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Les ambivalences stratégiques d'un projet culturel pris entre logique locale et logique internationale : le cas du Louvre-Lens

Author

Listed:
  • Bénédicte Jamin

    (UA - Université d'Artois)

  • Jean-François Chanlat

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

Abstract

La communication suggère que le management stratégique qui laisse la place à l'ambivalence constitue un instrument de résilience organisationnelle d'autant plus pertinent qu'il autorise, dans une stratégie d'internationalisation, la mobilisation de ressources locales et des dimensions dites « oubliées ». La recherche, centrée sur le cas unique du Louvre-Lens, analyse la confrontation entre, d'une part, la vision internationale d'un ancien président de Région, principal fondateur et financeur du musée, qui entendait sortir son territoire de la crise en prenant modèle sur le Guggenheim de Bilbao et, d'autre part, la conviction locale de la directrice de l'établissement qui privilégie avec succès des ressources de proximité souvent inattendues.

Suggested Citation

  • Bénédicte Jamin & Jean-François Chanlat, 2021. "Les ambivalences stratégiques d'un projet culturel pris entre logique locale et logique internationale : le cas du Louvre-Lens," Post-Print hal-03275363, HAL.
    • Handle: RePEc:hal:journl:hal-03275363
    as

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