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Contrôle de la performance, pression des pairs et régulation de la coopération. De l'interaction à l'institution

  • Lucien Véran

    (CERGAM - Université Paul Cézanne - Aix-Marseille III)

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    La littérature managériale fait généralement de l'allocation des ressources et de son contrôle les éléments explicatifs majeurs du niveau de performance atteint par une organisation. Cela suppose une fonction de production bien spécifiée, l'absence de tout problème de coordination des hommes et l'existence d'un contrôle aussi complet que nécessaire des actions humaines. En s'inspirant des travaux d'Harvey Leibenstein et en introduisant le concept d'X-inefficiency, il est possible de compléter cette vision. Mais cela impose d'essayer de comprendre comment peut être contourné ou contrôlé le dilemme inhérent à toute coopération. La performance résulte dans cette vision de jeux qui peuvent porter sur le cadre des interactions et sur les règles. Comprendre ces jeux revient à repenser le contrôle et à donner de l'importance à l'apprentissage et aux expérimentations des acteurs.

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    File URL: http://halshs.archives-ouvertes.fr/docs/00/55/80/41/PDF/58-VERAN.pdf
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    Paper provided by HAL in its series Post-Print with number halshs-00558041.

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    Date of creation: May 2006
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    Publication status: Published - Presented, COMPTABILITE, CONTROLE, AUDIT ET INSTITUTION(S), 2006, Tunisia
    Handle: RePEc:hal:journl:halshs-00558041
    Note: View the original document on HAL open archive server: http://halshs.archives-ouvertes.fr/halshs-00558041/en/
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