Pauline Fatien Diochon
Biographic Data
| ID | 4411872 |
|---|---|
| NAME | Pauline Fatien Diochon |
| GIVEN NAMES | Pauline Fatien |
| FAMILY NAME | Diochon |
| SIGNATURE | DIOCHON P F |
| AFFILIATIONS | Grenoble Ecole de Management |
| ORCID | 0000-0001-7255-5361 |
| VERIFIED | Yes |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 4 |
| WORKS AS AUTHOR | 8 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2008 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 1 |
Gaia storytelling
This paper addresses calls for developing eco-centric approaches to sustainable management learning that challenge the anthropocentric technocratic foci of established models. A growing concern is that despite declarations of climate emergencies, programs making a sustainable turn perpetuate rather than challenge the status-quo. A key issue is that they rely on an ontology of separateness which further detaches humans from nature. To propose an a…
Collaborative spaces as places-of-entrepreneuring
Entrepreneurship scholars have become increasingly interested in new collaborative spaces—such as incubators, makerspaces, and coworking spaces—that support entrepreneurial ventures. However, limited attention has been paid to entrepreneurs’ embodied capacity to transform these collaborative spaces into places for entrepreneuring. In response, we propose a phenomenological perspective to advance theorizing on how entrepreneurs “do place” by exper…
Le coaching entre mise à disposition et résonance avec le monde
Dans sa pratique traditionnelle qui a dominé au xx e siècle, le coaching fait symptôme d’organisations et d’une société où prévaut une logique instrumentale et réifiante. Nous pensons qu’il peut en être autrement et que le coaching peut aussi faire remède et accompagner vers une société plus responsable. Cet article se nourrit de différents ancrages sociophilosophiques, dont ceux du sociologue philosophe Rosa, pour proposer une grille de lecture …
Alternative leadership and the pitfalls of hierarchy
Hierarchy is a key – but under-studied – lens for critically exploring leadership. The critical literature suggests that both mainstream and alternative leadership contribute to the perpetuation of hierarchy. In mainstream leadership, even in its most recent forms in allegedly ‘flattened’ organizations, hierarchy continues to exist and followers often remain disempowered. In alternative leadership, which occurs for instance in non-hierarchical or…
Re-embedding leadership development
Across organizations, most leadership development programs share a similar formalized and centralized structure. This similarity reflects a neglect of the specific contexts in which leadership development programs are implemented. The objective of this article is to understand the insensitivity to organizational contexts that is inherent in the structure of such programs. To do so, we monitored the implementation of a leadership development progr…
The coaching space
Given the prevalence of instrumental and positivistic accounts on coaching, our article aims to contribute to a critical theory of coaching by articulating two under-researched topics in the field: power and space. We do so by building on the Lefebvrian political approach to space; more specifically, we show that depending on the coach’s experience of the coaching space, three types of power relationships are produced within the coach–coachee–org…
Le coaching dans les organisations
Depuis les années 1980, le coaching pratiqué dans les organisations suscite l'intérêt de nombreuses personnes : responsables des ressources humaines, chefs d'entreprise, coachs, collaborateurs et universitaires. Mais comprendre cette pratique d'accompagnement se révèle rapidement complexe. En effet, au-delà des mérites professés du coaching, que sait-on vraiment de ses effets réels pour les individus et les organisations ? Améliore-t-il l'efficac…
Des ambiguïtés des mots/maux du coaching
Les « faces cachées » du coaching en entreprise sont aujourd’hui de plus en plus éclairées par des praticiens et universitaires qui questionnent les modalités d’exercice et le rôle de cette pratique séduisante quand ses discours la positionnent comme une réponse adaptée aux problèmes organisationnels. En nous appuyant sur les mots du coaching, saisis au travers de son offre marchande (définitions issues d’ouvrages de management ainsi que des site…
Alternative leadership and the pitfalls of hierarchy
Hierarchy is a key – but under-studied – lens for critically exploring leadership. The critical literature suggests that both mainstream and alternative leadership contribute to the perpetuation of hierarchy. In mainstream leadership, even in its most recent forms in allegedly ‘flattened’ organizations, hierarchy continues to exist and followers often remain disempowered. In alternative leadership, which occurs for instance in non-hierarchical or…
Collaborative spaces as places-of-entrepreneuring
Entrepreneurship scholars have become increasingly interested in new collaborative spaces—such as incubators, makerspaces, and coworking spaces—that support entrepreneurial ventures. However, limited attention has been paid to entrepreneurs’ embodied capacity to transform these collaborative spaces into places for entrepreneuring. In response, we propose a phenomenological perspective to advance theorizing on how entrepreneurs “do place” by exper…
Re-embedding leadership development
Across organizations, most leadership development programs share a similar formalized and centralized structure. This similarity reflects a neglect of the specific contexts in which leadership development programs are implemented. The objective of this article is to understand the insensitivity to organizational contexts that is inherent in the structure of such programs. To do so, we monitored the implementation of a leadership development progr…
Des ambiguïtés des mots/maux du coaching
Les « faces cachées » du coaching en entreprise sont aujourd’hui de plus en plus éclairées par des praticiens et universitaires qui questionnent les modalités d’exercice et le rôle de cette pratique séduisante quand ses discours la positionnent comme une réponse adaptée aux problèmes organisationnels. En nous appuyant sur les mots du coaching, saisis au travers de son offre marchande (définitions issues d’ouvrages de management ainsi que des site…
Le coaching dans les organisations
Depuis les années 1980, le coaching pratiqué dans les organisations suscite l'intérêt de nombreuses personnes : responsables des ressources humaines, chefs d'entreprise, coachs, collaborateurs et universitaires. Mais comprendre cette pratique d'accompagnement se révèle rapidement complexe. En effet, au-delà des mérites professés du coaching, que sait-on vraiment de ses effets réels pour les individus et les organisations ? Améliore-t-il l'efficac…
The coaching space
Given the prevalence of instrumental and positivistic accounts on coaching, our article aims to contribute to a critical theory of coaching by articulating two under-researched topics in the field: power and space. We do so by building on the Lefebvrian political approach to space; more specifically, we show that depending on the coach’s experience of the coaching space, three types of power relationships are produced within the coach–coachee–org…
Re-embedding leadership development
Across organizations, most leadership development programs share a similar formalized and centralized structure. This similarity reflects a neglect of the specific contexts in which leadership development programs are implemented. The objective of this article is to understand the insensitivity to organizational contexts that is inherent in the structure of such programs. To do so, we monitored the implementation of a leadership development progr…
Le coaching entre mise à disposition et résonance avec le monde
Dans sa pratique traditionnelle qui a dominé au xx e siècle, le coaching fait symptôme d’organisations et d’une société où prévaut une logique instrumentale et réifiante. Nous pensons qu’il peut en être autrement et que le coaching peut aussi faire remède et accompagner vers une société plus responsable. Cet article se nourrit de différents ancrages sociophilosophiques, dont ceux du sociologue philosophe Rosa, pour proposer une grille de lecture …
Alternative leadership and the pitfalls of hierarchy
Hierarchy is a key – but under-studied – lens for critically exploring leadership. The critical literature suggests that both mainstream and alternative leadership contribute to the perpetuation of hierarchy. In mainstream leadership, even in its most recent forms in allegedly ‘flattened’ organizations, hierarchy continues to exist and followers often remain disempowered. In alternative leadership, which occurs for instance in non-hierarchical or…
Gaia storytelling
This paper addresses calls for developing eco-centric approaches to sustainable management learning that challenge the anthropocentric technocratic foci of established models. A growing concern is that despite declarations of climate emergencies, programs making a sustainable turn perpetuate rather than challenge the status-quo. A key issue is that they rely on an ontology of separateness which further detaches humans from nature. To propose an a…
Collaborative spaces as places-of-entrepreneuring
Entrepreneurship scholars have become increasingly interested in new collaborative spaces—such as incubators, makerspaces, and coworking spaces—that support entrepreneurial ventures. However, limited attention has been paid to entrepreneurs’ embodied capacity to transform these collaborative spaces into places for entrepreneuring. In response, we propose a phenomenological perspective to advance theorizing on how entrepreneurs “do place” by exper…
Sociology (7 works) · Political science (6 works) · Psychology (5 works) · Coaching (3 works) · Epistemology (3 works) · Politics (3 works) · Coaching Methods and Impact (2 works) · Computer Science (2 works) · Counseling, Therapy, and Family Dynamics (2 works) · Education, sociology, and vocational training (2 works)