Quelle réponse stratégique aux paradoxes d’un Centre de Lutte Contre le Cancer (CLCC) ? Le cas du Centre Jean Perrin

Anne Albert-Cromarias (), Catherine dos Santos () and Benoit Nautré
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Anne Albert-Cromarias: CleRMa - Clermont Recherche Management - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand - UCA [2017-2020] - Université Clermont Auvergne [2017-2020]
Catherine dos Santos: ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations, CleRMa - Clermont Recherche Management - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand - UCA [2017-2020] - Université Clermont Auvergne [2017-2020]
Benoit Nautré: UNICANCER/CJP - Centre Jean Perrin [Clermont-Ferrand] - UNICANCER, CleRMa - Clermont Recherche Management - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand - UCA [2017-2020] - Université Clermont Auvergne [2017-2020]

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Abstract: This research focuses on the paradoxes facing Centres for Fight against Cancer and the strategic response they adopt to achieve the balance. Based on a case study, the Centre Jean Perrin, this study uses interviews in a comprehensive way. The results show that the paradox considered as a boundary object would construct shared representations, which could be acceptable to all and promote the cooperation between social worlds.

Date: 2018
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Published in Revue Française de Gestion, 2018, ⟨10.3166/rfg.2018.00261⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01903705

DOI: 10.3166/rfg.2018.00261

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