Les tensions au cœur de la gestion des petites et moyennes organisations (PMO)

Auteurs-es

DOI :

https://doi.org/10.1522/revueot.v33n2.1791

Références

Cunha, M. P. E. et Putnam, L. L. (2019). Paradox theory and the paradox of success. Strategic organization, 17(1), 95-106. https://doi.org/10.1177/1476127017739536

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Putnam, L. L., Fairhurst, G. T. et Banghart, S. (2016). Contradictions, dialectics, and paradoxes in organizations: A constitutive approach. Academy of Management Annals, 10(1), 65-171. https://doi.org/10.5465/19416520.2016.1162421

Schad, J., Lewis, M. W., Raisch, S. et Smith, W. K. (2016). Paradox research in manage-ment science: Looking back to move forward. Academy of Management Annals, 10(1), 5-64. https://doi.org/10.5465/19416520.2016.1162422

Smith, W. K. et Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, 36(2), 381-403. https://doi.org/10.5465/amr.2009.0223

Van der Byl, C. A. et Slawinski, N. (2015). Embracing tensions in corporate sustainability: A review of research from win-wins and trade-offs to paradoxes and beyond. Or-ganization & Environment, 28(1), 54-79. https://doi.org/10.1177/1086026615575047

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Publié-e

2024-09-06

Comment citer

Labelle, F., L’Écuyer, F., & Mansour, J. B. (2024). Les tensions au cœur de la gestion des petites et moyennes organisations (PMO). Revue Organisations & Territoires, 33(2), 4–6. https://doi.org/10.1522/revueot.v33n2.1791

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Rubrique

Présentation « Dossier spécial »