Carole Lalonde
Biographic Data
| ID | 3700919 |
|---|---|
| NAME | Carole Lalonde |
| GIVEN NAMES | Carole |
| FAMILY NAME | Lalonde |
| SIGNATURE | LALONDE C |
| AFFILIATIONS | Université Laval |
| VERIFIED | No |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 7 |
| AUTHOR COUNT | 5 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2007 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 2 |
Exploring Sustainable Growth
We examined how small and medium‐sized enterprises (SMEs) in the aerospace industry developed capabilities for eco‐innovation, specifically SMEs enrolled in a green transition mentorship programme. To this end, we conducted multiple case studies over 2 years (August 2022 to November 2024) to gather data through semi‐structured interviews with SME entrepreneurs before, during and after the programme and through direct observations for a total of 4…
Identity, agency and institutional work in higher education
Purpose The purpose of this paper is to synthesize a body of research addressing changes in academic identity brought on by neo-liberal university management while proposing a new interpretation based on the institutional work theory and a relational approach to agency. Design/methodology/approach The authors analyzed 19 qualitative empirical studies regarding the impact of new public management policies on academic identity within universities f…
Managing crises through organisational development
This paper presents a synthesis of the guiding principles in crisis management in accordance with the four configurational imperatives (strategy, structure, leadership and environment) defined by Miller (1987) and outlines interventions in organisational development (OD) that may contribute to their achievement. The aim is to build a conceptual framework at the intersection of these two fields that could help to strengthen the resilient capabilit…
Organisational socialisation in a crisis context
The objective of this paper is to highlight the dimensions characterising the socialisation process in a crisis context. Based on the definition of organisational socialisation advanced by Van Maanen and Schein (1979) and employed later by Jones (1986), a crisis is presented as a passage from a 'normal' situation to an 'exceptional' situation. A crisis represents a socialisation context in the sense that it is a novel state in which actors must d…
Primary healthcare organizations facing a disaster
Purpose This paper seeks to evaluate the role and the nature of the interventions by primary healthcare organizations in Quebec during the ice storm of 1998. The two basic questions are: to what extent CLSC perform their socio‐community mission during this disaster? Are there some contingencies factors that explain variation between CLSC in their intervention? Design/methodology/approach Data collection is based on face to face discussion held wi…
Organisational socialisation in a crisis context
The objective of this paper is to highlight the dimensions characterising the socialisation process in a crisis context. Based on the definition of organisational socialisation advanced by Van Maanen and Schein (1979) and employed later by Jones (1986), a crisis is presented as a passage from a 'normal' situation to an 'exceptional' situation. A crisis represents a socialisation context in the sense that it is a novel state in which actors must d…
Managing crises through organisational development
This paper presents a synthesis of the guiding principles in crisis management in accordance with the four configurational imperatives (strategy, structure, leadership and environment) defined by Miller (1987) and outlines interventions in organisational development (OD) that may contribute to their achievement. The aim is to build a conceptual framework at the intersection of these two fields that could help to strengthen the resilient capabilit…
Primary healthcare organizations facing a disaster
Purpose This paper seeks to evaluate the role and the nature of the interventions by primary healthcare organizations in Quebec during the ice storm of 1998. The two basic questions are: to what extent CLSC perform their socio‐community mission during this disaster? Are there some contingencies factors that explain variation between CLSC in their intervention? Design/methodology/approach Data collection is based on face to face discussion held wi…
Organisational socialisation in a crisis context
The objective of this paper is to highlight the dimensions characterising the socialisation process in a crisis context. Based on the definition of organisational socialisation advanced by Van Maanen and Schein (1979) and employed later by Jones (1986), a crisis is presented as a passage from a 'normal' situation to an 'exceptional' situation. A crisis represents a socialisation context in the sense that it is a novel state in which actors must d…
Managing crises through organisational development
This paper presents a synthesis of the guiding principles in crisis management in accordance with the four configurational imperatives (strategy, structure, leadership and environment) defined by Miller (1987) and outlines interventions in organisational development (OD) that may contribute to their achievement. The aim is to build a conceptual framework at the intersection of these two fields that could help to strengthen the resilient capabilit…
Identity, agency and institutional work in higher education
Purpose The purpose of this paper is to synthesize a body of research addressing changes in academic identity brought on by neo-liberal university management while proposing a new interpretation based on the institutional work theory and a relational approach to agency. Design/methodology/approach The authors analyzed 19 qualitative empirical studies regarding the impact of new public management policies on academic identity within universities f…
Exploring Sustainable Growth
We examined how small and medium‐sized enterprises (SMEs) in the aerospace industry developed capabilities for eco‐innovation, specifically SMEs enrolled in a green transition mentorship programme. To this end, we conducted multiple case studies over 2 years (August 2022 to November 2024) to gather data through semi‐structured interviews with SME entrepreneurs before, during and after the programme and through direct observations for a total of 4…
Disaster Management and Resilience (3 works) · Political science (3 works) · Public relations (3 works) · Business (2 works) · Computer Science (2 works) · Geography (2 works) · Knowledge management (2 works) · Law (2 works) · Law (2 works) · Medicine (2 works)