L'innovation en matière d'outils de gestion dans les organisations culturelles du spectacle vivant : bissociation et créativité en situation extrême de gestion

Abstract : Cultural firms have developed at all times management practices that are apart from standard management (Chiapello, Benghozi). Our research focuses on managerial innovation in the management tools of these unique firms. In a context of disruption (LOLF 2006), an extreme management situation (Lievre), some cultural organizations have been able to cope by innovating: what management tools did they invent and how did they develop them? Our theoretical framework articulates four approaches: the socio-material assemblages that are constructed during the morphogenesis of management tools (Orlikowski); the structural dimensions of these tools (Hatchuel, Weil); their trajectories of appropriation (Grimand); the creativity in play (Amabile) in the emergence of managerial innovation. Our epistemological posture is constructivist. We observe these managerial innovations through the cases of four performing arts firms that we followed and accompanied for three years in an involved expert position. Relying on a comparative analysis of the four cases, we thus highlight: the efficiency of the concept of bisociation (Koestler) to account for key moments in the morphogenesis of managerial innovations; the role of the managers’ value system in the trajectory of constitution of the tools; the effect of the creative characteristics of cultural managers in the development of their indigenous management.
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Jacques Chabrillat. L'innovation en matière d'outils de gestion dans les organisations culturelles du spectacle vivant : bissociation et créativité en situation extrême de gestion. Gestion et management. Université Clermont Auvergne, 2018. Français. ⟨NNT : 2018CLFAD001⟩. ⟨tel-02146374⟩

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