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To know what not to do. Analysing managers’ life storie to develop a new know-how in local management

Author

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  • Christian Bourion

    (ICN Business School, CEREFIGE - Centre Européen de Recherche en Economie Financière et Gestion des Entreprises - UL - Université de Lorraine)

Abstract

This article is about observing and interpreting Managers' multiple rationalities on the basis of their life stories. Using the falsification theory (Popper), we have established a method to validate or refute local decisions processes, thus creating an operational know-how in local management. The research described here below has brought a "Risk Chart" of actions to the fore, enabling those managers being in training acquire a new managerial knowhow – to know what not to do, to know what is legitimate from what is not, to know what solves a problem and what creates additional ones.

Suggested Citation

  • Christian Bourion, 2014. "To know what not to do. Analysing managers’ life storie to develop a new know-how in local management," Post-Print hal-01513934, HAL.
    • Handle: RePEc:hal:journl:hal-01513934
    DOI: 10.3917/comma.112.0007
    as

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