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Reconciling individual and collective forms of courage in organisations: The extreme case of holacratic managerial practices

Author

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  • Matthieu Battistelli

    (IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc)

  • Anne-Sophie Dubey

    (LIRSA - Laboratoire interdisciplinaire de recherche en sciences de l'action - CNAM - Conservatoire National des Arts et Métiers [CNAM], CRG I3 - Centre de recherche en gestion I3 - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

  • Clara Letierce

    (BSB - Burgundy School of Business (BSB) - Ecole Supérieure de Commerce de Dijon Bourgogne (ESC))

  • Caroline Mattelin-Pierrard

    (IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc)

Abstract

Maintaining satisfying work relations in organisations raises a 'relational dilemma' where individuals may feel torn between conforming to corporate culture and prioritising their own identity. Offering a way out of this dilemma, we explore the notion of courage in mundane work activities by combining both organisational and virtue ethics literature. Thanks to an abductive analysis of an holacratic firm, this research identifies three forms of courage in organisations: individual (being authentic, expressing convictions and emotions, taking on responsibilities), collective (reflexivity, slow down decision-making, emotional consideration), and organisational (facilitating structures and processes). These results clarify the definition and expression of courage in organisations and enable us to identify tensions and regulation mechanisms between individual and collective forms of courage.

Suggested Citation

  • Matthieu Battistelli & Anne-Sophie Dubey & Clara Letierce & Caroline Mattelin-Pierrard, 2024. "Reconciling individual and collective forms of courage in organisations: The extreme case of holacratic managerial practices," Post-Print hal-04883437, HAL.
    • Handle: RePEc:hal:journl:hal-04883437
    Note: View the original document on HAL open archive server: https://hal.science/hal-04883437v1
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    References listed on IDEAS

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