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L'engagement négocié, clé d'amélioration continue de la performance des entreprises chinoises ayant adopté le LEAN management

Author

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  • Jean Ruffier

    (ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations, UJML - Université Jean Moulin - Lyon 3 - Université de Lyon)

  • Ziyuan Tang

    (UJML - Université Jean Moulin - Lyon 3 - Université de Lyon)

Abstract

Les entreprises chinoises ayant adopté le LEAN management parviennent difficilement à améliorer de manière continue leurs performances. L'objet de ce chapitre est d'expliciter dans un premier temps les causes de cette difficulté, puis de positionner le concept d'engagement négocié, issu de la théorie socio-économique, comme une philosophie managériale permettant aux entreprises de développer la motivation des salariés à la recherche d'amélioration continue. Nous en profitons pour illustrer l'effet motivationnel du Contrat d'Activité Périodiquement Négociable par ce cas de recherche-intervention socio-économique effectuée au sein d'une entreprise praticienne du LEAN management en Chine.

Suggested Citation

  • Jean Ruffier & Ziyuan Tang, 2021. "L'engagement négocié, clé d'amélioration continue de la performance des entreprises chinoises ayant adopté le LEAN management," Post-Print halshs-03413519, HAL.
    • Handle: RePEc:hal:journl:halshs-03413519
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-03413519
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