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Dialogical Inquiry: An Extension Of Schein's Clinical Inquiry, Jean-François Coget
Dialogical Inquiry: An Extension Of Schein's Clinical Inquiry, Jean-François Coget
Management, HR and Information Systems
this article introduces dialogical inquiry, an extension of clinical inquiry. Following clinical inquiry’s main principles, dialogical inquiry adopts a dialogue over videotaped segments of behavior as its main tool. The goals of dialogical inquiry are (a) to raise participants’ awareness about how they interpret work situations in the moment, so that they can increase their effectiveness and (b) to allow the researcher to build actionable academic knowledge. The process of dialogical inquiry has four phases: (a) a life interview with the participant, (b) shadowing and filming the participant in action in the work environment, (c) selecting episodes from the videotaped …
Le Rôle De L’Émotion Dans La Prise De Décision Intuitive: Zoom Sur Les Réalisateurs-Décideurs En Période De Tournage, Jean-François Coget, Christophe Haag, Annabel-Mauve Bonnefous
Le Rôle De L’Émotion Dans La Prise De Décision Intuitive: Zoom Sur Les Réalisateurs-Décideurs En Période De Tournage, Jean-François Coget, Christophe Haag, Annabel-Mauve Bonnefous
Management, HR and Information Systems
La plupart des chercheurs s'accordent sure le fait que l'emotion est une caractéristique essentielle de la prise de décision intuitive (PDI), mais rares sont ceux qui ont étudié le phénomène de façon empirique. De ce fait, on ne sait pas précisément comment l’émotion interagit avec le processus de prise de décision. Cet article se propose de commencer à élucider le rôle de l’émotion dans la PDI par une étude empirique de type exploratoire portant sur les réalisateurs de cinéma en période de tournage. Les résultats de l’étude montrent que la PDI peut être influencée par trois types d’émotions : les …
Designing For Agility As An Organizational Capability: Learning From A Software Development Firm, James Sena, Jean-Francois Coget, A.B. (Rami) Shani
Designing For Agility As An Organizational Capability: Learning From A Software Development Firm, James Sena, Jean-Francois Coget, A.B. (Rami) Shani
Management, HR and Information Systems
The purpose of this paper is to investigate the nature of agility in an organizational setting-- how a software development firm (SDF) developed, maintained and enhanced agility as it changed from a developer of experimental prototypes to a product-based provider. Qualitative approach based on extensive interviews and on-site observations at two points in time separated by a five-year interval. Agility mechanisms tend to be dynamic and evolve over time. At time 1, SDF achieved agility by adopting a formal platform-based product design and an informal, organic organizational structure. By time 2, SDF had adopted a modular-based product design and a …
Long-Term Insider Action Research: Three Decades Of Work At Kaiser Permanente, Michael W. Stebbins, Judy L. Valenzuela, Jean-Francois Coget
Long-Term Insider Action Research: Three Decades Of Work At Kaiser Permanente, Michael W. Stebbins, Judy L. Valenzuela, Jean-Francois Coget
Management, HR and Information Systems
Since 1973, the pharmacy operations division of the Kaiser Permanente Medical Care Program (KPMCP) has used long-term action research programs as the principal method for orchestrating change. This chapter covers the evolution of action research theory within large, complex organizations, with particular attention to health care organizations. Four case examples from KPMCP are discussed in depth and mapped to the recently advanced Roth model of insider action research. This model considers external and internal business context, the perceived need to create new organizational capabilities, as well as insider action research theory and learning mechanisms used in change programs. Issues posed …