reposer sur leurs capacites a apprendre et a innover (Heifetz, Grashow & Linsky, 2009). Cet article presente trois approches d’apprentissage collaboratif dans l’action qui permettent a des professionnels, a des gestionnaires et a des dirigeants de se developper professionnellement tout en contribuant au developpement de leur organisation. Favorisant un leadership plus efficient, efficace ou legitime, ces approches ne repondent toutefois pas toutes aux memes besoins et presupposent des conditions de succes particulieres.
{"title":"Trois approches d’apprentissage collaboratif dans l’action pour soutenir le développement du leadership","authors":"C. Baron, L. Baron","doi":"10.7202/1095989ar","DOIUrl":"https://doi.org/10.7202/1095989ar","url":null,"abstract":"En cette ere de complexite et de changements acceleres, la survie et le developpement des organisations semblent reposer sur leurs capacites a apprendre et a innover (Heifetz, Grashow & Linsky, 2009). Cet article presente trois approches d’apprentissage collaboratif dans l’action qui permettent a des professionnels, a des gestionnaires et a des dirigeants de se developper professionnellement tout en contribuant au developpement de leur organisation. Favorisant un leadership plus efficient, efficace ou legitime, ces approches ne repondent toutefois pas toutes aux memes besoins et presupposent des conditions de succes particulieres.","PeriodicalId":358794,"journal":{"name":"Humain et Organisation","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124197679","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：