Le choix du contradictoire au cœur du processus d’hybridation organisationnelle

Katia Lobre-Lebraty (), Jacques Lebraty () and Cécile Godé ()
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Katia Lobre-Lebraty: MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon
Cécile Godé: CERGAM - Centre d'Études et de Recherche en Gestion d'Aix-Marseille - AMU - Aix Marseille Université - UTLN - Université de Toulon

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Abstract: Organizational hybridity is based on the contradiction between thought and action logics. However, the topic of contradiction remains little studied. Through the diachronic analysis of the case of Banque Populaire Caisse d'Epargne, this article explores the role of contradiction in the process of organizational hybridization. The analysis of the results shows that the instrumentalization of contradictory logics allows leaders to construct a coherent strategic response in the face of a decision-making environment rich in paradoxical injunctions. The central role of contradiction thus allows for a better understanding of the dynamics of hybridization and its contribution to the successes achieved by the organization.

Keywords: Hybridization strategy; Contradictory; Paradox; Logics; Governance; Stratégie d’hybridation; Contradictoire; Paradoxe; Logique; Gouvernance (search for similar items in EconPapers)
Date: 2024
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Published in Recherches en sciences de gestion, 2024, 162, pp.275-300

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:halshs-04588264

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