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Le piège identitaire:identification sociale et stratégie d'acteurs dans une communauté de pratiques

Listed author(s):
  • Stéphanie Dameron


    (Université de Rouen)

  • Emmanuel Josserand

    (HEC Genève)

Registered author(s):

    (VF)L’objectif de cet article est d’étudier la capacité des mécanismes identitaires à générer une communauté de pratique. L’étude longitudinale d’un réseau de soin de chirurgiens dentistes montre que la construction identitaire associée à la négation collective des jeux de pouvoir peut conduire le groupe à la limite du démantèlement. Privée de la prise en compte des stratégies individuelles, la dynamique identitaire tourne à vide, masque les confrontations potentielles et devient un outil de manipulation pour les leaders;elle permet au groupement de survivre mais pas de réaliser son projet. Nous qualifions cette situation de «piège identitaire».(VA)This article examines the contribution of the identification process in building up a community of practice. Despite the presence of artefacts and activities typical of the emergence of a common identity, the transformation of the network under study into a community of practice appears incomplete. The construction process gets stuck in its own production, its identity dynamics preventing a real confrontation of the individual strategies. Identity thus appears as a useful disguise of more fundamental oppositions. So the community is caught up in an "identity trap", a situation in which identity building overshadows the ongoing practical concerns and strategies of the participants.

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    Article provided by in its journal Revue Finance Contrôle Stratégie.

    Volume (Year): 12 (2009)
    Issue (Month): 1 (March)
    Pages: 127-154

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    Handle: RePEc:dij:revfcs:v:11:y:2009:i:q1:p:127-154.
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    1. Probst, Gilbert & Borzillo, Stefano, 2008. "Why communities of practice succeed and why they fail," European Management Journal, Elsevier, vol. 26(5), pages 335-347, October.
    2. Joanne Roberts, 2006. "Limits to Communities of Practice," Journal of Management Studies, Wiley Blackwell, vol. 43(3), pages 623-639, 05.
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