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Interagir pour improviser en situation de crise. Le cas de la canicule de 2003

Author

Listed:
  • Lionel Garreau

    (Management & Organisation - DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

  • Anouck Adrot

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

Abstract

Lors de la réponse du réseau sanitaire d'Île-de-France à la crise provoquée par la canicule de 2003, trois types d'interactions - discursives, de traduction, et fondées sur l'expérience - soutiennent la cohérence de l'improvisation organisationnelle. Cette étude suggère que le rôle des managers en situation de forte incertitude consiste à générer des interactions favorisant l'improvisation organisationnelle. Elle débouche sur des recommandations pour les aider à gérer l'improvisation organisationnelle lors d'une crise.

Suggested Citation

  • Lionel Garreau & Anouck Adrot, 2010. "Interagir pour improviser en situation de crise. Le cas de la canicule de 2003," Post-Print hal-00638510, HAL.
  • Handle: RePEc:hal:journl:hal-00638510
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    Cited by:

    1. Jossou Markolf & Gautier Anaïs & Hernandez Solange & Tiberghien Bruno, 2021. "Experiential learning in extreme situations: the case of the École nationale supérieure des officiers de sapeurs-pompiers in managing the reception and accommodation of returnees from Wuhan [L'appr," Post-Print hal-03967271, HAL.

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