To know what not to do. Analysing managers’ life storie to develop a new know-how in local management

Christian Bourion
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Christian Bourion: ICN Business School, CEREFIGE - Centre Européen de Recherche en Economie Financière et Gestion des Entreprises - UL - Université de Lorraine

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Abstract: This article is about observing and interpreting Managers' multiple rationalities on the basis of their life stories. Using the falsification theory (Popper), we have established a method to validate or refute local decisions processes, thus creating an operational know-how in local management. The research described here below has brought a "Risk Chart" of actions to the fore, enabling those managers being in training acquire a new managerial knowhow – to know what not to do, to know what is legitimate from what is not, to know what solves a problem and what creates additional ones.

Keywords: decision; life; story; favouritism; refutation; justifiability; plural; status (search for similar items in EconPapers)
Date: 2014
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Published in Communication et Management : Revue internationale des sciences commerciales, 2014, 11 (2), pp.7-27. ⟨10.3917/comma.112.0007⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01513934

DOI: 10.3917/comma.112.0007

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