Annick Bourguignon
Biographic Data
| ID | 8941065 |
|---|---|
| NAME | Annick Bourguignon |
| GIVEN NAMES | Annick |
| FAMILY NAME | Bourguignon |
| SIGNATURE | BOURGUIGNON A |
| AFFILIATIONS | École Supérieure des Sciences Économiques et Commerciales |
| ORCID | 0000-0002-0457-1463 |
| VERIFIED | Yes |
| TOTAL WORKS | 3 |
| TOTAL CITATIONS | 0 |
| AUTHOR COUNT | 3 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2003 |
| LATEST PUBLICATION YEAR | 2020 |
| H-INDEX | 0 |
Lost in translation? Transferring creativity insights from arts into management
Since the early 2000s the business sector has, as a matter of both professional and academic concern, repeatedly advocated the transfer of artistic practices, especially those deemed exemplary forms of creativity, to a management world grappling with new challenges – a claim we here call the ‘transferability thesis’ in order to consider the responses made to what Boltanski and Chiapello define as an artistic critique of capitalism. Drawing on the…
Performance management and management control
On the borderline of management control (MC) and human resource management (HRM) systems, this article investigates the question of performance evaluation criteria, where both systems overlap. The perspective is interpretative, with a focus on the individual perceptions of evaluated persons. The article develops a framework for thinking and studying these criteria and discusses the findings of an empirical study showing that managers working in a…
« Il faut bien que quelque chose change pour que l'essentiel demeure »
Depuis une vingtaine d’années, un contrôle de gestion aux méthodes et à la philosophie renouvelées accompagne les mutations stratégiques des organisations. Cet article montre comment le discours du « nouveau » contrôle de gestion construit des oppositions, qui incitent à le penser en rupture avec les méthodes précédentes, et qui masquent la permanence, voire le renforcement des anciennes manières de faire. Ces procédés discursifs et rhétoriques n…
No prominent works on this page.
« Il faut bien que quelque chose change pour que l'essentiel demeure »
Depuis une vingtaine d’années, un contrôle de gestion aux méthodes et à la philosophie renouvelées accompagne les mutations stratégiques des organisations. Cet article montre comment le discours du « nouveau » contrôle de gestion construit des oppositions, qui incitent à le penser en rupture avec les méthodes précédentes, et qui masquent la permanence, voire le renforcement des anciennes manières de faire. Ces procédés discursifs et rhétoriques n…
Performance management and management control
On the borderline of management control (MC) and human resource management (HRM) systems, this article investigates the question of performance evaluation criteria, where both systems overlap. The perspective is interpretative, with a focus on the individual perceptions of evaluated persons. The article develops a framework for thinking and studying these criteria and discusses the findings of an empirical study showing that managers working in a…
Lost in translation? Transferring creativity insights from arts into management
Since the early 2000s the business sector has, as a matter of both professional and academic concern, repeatedly advocated the transfer of artistic practices, especially those deemed exemplary forms of creativity, to a management world grappling with new challenges – a claim we here call the ‘transferability thesis’ in order to consider the responses made to what Boltanski and Chiapello define as an artistic critique of capitalism. Drawing on the…
Political science (3 works) · Accounting and Organizational Management (2 works) · Epistemology (2 works) · Management and Organizational Studies (2 works) · Psychology (2 works) · Accounting (1 work) · Art (1 work) · Business (1 work) · Capitalism (1 work) · Computer Science (1 work)