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Les interactions contrôle/apprentissage organisationnel dans le cas d'une municipalité

Author

Listed:
  • Julien Batac

    (IUT GEA - Université Montesquieu - Bordeaux 4)

  • David Carassus

    (CREG - Centre de recherche et d'études en gestion - UPPA - Université de Pau et des Pays de l'Adour)

Abstract

Les systèmes de contrôle sont fréquemment décrits comme bloquant l'apprentissage organisationnel. La réalité est beaucoup plus complexe. Dans ce cadre, cet article tente de compléter le travail réalisé par Kloot (1997) en précisant, au travers d'une grille d'analyse, l'influence des outils de contrôle sur la remise en cause des moyens organisationnels et/ou des objectifs associés. La position choisie consiste, dans le même contexte d'étude à savoir une collectivité locale, à prendre particulièrement en compte l'aspect politique, plus concrètement l'influence de l'élu, élément fondamental tant il peut remettre en cause l'intérêt, mais aussi la rationalité des outils de contrôle.

Suggested Citation

  • Julien Batac & David Carassus, 2005. "Les interactions contrôle/apprentissage organisationnel dans le cas d'une municipalité," Post-Print halshs-00581121, HAL.
    • Handle: RePEc:hal:journl:halshs-00581121
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-00581121
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    References listed on IDEAS

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    1. George P. Huber, 1991. "Organizational Learning: The Contributing Processes and the Literatures," Organization Science, INFORMS, vol. 2(1), pages 88-115, February.
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    Cited by:

    1. M'Bark Ouashil, 2017. "Interaction entre le contrôle interne et le contrôle de gestion : contribution au débat à travers le cas d’un établissement public," Post-Print hal-01828033, HAL.

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