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Au cœur du paradoxe : les contraintes inhérentes aux pratiques de management territorial

Author

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  • Solange Hernandez

    (CERGAM - Centre d'Études et de Recherche en Gestion d'Aix-Marseille - AMU - Aix Marseille Université - UTLN - Université de Toulon, AMU - Aix Marseille Université, AMU IMPGT - Institut de management public et de gouvernance territoriale - AMU - Aix Marseille Université)

Abstract

Our work is about local and public organizations. More precisely, we are interested in metropolitan organizations. The discussion is oriented towards the paradoxical nature of these organizations. However, metropolitan organizations can resolve the paradoxes of their initial situation, thanks to a paradoxical management style. Thus, our aim is to explore the particular case of a public organization (Barcelona) with two intentions. First, we want to demonstrate that these organisations experience a situation of paradoxical management. Also, we want to grasp what are the management tools of these organizations. Understanding the modalities of the management of paradoxes is our second goal.

Suggested Citation

  • Solange Hernandez, 2007. "Au cœur du paradoxe : les contraintes inhérentes aux pratiques de management territorial," Post-Print hal-01310129, HAL.
    • Handle: RePEc:hal:journl:hal-01310129
    Note: View the original document on HAL open archive server: https://hal.science/hal-01310129
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    Cited by:

    1. Charles-Edouard Houllier-Guibert & Corinne Rochette, 2019. "L'implication des parties prenantes dans la mise en marque des régions Bretagne et Auvergne," Post-Print hal-02399090, HAL.

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