La compatibilité de deux modes d'adaptation à la complexité: par un indicateur de performance et par les compétences

Sylvie Rascol-Boutard and Pascale Amans
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Sylvie Rascol-Boutard: LCL - Laboratoire des collectivités locales - UO - Université d'Orléans
Pascale Amans: LGC - Laboratoire de Gestion et de Cognition - UT3 - Université Toulouse III - Paul Sabatier - UT - Université de Toulouse

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Abstract: This paper is about two ways of coping with complexity: on the basis of an operational performance measure and on the basis of competences. It is based on the case of two different types of organizations: French museums and the French Income Support Scheme. Indeed, the studied organizations are complex ones. Yet they are managed on the basis of an operational performance measure. Our research underlines to what extent the operational performance measure permits to adapt to complexity once performance has been generated, when it comes to measuring it. Whereas competences, which appear as performance drivers, enable to adapt to complexity while performance is being generated. It appears that those two ways of coping with complexity, though potentially contradictory, are partly compatible.

Keywords: complexity; operational performance measure; competences; performance; complexité; indicateur (search for similar items in EconPapers)
Date: 2006
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Published in Revue Sciences de Gestion, 2006, 53, pp.103 - 123

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