Résumés
Abstract
The effects of management innovations on performance are understudied, especially with respect to social performance. Our study contributes to this debate by examining the potential benefits of adopting liberation management, a typical management innovation when it comes to addressing a social performance gap. If employee empowerment is regarded as a lever of social performance in liberated companies, the extant literature does not reach a consensus on these alleged positive effects either. Our quantitative method – a quasi-experiment comparing two units (one liberated and another non-liberated) of a French industrial company – allows us to conclude that three liberation practices can in fact have a positive effect on social performance: participative decision-making, personalised support, and right to make mistakes.
Keywords:
- Management innovation,
- management practices,
- liberated company,
- liberation management,
- social performance,
- quasi-experiment
Résumé
Les effets des innovations managériales sur la performance sociale sont sous-étudiés. Nous contribuons à ce débat en examinant les avantages d’un management libéré, une innovation censée combler un écart de performance sociale. Si l’autonomisation des salariés est un levier de performance sociale dans les entreprises libérées, la littérature n’établit pas pas consensus sur les effets positifs supposés. Notre méthode quantitative – une quasi-expérience comparant deux unités (l’une libérée et l’autre non libérée) d’une entreprise industrielle – nous permet de conclure que trois pratiques de libération affectent positivement la performance sociale : la prise de décision participative, l’accompagnement personnalisé et le droit à l’erreur.
Mots-clés :
- Innovation managériale,
- pratiques managériales,
- entreprise libérée,
- performance sociale,
- management libéré,
- quasi-expérimentation
Resumen
Los efectos de las innovaciones de gestión en los resultados sociales están poco estudiados. Contribuimos a este debate examinando los beneficios de la gestión liberada (Getz, 2009), una innovación que supuestamente cierra una brecha de desempeño social. Aunque la capacitación de los empleados es una palanca para el rendimiento social en las empresas liberadas, no hay consenso en la bibliografía sobre los supuestos efectos positivos. Nuestro método cuantitativo – un cuasiexperimento que compara dos unidades (una liberada y otra no) de una empresa industrial – nos permite concluir que tres prácticas de liberación afectan positivamente al rendimiento social: la toma de decisiones participativa, el acompañamiento personalizado y el derecho al error.
Palabras clave:
- Innovación de gestión,
- empresa liberada,
- práctica de gestión,
- desempeño social,
- gestión de liberación,
- métodos cuasiexperimentales
Parties annexes
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