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Organisation professionnelle : la gestion des compétences clés dans les Grands Restaurants

Author

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  • Carole Drucker-Godard

    (DMSP - Dauphine marketing, stratégie, prospective - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres, Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres, IDEFS - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres)

  • Isabelle Bouty

    (CEROS - Centre d'Etudes et de Recherches sur les Organisations et la Stratégie - UPN - Université Paris Nanterre)

  • Marie-Léandre Gomez

    (ESSEC Business School)

Abstract

Pourquoi le meilleur des apprentis ne parviendra-t-il jamais exactement au même niveau de maîtrise que son maître ? La question de l'application et du transfert des compétences est essentielle pour beaucoup d'organisations. Dans les organisations qualifiées de « professionnelles », cette question est véritablement fondamentale, d'autant plus que les compétences clés sont entre les mains d'un nombre restreint d'acteurs, parfois même d'un ou deux individus seulement. C'est le cas dans les grands restaurants, où le problème de la nature des compétences du chef, de son second et du reste de son équipe, est central. Dans ces restaurants, dirigés par des chefs au talent internationalement réputé, les caractéristiques des organisations professionnelles sont exacerbées. Ainsi, il existe un très petit nombre de ces restaurants. La qualité exceptionnelle de leur cuisine est un indicateur de la rareté des compétences au sein du secteur. Ces restaurants présentent des niveaux d'excellence comparables mais leur cuisine sera toujours différente : deux chefs, deux cuisines. Enfin, Ces différences reposent sur les compétences distinctives d'un homme, le chef. Cette communication présente les premiers résultats d'un projet de recherche plus large autour des compétences dans les grands restaurants français (soit la vingtaine d'établissements ayant trois étoiles au guide Michelin). Dans un premier temps, nous présentons notre projet de recherche global (centré autour de l'identification des compétences, leur dynamique et la création collective de valeur autour de compétences personnelles) et notre méthodologie qui s'appuie essentiellement sur des entretiens directs, des observations en cuisine et des données secondaires. Puis, nous identifions les compétences au travers de l'analyse d'un cas, en différenciant les compétences du chef, de son second, et des autres cuisiniers. Nous caractérisons les compétences spécifiques du chef et analysons leur coordination avec les compétences des autres cuisiniers ainsi que leur intégration dans l'activité collective.

Suggested Citation

  • Carole Drucker-Godard & Isabelle Bouty & Marie-Léandre Gomez, 2001. "Organisation professionnelle : la gestion des compétences clés dans les Grands Restaurants," Post-Print hal-01370707, HAL.
    • Handle: RePEc:hal:journl:hal-01370707
    Note: View the original document on HAL open archive server: https://hal.science/hal-01370707
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    References listed on IDEAS

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