The LO model and the traditional French organisational culture: a paradigmatic contradiction leading to a limited implementation

Daniel Belet ()
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Daniel Belet: Groupe Sup de Co La Rochelle, CEREGE [Poitiers, La Rochelle] - Centre de recherche en gestion [EA 1722] - UP - Université de Poitiers = University of Poitiers - ULR - La Rochelle Université

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Abstract: This article deals with the issue of the very weak implementation of the LO model in France, although it appears as an appealing new management paradigm that can allow companies to better face a fast changing environment. The author argues that there is a strong philosophical contradiction between this innovative management model and the still dominant hierarchical, bureaucratic, centralised French organisational culture. He emphasises three main reasons that take part in this phenomenon: the misconception of the LO concept, the role of the national management education and the traditional French elitist culture. The few and limited applications of this LO model are only middle hierarchical level management change initiatives, especially in some large companies. Today, this model still seems too 'revolutionary' and too contrary to the dominant traditional organisational French culture features. It only appears today as a limited management change technique, actually far from the implementation of new LO management paradigm. But the challenges of the present deep economic crisis might well trigger its future development.

Keywords: Learning organisation; LO; France; Organisational culture; elitism; management education; management model; management change (search for similar items in EconPapers)
Date: 2010-01-01
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Published in International of learning and change, 2010, 4 (n°1), p. 36-48

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00576607

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