Knowing what not to do ; Analyzing Managers’ Life Stories to Develop New Know-How in Local Management
AbstractThis article observes and interprets managers’ multiple rationalities on the basis of their life stories. Using Popper’s falsification theory, we establish a method to validate or refute local decision processes, thus creating operational know-how in local management. The research described here can be distilled into a “Risk Chart” of actions, enabling managers in training to acquire new managerial know-how – to know what not to do, to know what is justifiable from what is not, to know what solves a problem from what creates additional ones.
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Bibliographic InfoPaper provided by CEREFIGE (Centre Europeen de Recherche en Economie Financiere et Gestion des Entreprises), Universite de Lorraine in its series Cahiers du CEREFIGE with number 0805.
Length: 25 pages
Date of creation: 2008
Date of revision: 2008
Contact details of provider:
Postal: Pôle Lorrain de Gestion, 13 rue Michel Ney, 54 000 Nancy
Web page: http://repec.cerefige.univ-lorraine.fr
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