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Mettre la performance au service de la solidarité : le management stratégique des Organisations Non Gouvernementales "humanitaires"

Author

Listed:
  • Sonia Couprie

    (Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon)

  • Quéinnec Erwann

Abstract

Les ONG incarnent schématiquement un combat contre la précarité et la misère humaines à l'échelle planétaire. Les plus grandes d'entre elles sont, en trente ans, passées du stade de petite structure militante à celui d'organisation structurée, parties prenantes des politiques internationales d'aide humanitaire et de développement, vecteurs d'information et d'influence de l'opinion publique, forces de conception opérationnelle et de contestation socio-politique. Ce sentier de croissance institutionnelle, lourd d'enjeux identitaires, les a confrontées au management, de manière inégalement assumée. Dans ce chapitre, on s'attachera dans un premier temps à rappeler les principales étapes du sentier de croissance des grandes ONG humanitaires françaises avant d'analyser les implications de ce succès institutionnel sur leur management stratégique ; on s'attachera enfin à mettre en exergue les divers volets de leur performance organisationnelle.

Suggested Citation

  • Sonia Couprie & Quéinnec Erwann, 2012. "Mettre la performance au service de la solidarité : le management stratégique des Organisations Non Gouvernementales "humanitaires"," Post-Print hal-00976073, HAL.
    • Handle: RePEc:hal:journl:hal-00976073
    as

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