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La construction collective du problème dans la recherche-action:difficultés, ressorts et enjeux

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Author Info

  • Florence Allard-Poesi

    ()
    (Université Paris Val-de-Marne)

  • Véronique Perret

    (Université de Tours (IAE))

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    Abstract

    (VF)Toute démarche de recherche-action pose comme centrale la ré-solution d’un problème concret. Cet article se propose de spécifier et d’illustrer les difficultés que pose le choix d’une démarche de construction collective du problème avec les membres de l’organisation. Une recherche-action visant à élaborer un projet stratégique pour une association du secteur social souligne ainsi l’ambivalence, la diversité et la dynamique des représentations du problème à résoudre dans la conduite du projet. Ces éléments posent alors la question de l’évaluation du change-ment produit et des connaissances élaborées dans ce type de démarche.(VA) The resolution of a concrete problem lies at the heart of action research approaches. The purpose of this paper is to illustrate the practical difficulties implied by the adoption of a participative approach where the problem to be solved is constructed collaboratively with organizational members. Empirical action research that aimed at elaborating a strategic project for a non-profit child welfare organization reveals that participants hold different, dynamic, and sometimes ambivalent representations of the problem. The practical and theoretical contributions of this kind of research may consequently be difficult to assess.

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    File URL: http://leg2.u-bourgogne.fr/rev/074036.pdf
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    Bibliographic Info

    Article provided by revues.org in its journal Revue Finance Contrôle Stratégie.

    Volume (Year): 7 (2004)
    Issue (Month): 4 (December)
    Pages: 5-36

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    Handle: RePEc:dij:revfcs:v:7:y:2004:i:q4:p:5-36

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    Related research

    Keywords: construction; problème; recherche-action; représentations; construction; problem; action research; representations;

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    References

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    1. Josserand, Emmanuel & Perret, Véronique, 2003. "Le paradoxe : penser et gérer autrement les organisations," Economics Papers from University Paris Dauphine 123456789/12150, Paris Dauphine University.
    2. Perret, Véronique, 2003. "Les paradoxes du changement organisationnel," Economics Papers from University Paris Dauphine 123456789/12154, Paris Dauphine University.
    3. Perret, Véronique, 1998. "La gestion ambivalente du changement," Economics Papers from University Paris Dauphine 123456789/13139, Paris Dauphine University.
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