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Knowing what not to do ; Analyzing Managers’ Life Stories to Develop New Know-How in Local Management

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  • Christian Bourion
  • Sybil Persson

    () (CEREFIGE)

Abstract

This 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.

Suggested Citation

  • Christian Bourion & Sybil Persson, 2008. "Knowing what not to do ; Analyzing Managers’ Life Stories to Develop New Know-How in Local Management," Cahiers du CEREFIGE 0805, CEREFIGE (Centre Europeen de Recherche en Economie Financiere et Gestion des Entreprises), Universite de Lorraine, revised 2008.
  • Handle: RePEc:fie:wpaper:0805
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    File URL: http://cerefige.univ-lorraine.fr/sites/cerefige.univ-lorraine.fr/files/users/c.bourion_s.persson_05.pdf
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