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Les coûts cognitifs de la crise financière:le cas d’une banque mutuelle

Listed author(s):
  • Christine Marsal


    (Université de Bourgogne)

(VF)Le secteur bancaire est traditionnellement opaque, complexe et les coûts de compréhension sont élevés. La crise financière à accentué ces coûts, à la fois par la complexité des opérations concernées mais aussi par les analyses teintées de catastrophisme qui ont émaillé les articles de la presse économique ou les discours de dirigeants politiques. Ces coûts sont d’autant plus importants lorsque les administrateurs ne sont pas des spécialistes (Wirtz, 2006). Ces coûts augmentent lorsque les dirigeants et les administrateurs ont des cadres d’analyse ou cadre de référence éloignés les uns des autres (Charreaux, 2006). Cela est particulièrement le cas, des banques mutuelles. Fondant leur mode de gouvernance sur la participation plus ou moins active des administrateurs, des salariés et des sociétaires, ces établissements ont du faire face à des coûts cognitifs élevés. Est ce que la crise a modifié les mécanismes internes de gouvernance ? Comment la cohésion s’est elle maintenue en particulier au niveau local ? Pour en rendre compte, nous avons étudié les mécanismes de gouvernance à l’œuvre dans un territoire particulier de 2007 à 2009. Les résultats montrent une très nette augmentation des coûts de conviction et la persistance de coûts cognitifs résiduels masquant mal un conflit axiologique latent.(VA)The banking sector is traditionally opaque, complex and the costs of understanding are raised. The financial crisis in stressed these costs, at once (at the same time) by complexities of the concerned operations but also by analyses tinged with doom-watch which enamelled articles of the economic press or the speeches of political leaders. These costs are all the more important when the administrators are not specialists (Wirtz, 2006). These costs increase when the managers and the administrators have reference frame different from each other (Charreaux, 2006). It is particularly the case for cooperatives banks. Establishing their way of governance on active participation of directors and employees, these establishments have to face high cognitive costs. Have crisis modified the internal mechanisms of governance? To report it, we studied the mechanisms of governance in the work in a particular territory from 2007 till 2009. The results show a very clear increase of the costs of conviction and the obstinacy of residual cognitive costs masking badly a value conflict.

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Paper provided by Université de Bourgogne - CREGO EA7317 Centre de recherches en gestion des organisations in its series Working Papers CREGO with number 1100602.

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Length: 32 pages
Date of creation: Jun 2010
Handle: RePEc:dij:wpfarg:1100602
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