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Le lien entre instruments de mesure de la performance et compétences : les cas des musées et d'un dispositif d'action sociale

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  • Sylvie Rascol-Boutard

    (LCL - Laboratoire des collectivités locales - UO - Université d'Orléans, MRM - Montpellier Research in Management - UM1 - Université Montpellier 1 - UPVM - Université Paul-Valéry - Montpellier 3 - UM2 - Université Montpellier 2 - Sciences et Techniques - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School)

  • Pascale Amans

    (LGC - Laboratoire de Gestion et de Cognition - UT3 - Université Toulouse III - Paul Sabatier - UT - Université de Toulouse)

Abstract

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Suggested Citation

  • Sylvie Rascol-Boutard & Pascale Amans, 2004. "Le lien entre instruments de mesure de la performance et compétences : les cas des musées et d'un dispositif d'action sociale," Post-Print hal-01634683, HAL.
    • Handle: RePEc:hal:journl:hal-01634683
    Note: View the original document on HAL open archive server: https://hal.umontpellier.fr/hal-01634683
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    References listed on IDEAS

    as
    1. Philippe Lorino, 2001. "Le Balanced Scorecard Revisite : Dynamique Strategique Et Pilotage De Performance Exemple D'Une Entreprise Energetique," Post-Print halshs-00584637, HAL.
    2. Michel Gervais & Gervais Thenet, 2004. "Comment évaluer la productivité dans les activités de service ?," ACCRA, Association francophone de comptabilité, vol. 10(1), pages 147-163.
    3. William G. Ouchi, 1979. "A Conceptual Framework for the Design of Organizational Control Mechanisms," Management Science, INFORMS, vol. 25(9), pages 833-848, September.
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