ror.org/02kb5sz66
Abstracts
Résumé
Les organisations de nature temporaire sont de plus en plus présentes dans le paysage industriel, y compris au sein d’environnements présentant des risques d’accidents majeurs. Or les recherches portant sur ce type d’organisation et leur sécurité s’avèrent rares dans la littérature en sciences de gestion. S’appuyant sur l’analyse qualitative du projet de rénovation d’un site classé Seveso, cet article tente de comprendre dans quelle mesure les organisations temporaires présentent des caractéristiques organisationnelles qui peuvent peser sur la sécurité industrielle et quelles réponses peuvent y être apportées.
Mots-clés :
- Organisation temporaire,
- management,
- temps,
- sécurité,
- gestion des risques
Abstract
Temporary organizations are increasingly present in the industrial landscape, including in dangerous environments. However, little research in Management Sciences has been done on them and on their relative safety. This article presents the results of a qualitative analysis carried out on a gas storage renovation project, located on an industrial site classified as Seveso. It attempts to understand to what extent temporary organizations have organizational characteristics that can impact industrial safety and what responses can be made to them.
Keywords:
- Temporary organization,
- management,
- time,
- safety,
- risk management
Resumen
Las organizaciones temporales están cada vez más presentes en la industria, incluso en entornos donde los riesgos de accidentes pueden ser muy graves. Sin embargo, hay poca investigación en Ciencias de la Gestión sobre este tipo de organización y su seguridad. Basado en el análisis cualitativo de un proyecto de renovación en un sitio clasificado como Seveso, este artículo intenta comprender cuáles son las características organizativas de las organizaciones temporales, cómo esas podrían afectar la seguridad industrial y qué tipo de respuestas se les puede dar.
Palabras clave:
- Organización temporal,
- tiempo,
- management,
- seguridad,
- gestión de riesgos
Appendices
Bibliographie
- Austin R.D. (2001), « The effects of time pressure on quality in software development : an agency model », Information Systems Research 12 (2), p. 195-207.
- Bakker, Rene (2010) Taking stock of temporary organizational forms : a systematic review and research agenda. International Journal of Manage- ment Reviews, 12(4), p. 466-486.
- Bakker R.M., de Fillippi R.J., Schwab A. & Sydow J. (2016), « Temporary organizing : Promises, processes, problems », Organization Studies, 37(12), p. 1703-1719.
- Bechky B.A. (2006), « Gaffers, gofers, and grips : Role-based coordination in temporary organizations », Organization Science, 17(1), p. 3-21
- Bennis W. (1965), « Beyond bureaucracy », Society, 2(5), p. 31-35.
- Bourrier, M. (1998). Le nucléaire à l’épreuve de l’organisation. Presses universitaires de France.
- Bourrier, M (2013), « Embarquements », Socio-anthropologie, 27, p. 21-34.
- Burke C.M. & Morley M.J. (2016), « On temporary organizations : A review, synthesis and research agenda », Human relations, 69(6), p. 1235-1258.
- Crozier M., Friedberg E. (1977), L’acteur et le système, Edition du seuil.
- Glaser B.G. & Strauss A.L. (1967), The discovery of grounded theory : Strategies for qualitative research, Chicago; Aldine.
- Goodman L.P. & Goodman R.A. (1972), « Theater as a temporary system », California Management Review, 15(2), p. 103-108.
- Goodman R.A. & Goodman L.P. (1976), « Some management issues in temporary systems : a study of professional development and manpower – the theatre case, » Administrative Science Quaterly, p. 494-501.
- Grabher, G. (2002). Cool projects, boring institutions : temporary collaboration in social context. Regional. Studies, 36, p. 205-214.
- Hollnagel, E., Journé, B., & Laroche, H. (2009). La fiabilité et la résilience comme dimensions de la performance organisationnelle. M@n@gement, 12(4), p. 224-229.
- Janowicz-Panjaitan M., Bakker R.M. & Kenis P. (2009), « Research on temporary organizations : The state of the art and distinct approaches toward ‘temporariness’ », Temporary organizations : Prevalence, logic and effectiveness, p. 56-85.
- Joslin, R. & Müller, R. (2016). The relationship between project governance and project success. International Journal of Project Management. 34(4), p. 613-626
- Keil, M., & Mähring, M. (2010). Is your project turning into a black hole ? California Management Review, 53(1), p. 6-31.
- Kenis P., Janowicz M. & Cambré B. (2009), Temporary organizations : Prevalence, logic and effectiveness, Edward Elgar Publishing.
- Kerstholt J. (1994), « The effect of time pressure on decision-making behaviour in a dynamic task environment », Acta Psychologica, 86(1), p. 89-104.
- Koppenjan J.F. (2001), « Project Development in Complex Environments : Assessing Safety in Design and Decision-Making », Journal of contingencies and crisis management, 9(3), p. 121-130.
- Lundin R.A. (1995), « Editorial : Temporary organizations and project management », Scandinavian Journal of Management, 11(4), p. 315-318.
- Lundin R.A. & Söderholm A. (1995), « A theory of temporary organization », Scandinavian Journal of Management, 11(4), p. 437-455
- Lundin R.A., Steinthórsson R.S. & Audet M. (2003), « Studying organizations as temporary », Scandinavian Journal of Management 19, p. 233-250
- Martin C & Guarnieri F (2013), “Nuclear decommissioning and Organizational Reliability : Involving subcontractors in collective action”, SFEN conference, Avignon
- Miles M.B. (1964), On temporary systems, in M.B. Miles (ed.), Innovation in education, New York, NY : Teachers, College, Columbia University, p. 437-490.
- Miles M.B. (1977), « On the Origin of the Concept Temporary System », Administrative Science Quarterly, Vol. 22, p. 134-135.
- Modig N. (2007), « A continuum of organizations formed to carry out projects : Temporary and stationary organization forms », International Journal of Project Management, 25, p. 807-814.
- Müller, R., Andersen, E. S., Kvalnes, Ø., Shao, J... & Gudergan, S. (2013). The interrelationship of governance, trust, and ethics in temporary organizations. Project Management Journal, 44(4), p. 26-44.
- Oerlemans L. & Meeus M. (2009), « Turning a negative into a positive : How innovation management moderates the negative impact of TO complexity on the effectiveness of innovative interorganizational temporary collaborations », Temporary organizations, p. 220-258.
- Packendorff J. (1995), « Inquiring into the temporary organization : new directions for project management research », Scandinavian Journal of Management, Vol. 11 (4), p. 319-333.
- Perrow, C. (1984). Normal accident theory, living with high risk technology, Princeton University Press.
- Ravidat N. (2009), « Entreprise virtuelle : de la diversité des approches aux concepts-clés décisionnels et opérationnels », Vie & sciences de l›entreprise, (1), p. 56-72
- Roberts, K. H. (1990). Some characteristics of one type of high reliability organization. Organization Science, 1(2), p. 160-176.
- Rochlin, G. I., La Porte, T. R., & Roberts, K. H. (1987). The self-designing high-reliability organization : Aircraft carrier flight operations at sea. Naval War College Review, 40(4), p. 76-92.
- Rochlin, G. I. (1993). Defining “high reliability” organizations in practice : a taxonomic prologue. New challenges to understanding organizations, p. 11-32.
- Salaun V., Fulconis F. & Fabbe-Costes N. (2016), « Quels mécanismes au coeur des organisations temporaires pulsatoires ? », Revue française de gestion, (6), p. 83-99
- Turner, J. R., & Keegan, A. (2001). Mechanisms of governance in the project-based organization : Roles of the broker and steward. European management journal, 19(3), p. 254-267.
- Turner J.R. & Müller R. (2003), « On the nature of the project as a temporary organization », International Journal of Project Management, 21, p. 1-8.
- Tywoniak, S., & Bredillet, C. (2017). Project governance and risk management : from first-order economizing to second-order complexity. In Cambridge Handbook of Organizational Project Management (pp. 134-148). Cambridge University Press.
- Van Berkel F. J., Gerguson J. E., & Groenewegen P. (2016), « Speedy Delivery Versus Long-term Objectives : How Time Pressure Affects Coordination Between Temporary Projects and Permanent Organizations », Long Range Planning, 49(6), p. 661-673.
- Weick K.E. (1993), « The collapse of sensemaking in organizations : The Mann Gulch disaster », Administrative Science Quarterly, 38, p. 628-652.
- Williams, T. (2017). The nature of risk in complex projects. Project management journal, 48(4), p. 55-66.
- Yakura E.K. (2002), « Charting Time : Timelines as temporal boundary objects », Academy of Management Journal, Vol. 45, N° 5, p. 956-970.