References of "Pichault, François"
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See detailA quoi tient le succès des interventions ?
Pichault, François ULg

in Vrancken, Didier; Dubois, Christophe; Schoenaers, Frédéric (Eds.) Penser la négociation. Mélanges en hommage à Olgierd Kut (2008)

Proposes a conceptual framework concerning the key success factors of action researches in organizations, based on the way in which the relations with the client are negotiated

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See detailLes pratiques de gestion des ressources humaines. Approches contingente et politique
Pichault, François ULg; Nizet, Jean

Book published by Seuil (2008)

Presents an originla typology of HRM models aligned with organizational configurations and other contextual factors. Develops the political tensions within each of these models

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See detailLa question de la cohérence dans les projets de réforme des services publics basés sur la gestion des ressources humaines
Pichault, François ULg

in Téléscope (2008), 14/3(automne), 64-72

De nombreuses initiatives de modernisation des services publics ont été lancées ces dernières années en Europe en se basant sur un renouvellement des politiques de GRH en vigueur. Nous cherchons ici à ... [more ▼]

De nombreuses initiatives de modernisation des services publics ont été lancées ces dernières années en Europe en se basant sur un renouvellement des politiques de GRH en vigueur. Nous cherchons ici à faire le point sur ces initiatives et à développer un cadre d’analyse permettant, au départ d’études de cas réalisées en Belgique, d’en expliquer les performances jusqu’à présent relativement modestes. [less ▲]

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See detailLes tentatives de modernisation des services publics via la GRH : une perspective contextualiste
Pichault, François ULg

in Guérard, Stéphane (Ed.) La GRH publique en questions: une perspective internationale (2008)

The text tends to explain the poor performances of many HRM-based reforms in the public sector in terms of lack of coherence between the content of the reforms, the context in which they are introduced ... [more ▼]

The text tends to explain the poor performances of many HRM-based reforms in the public sector in terms of lack of coherence between the content of the reforms, the context in which they are introduced and the process by which they are implemented [less ▲]

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See detailApproche exploratoire des modèles économiques des sociétés de services actives dans le secteur Open Source
Desmecht, James; Lisein, Olivier ULg; Pichault, François ULg

E-print/Working paper (2007)

Le secteur Open Source connaît une profonde mutation: à côté de l’idéologie libertaire prônée par ses défenseurs, il migre vers une "économie de marché" au sein de laquelle les acteurs développent ... [more ▼]

Le secteur Open Source connaît une profonde mutation: à côté de l’idéologie libertaire prônée par ses défenseurs, il migre vers une "économie de marché" au sein de laquelle les acteurs développent désormais de réelles stratégies commerciales. A partir d’une étude exploratoire, basée sur l’analyse de six cas d’entreprises, notre recherche met en évidence les modèles d'affaires privilégiés par ces sociétés pour positionner leur offre de produits/services et générer un retour lucratif à leurs activités. Synthétisés au travers de trois approches distinctes – les logiques de la complexification, du système clos et de l’intermédiation –, ces modèles économiques reflètent des positionnements foncièrement différents par rapport à la philosophie Open Source et soulignent les ressources (au sens de Barney, 1991) que les entreprises mobilisent pour créer un lien de dépendance envers leur clientèle et se forger un avantage concurrentiel durable. [less ▲]

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See detailLa Flexicurité revisitée à l’aune des pratiques effectives
Xhauflair, Virginie ULg; Pichault, François ULg

Conference (2007, September)

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See detailDe la prétendue infériorité de certaines démarches de recherche. Réponse à Jean-Marc Weller
Alsène, Eric; Pichault, François ULg

in Gérer et Comprendre (2007), 87

Explains the methodological choices underlying the paper entitled "La coordination au sein des organisations: éléments de recadrage conceptuel"

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See detailLes performances des organisations africaines Pratiques de gestion en contexte incertain
Pichault, François ULg; Nizet, jean; Mbangala, Mapapa ULg et al

Book published by harmattan (2007)

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See detailHRM-Based Reforms in Public Organizations: Problems and Perspectives
Pichault, François ULg

in Human Resource Management Journal (2007), 17/3

Many attempts at modernisation have been launched in public organisations during the last decade, focused on a renewal of HR policies and devices. Via an in-depth exploration of three case studies in ... [more ▼]

Many attempts at modernisation have been launched in public organisations during the last decade, focused on a renewal of HR policies and devices. Via an in-depth exploration of three case studies in Belgium, this paper develops an analytical framework likely to explain their contrasting performances. Our main hypothesis is that a lack of coherence (a) within the content itself of HRM-based reforms, (b) between this content and the context in which it is introduced, or (c) the process by which it is implemented, could explain a large part of the problems encountered. The paper also suggests some key recommendations for the management of HRM- based reforms in the public sphere. [less ▲]

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See detailLa coordination au sein des organisations: éléments de recadrage conceptuel
Alsène, Eric; Pichault, François ULg

in Gérer et Comprendre (2007), 87(mars), 61-77

Offers an in-depth conceptual discussion of organizational coordination on the basis of 4 intensive case studies

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See detailRethinking Flexicurity at the Level of Work Situations
Pichault, François ULg; Xhauflair, Virginie ULg

in Madsen, P. K.; Jorgensen, H. (Eds.) Flexicurity and Beyond. Finding a New Agenda for the European Social Model (2007)

Proposes new landmarks for balancing flexibility and security requirements in a context of interorganizational parnerships

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See detailLes performances des organisations africaines. Pratiques de gestion en contexte incertain
Nizet, Jean; Pichault, François ULg

Book published by L'Harmattan - postface de Pierre Louart (2007)

Les organisations africaines seraient peu performantes. Leurs dirigeants seraient mal formés, ils seraient marqués par une mentalité traditionnelle peu conciliable avec la modernité managériale et la ... [more ▼]

Les organisations africaines seraient peu performantes. Leurs dirigeants seraient mal formés, ils seraient marqués par une mentalité traditionnelle peu conciliable avec la modernité managériale et la recherche de la rentabilité, etc. Les auteurs de l’ouvrage ont voulu déconstruire ce cliché. Dans une quinzaine de contributions qui se réfèrent à des approches disciplinaires variées (anthropologie, économie, sociologie, gestion), ils analysent de près les spécificités des entreprises d’Afrique sub-saharienne (leur ancrage familial et communautaire, l’incidence qu’ont sur elles les croyances magico-religieuses, etc.) et ils explorent l’apport d’outils de gestion tantôt inspirés des traditions locales (tontine d’entreprise, conseil des sages, etc.), tantôt importés de l’Occident (qualité totale, externalisation, etc.). Il en ressort une image contrastée des facteurs contribuant à la performance des organisations africaines ainsi que des pistes susceptibles de l’améliorer de façon durable. [less ▲]

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See detailPréface
Pichault, François ULg

in Verstraeten, Michel (Ed.) Consultants en organisation. Stratégies et pratiques de l’intervention (2007)

Highlights the relevance of a sociological approach of the consulting process

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See detailLes restructurations et les nouveaux périmètres organisationnels : le rôle de la fonction RH
Pichault, François ULg; Rorive, Brigitte

in Allouche, José; Freiche, Janine (Eds.) Restructurations d’entreprise: regards croisés (2007)

Studies the new role of HR managers in an open context characterized by a growing interdependence between several organizations (network forms)

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See detailLeadership et modèles de gestion des ressources humaines
Pichault, François ULg

in Cobbut, Eric (Ed.) Vers un leadership de qualité. Rêve ou réalité ? (2007)

Studies the contextual conditions under which a quality-based leadership may be efficient

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See detailIdentity dynamics in post‐NPM administration: A subtle two‐step between contents and context.
Rondeaux, Giseline ULg; Pichault, François ULg

in Proceedings of the 23rd EGOS Conference: "Beyond Waltz - Dances of Individuals and Organization" (2007)

Due to the current need for modernization, many public administrations are faced with a series of reform processes, under various forms and concerning several aspects of the administration. One can ... [more ▼]

Due to the current need for modernization, many public administrations are faced with a series of reform processes, under various forms and concerning several aspects of the administration. One can reasonably suppose that these upheavals have effects on civil servants, on their relationship with the organisation and on the way they see it. Within such a large issue, our main concern is to question the existence of links between a major planned change within an administration (such as a NPM reform) and its organizational identities. Three positions can be tested: • the impact: public reforms involve the transformation of identities; • the independence: identities persist, whatever the reforms may be; • and finally, co-structuring: reforms partly modify identities, but the latter also shape the reforms process. The position we are adopting in this paper tends to fit into this third approach, resulting from empirical data collected within a Belgian Ministry: the introduction of an NPM reform leads to a hybridization of identity logics within a public administration, but in other respects, the reform process can eventually be influenced by the identity logics. Using a qualitative analysis of our empirical material, we first distinguished 6 identity profiles, characterised by their reference to an identity logic (public service, public managerialism or pragmatism) and their perception of the context (congruence or dissonance). This identity profile concept can be defined as the enactment of the context according to each logic. In other words, the confrontation of the identity logic with the perception of the context can lead to either a situation of congruence (in which the perception of the context appears to be in continuity with the identity logic) or a situation of dissonance (in which there is a break between the perception of the context and the identity logic). The position towards the context, leading to either congruence or dissonance, depends on both individual and group factors. In order to give these profiles a longitudinal dimension and to propose an analysis of identity dynamics in a temporal perspective, we then conducted a second set of interviews 12 to 18 months later, with the same sample of people we had met before. In this way, we can explain how identity profiles evolve over time. A concomitant analysis of the administration context and the identity changes allows us to reveal the links between identities and the continuous change context into which they fit. Through our case study, our hypothesis of organizational identities and reform process co-structuring appears to be valid, as shown by the hybridization of identity logics within the administration we studied. Our results allow us to assume a modification of identity points of reference following a reform, as well as a reinterpretation of this reform through the identity filter. Our longitudinal approach reveals the identity dynamics, by identifying notably the shift processes from one position to another, and leads us to propose a model of contextualized identity dynamics. From our data, we are also able to show which factors produce (or are likely to produce) identity shifts. These evolution factors are the situational events which, when they occur, entail an evolution in the perception of the context perception of either congruence or dissonance), and can lead to a transition from one identity profile to another. We also consider the frame of mind of each identity profile towards change (1) as it is actually experienced and (2) in a projective way, as it would be experienced in future (i.e. the dimensions people wish to be changed, and those they fear being changed). Such information results in several lessons for managerial consideration: it can be used as a basis to extract precious indicators for change management – on the content of change as well as how it is conducted. These observations can also be used to identify the change potential of an organisation, in the design of change management strategies, and particularly in terms of communication policies. [less ▲]

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