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Employabilité et insertion professionnelle des diplômés : les universités à la recherche d'un nouveau modèle organisationnel

Author

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  • David Alis

    (CREM - Centre de recherche en économie et management - UNICAEN - Université de Caen Normandie - NU - Normandie Université - UR - Université de Rennes - CNRS - Centre National de la Recherche Scientifique)

  • Maurice Baslé

    (CREM - Centre de recherche en économie et management - UNICAEN - Université de Caen Normandie - NU - Normandie Université - UR - Université de Rennes - CNRS - Centre National de la Recherche Scientifique)

  • Aziz Mouline

    (HEC Montréal - HEC Montréal, CREM - Centre de recherche en économie et management - UNICAEN - Université de Caen Normandie - NU - Normandie Université - UR - Université de Rennes - CNRS - Centre National de la Recherche Scientifique)

Abstract

La loi n° 2007-1199 du 10 août 2007 relative aux Libertés et Responsabilités des Universités a fixé aux universités une mission d'orientation et d'insertion professionnelle pour qu'elles accompagnent leurs étudiants jusqu'au monde du travail. Cette loi prévoit la création au sein de chaque université d'un Bureau d'Aide à l'Insertion Professionnelle (BAIP).Ainsi, en sus du comportement d'exploitation qui vise l'efficience dans les champs de prédilections des universités (formation et recherche), les universités s'adaptent en choisissant des objectifs stratégiques supplémentaires (la valorisation et l'insertion professionnelle) en explorant (March, 1991) et en apprenant à mettre en place les moyens de les réaliser en s'appuyant sur l'expérimentation de nouvelles activités. Nous postulons ici que ce faisant, les universités rentrent dans la catégorie des organisations ambidextres (Tushman et O'Reilly, 1996, 2004, 2013) qui veulent « jouer sur les deux tableaux » avec les risques afférents (déstabilisation de l'organigramme par exemple).Notre recherche s'appuie ainsi sur la théorie des organisations ambidextres appliquée aux universités dans le cadre d'un programme ambitieux d'insertion professionnelle que nous avons mis en place. Nous utilisons les concepts d'ambidextrie structurelle et de structure duale qui se révèlent pertinents pour l'étude de cas d'une organisation universitaire.L'évaluation de ce cas de transition d'apprentissage ou innovation organisationnelle a utilisé plusieurs outils : une approche quantitative longitudinale (passations à plusieurs reprises de questionnaires en ligne auprès des 1500 étudiants inscrits en masters scientifiques) et une approche qualitative plus centrée sur la mise en œuvre des réalisations innovantes.

Suggested Citation

  • David Alis & Maurice Baslé & Aziz Mouline, 2014. "Employabilité et insertion professionnelle des diplômés : les universités à la recherche d'un nouveau modèle organisationnel," Post-Print halshs-01088163, HAL.
    • Handle: RePEc:hal:journl:halshs-01088163
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-01088163
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    References listed on IDEAS

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    1. Sebastian Raisch & Julian Birkinshaw & Gilbert Probst & Michael L. Tushman, 2009. "Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance," Organization Science, INFORMS, vol. 20(4), pages 685-695, August.
    2. Chang, Yuan-Chieh & Yang, Phil Y. & Chen, Ming-Huei, 2009. "The determinants of academic research commercial performance: Towards an organizational ambidexterity perspective," Research Policy, Elsevier, vol. 38(6), pages 936-946, July.
    3. O'Reilly, Charles A., III & Tushman, Michael L., 2013. "Organizational Ambidexterity: Past, Present and Future," Research Papers 2130, Stanford University, Graduate School of Business.
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