Nouvelles formes d’organisation et évolution de l’entreprise

A variety of new organizational forms have been tested since the beginning of the 1980?s. Certain authors have rapidly arrived at definitive judgments as to the ?revolutionary? nature of these innovations. In this article, the author reflects on the importance of the phenomenon and on the appropriateness of the various analytical approaches which have used to shed light on it. Using both a strategy-structure framework and one organizational configuration, he points out the limits of these various approaches. Further, he shows that the organizational forms which one can observe are diverse, often hybrid, and do not lend themselves to a single model toward which all others are converging. He suggests finally that, rather than aiming for an optimal form, companies should try avoid closed solutions so as to retain the ability to adapt strategically