Quels déterminants des tactiques de socialisation ? Le cas des Compagnons du Devoir et du Tour de France

Lauryane Tassigny (), David Abonneau and Serge Perrot
Additional contact information
Lauryane Tassigny: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique
David Abonneau: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique
Serge Perrot: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique

Post-Print from HAL

Abstract: While organisational socialisation has until now been devoted to the study of graduate individuals (new entrants or established in the organisation) (Perrot, 2000 ; Djabi, 2014), a recent trend proposes to study young people with low educational capital through the challenge they represent in terms of socialisation (Dufour & Lacaze, 2010 ; Montargot, 2017 ; Laïchour and Chanlat, 2020). We are part of this trend, by mobilising the literature on organisational socialisation tactics, which has so far been largely devoted to the analysis of their consequences (commitment, integration, loyalty, etc.). We therefore propose to deepen the knowledge on the antecedents of these tactics since their understanding remains limited and focused on a few organisational variables such as structure, strategy… As part of the government's « 100 % inclusion » project aimed at integrating school and/or social dropouts into employment and training, we are conducting a case study within the Compagnons du Devoir et du Tour de France. The Compagnons proposed a unique scheme to achieve this integration objective and then designated four regions for its implementation. In practice, regionalisation leads to necessary adjustments of the system, and therefore to different socialisation tactics. The interviews conduced using a longitudinal approach with beneficiaries and project actors (regional referents), as well as non-participant observation, allow us to characterize the systems put in place, using socialization tactics framework (Van Maanen & Schein, 1979) and to explore the determinants of these choices. Our results identify, for the choice of socialisation tactics, organisational antecedents, but also new individual antecedents centred on the characteristics of the public to be socialised. From a managerial point of view, we underline the importance of these variables in the construction of systems adapted to these groups far from employment and training.

Keywords: inclusion; socialisation organisationnelle; antécédents des tactiques; organisational socialisation; antecedents of tactics (search for similar items in EconPapers)
Date: 2022
References: Add references at CitEc
Citations:

Published in Question(s) de management, 2022, 2022/1 (38)

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03962886

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().