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Friday 02 April 2010

Prix académique SYNTEC Conseil en Management pour Isaac Getz

Pr Isaac Getz a reçu le Prix académique SYNTEC Conseil en Management, dans la catégorie Management/ Ressources Humaines/ Organisation pour son article :

“Liberating leadership : how the initiative-freeing radical organizational form has been successfully adopted”, California Management Review.

Pour sa 2ème édition, ce prix récompense 4 publications de recherche dans les catégories:

  • Finance et stratégie / Politique de l’entreprise / Gouvernance d’entreprise
  • Marketing / Science de la décision
  • Opérations, gestion, contrôle / Systèmes d’information et technologies
  • Management / Ressources humaines / Organisation

La cérémonie de remise des Prix a eu lieu jeudi 1er avril 2010 dans les locaux de l'Expansion, en présence du Professeur Chan Kim de l'Insead.

Le jury final était composé de:

  • ASKIENAZY David - Bernard Julhiet Consulting
  • BOUHOUR Jean-Michel - CSC
  • COHEN Norbert - Beijaflore
  • GOUTTE Catherine - Cegos
  • de JAEGERE André-Benoît - Cap Gemini Consulting
  • HUET Jean-Michel - BearingPoint
  • METZ Xavier - Cosmosbay Vectis
  • NOIRY Michel - Origa

GETZ I., (2009), “Liberating Leadership: How the Initiative-Freeing Radical Organizational Form Has Been Successfully Adopted”, California Management Review, Vol 51, N°4, Summer, pp. 32-58.

Abstract : Since the late 1950s, there have always been companies, such as Gore and Toyota, whose organizational forms freed the initiative of their employees. Yet, despite great business results, most attempts to imitate their organizational forms have failed. This article examines the initiative-freeing forms that can be successfully adopted by focusing on the leadership style that supports these forms’ emergence. In the “F-form” organization, employees have complete freedom and responsibility to take actions that they decide are best. This article takes a close look at fifteen companies in the U.S. and Europe that had succeeded in adopting the F-form, as well as three companies that experimented with the approach but did not implement it. The attitude and actions of the leaders who built these companies reveal key aspects of the liberating leadership style that supports the F-form adoption. In terms of leadership process, these aspects are: using the needs for intrinsic equality, growth, and self-direction as design criteria; sharing a world-class vision; and becoming a culture-keeper. In terms of leaders' traits, they are: the values of freedom and responsibility, creativity, and wisdom.

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