Decision autonomy in liberated businesses. An analysis of Google and Favi[L’autonomie de décision dans les entreprises libérées de l’emprise organisationnelle. Une analyse des cas de Google et de la Favi]

Contemporary management is tending towards allowing collaborators decision autonomy. Organizations which have levelled out hierarchical lines and allowed their employees a degree of personal initiative are even referred to as ‘liberated businesses' (Getz, 2009 and 2012). But we noted that there is manipulation in such apparently ‘liberated' businesses, which challenges the stated decision autonomy : indeed, far from demonstrating that they act on their own initiative, the members of staff are merely reproducing the behavioral patterns expected of them and advocated by senior management. This observation has encouraged researchers to take into account the different personalities of the collaborators and their level of integrity in terms of choice. This article is based on Giroux's theory about integrity (1999). We highlight the influence which managerial practices may have on the level of integrity of members of staff, illustrating our statements on the basis of the experience gained by Google and FAVI. We conclude by widening the scope of the concept of liberated businesses.