Sous quelles conditions les interactions entre différents niveaux hiérarchiques au sein d’une HRO peuvent être sources de fiabilité ou au contraire peuvent perturber le processus de sensemaking et finalement la fiabilité de la prise de décision en situation CTI ?

Sophie Le Bris () and Dominique Philippe Martin
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Sophie Le Bris: UBO - Université de Brest, LEGO - Laboratoire d'Economie et de Gestion de l'Ouest - UBS - Université de Bretagne Sud - UBO - Université de Brest - IMT - Institut Mines-Télécom [Paris] - IBSHS - Institut Brestois des Sciences de l'Homme et de la Société - UBO - Université de Brest - UBL - Université Bretagne Loire - IMT Atlantique - IMT Atlantique - IMT - Institut Mines-Télécom [Paris]
Dominique Philippe Martin: CREM - Centre de recherche en économie et management - UNICAEN - Université de Caen Normandie - NU - Normandie Université - UR - Université de Rennes - CNRS - Centre National de la Recherche Scientifique

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Abstract: How are decisions made in contexts where action must be taken quickly and where the slightest error can call into question the integrity of an organisation and its members? What happens, on the other hand, if actors at different hierarchical levels do not quickly converge on an understanding of the situation and on the priorities to be defined? The analysis of the Fukushima Dai Ichi nuclear power plant disaster (Japan, 2011) reveals that the use of interactions between different hierarchical levels can lead to contrasting results in terms of reliability, contrasting with the proposals of the sensemaking approach (Weick, 1993). The study details different decision processes to improve the reliability of interactions.

Date: 2024
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Published in Management international = International management = Gestión internacional, 2024, 28 (3), pp.38-51. ⟨10.59876/a-5nqg-nart⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04390760

DOI: 10.59876/a-5nqg-nart

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