The resolution of a concrete problem lies at the heart of action research approaches. The purpose of this paper is to illustrate the practical difficulties implied by the adoption of a participative approach where the problem to be solved is constructed collaboratively with organizational...

Toute démarche de recherche-action pose comme centrale la résolution d’un problème concret. Cet article se propose de spécifier et d’illustrer les difficultés que pose le choix d’une démarche de construction collective du problème avec les membres de l’organisation. Une...

This article presents a historical perspective on empowerment through an exposition of the writings of Ordway Tead (1891-1961) and early-20th-century debates as to the relationship between capitalism and democracy and specifically the balance of power among workers, managers, and owners. The...

The questioning of how public investments decisions are made leads to a two-level problematic. On the one hand, public decision makers have constrained resources that they have to use the best way they can. On the other hand, by choosing between alternative investments projects, decision makers...

Media critics are generally said to be an integral part of the cinema industry, as they influence both the supply (distribution and communication strategies) and demand (consumer's decision process) sides of the market (Debenedetti, 2006). Which lessons can be drawn from past research about...

This article shows how management consultant’s daily transgression practices favour semi-confidential information diffusion, which has the effect of improving managers’ strategic decision making. By their marginal transgressions (namely confidentiality rule breaking), consultants act as...

The fuzzy set approach has progressively been introduced into many areas of organisational science in order to compensate for certain inadequacies in traditional tools. Indeed behaviourists and expected utility researchers have long been studying the role of ambiguity and vagueness in the human...