Quel cadre épistémologique peut permettre aux wargamers professionnels (notamment ceux pratiquant le wargame analytique) d’inscrire leur pratique dans un cadre scientifique ? Notre fil conducteur consiste à montrer que le wargaming peut être une méthode scientifique de construction de connaissances permettant de mieux comprendre un environnement complexe. Établir la dimension scientifique du wargaming consiste d’abord à en souligner la caractéristique centrale : l’immersion dans un contexte incertain qui rend peut opérant les critères de validité de l’épistémologie positiviste. Dans une première partie nous mettrons en avant empiriquement quelle est la caractéristique majeure du wargaming à savoir la prise de décision en situation d’incertitude (1). Dans la seconde partie nous établirons que le wargaming répond à un besoin de connaissances auquel l’épistémologie positiviste ne peut pas répondre et nous présenterons une alternative, l’épistémologie constructiviste (2). Cette dernière justifie l’utilisation de modèles pour la résolution de problèmes complexes, c’est-à-dire de nature systémique Les wargames sont ainsi assimilés à des modélisations systémiques (3). La dernière partie établit les critères de validité scientifique de cette modélisation systémique (4).

La pandémie du Covid-19 a fait apparaître une évidence oubliée depuis 20 ans : la santé ne peut pas être traitée comme un bien marchand, et donc, l’hôpital ne peut pas être géré comme une entreprise. L’événement conjoncturel que nous vivons doit mieux aider à penser un autre hôpital pour demain. Or, la problématique de l’hôpital est plus structurelle que conjoncturelle. Mais sur quelles bases pourraient être repensés ces principes ? Après un diagnostic des blocages structurels des hôpitaux, nous proposons les fondements d’un management hospitalier renouvelé par les valeurs du soin.

Empirical research shows that there is a synergistic relationship between quality management and market orientation that promotes the creation and delivery of value, customer satisfaction, and performance (El Manzani, 2021). By calling on the theory of dynamic capabilities, the main objective of this research is to enrich the literature by studying the effect of the complementarity between quality management and proactive market orientation on radical product innovation, considering the moderating role of environmental uncertainty in this relationship. The results of a quantitative study of 130 ISO 9001 certified companies that have rolled out radical product innovations reveal that the complementarity between quality management and proactive market orientation improves radical product innovation. This synergistic effect becomes more pronounced when the level of environmental uncertainty is high.

This paper provides an insight into the global state of Lean Industry 4.0 (LI4) with over 1,000 industry responses. The approach employs a rigorous qualitative open-response survey. Our findings indicate that there was no unified industry perspective of LI4 terminology. The evolution of I4 is taking a similar path to Lean and making the same mistakes by not focusing on leadership, engagement, competencies, and behaviours. Past academic research has perhaps over-emphasised the environment and supply chain. The benefits of LI4 application are largely in terms of efficiency, cost reduction, learning and engagement. This work contributes by highlighting research avenues: why a piecemeal approach has been taken by industry to LI4, why LI4 has not been more widespread, and more detailed studies around contingent factors). It also provides industry with lessons on how to implement LI4 and the mistakes to avoid such as seeing implementation as a purely technical exercise.

Description: In the era of the information society, of a volatile, uncertain, complex and ambiguous (vuca) world, building knowledge collaboratively appears indispensable to adapt to the rapid changes in our environment. Further, this knowledge should be considered as a common good in a collective driven by the principles of reciprocity, autonomy, transparency, and trust. Point of view: It seems that such an approach is made possible by a view of organizations that focuses on individuals-in particular, on their freedom, their responsibility, and their well-being at work. In this context, the organization is conceived of as a commons whose sustainability depends on collaborative knowledge management, itself conceived of as a commons. Purpose: After highlighting the volatile, uncertain, complex, and ambiguous character of the current knowledge environment, this article shows that managing knowledge through collaborative processes (which may be characterized by the concept of the commons) appears indispensable to adaptation in this unstable setting. Also, it discusses the idea that managing knowledge as a commons leads to a deep alteration of the way organizations are managed. Conclusions: Combining an approach to knowledge as a commons with an organization that operates as a commons should question the ways we manage our organizations.

Dans cet article, les auteurs proposent d'expliquer la construction de la confiance sur le long terme envers la marque d'enseigne, comparativement à la marque de fabricant. Pour préciser les leviers de la relation de confiance entre le consommateur et la marque, ils se basent sur la valeur perçue des marques. Leur analyse, sur deux catégories de produits alimentaires, montre que les marques d'enseigne peuvent rivaliser avec les marques de fabricant sur d'autres aspects que le rapport qualité-prix. Les résultats montrent notamment les forces des marques d'enseigne sur les dimensions expérientielle et symbolique de la valeur perçue et indiquent comment optimiser la gestion des marques de distributeurs et la politique de fidélisation des enseignes.

We consider an Ornstein-Uhlenbeck process with different drift rates below and above zero. We derive an analytic expression for the density of the first time, where the process hits a given level. The passage time density is linked to the joint law of the process and its running supremum, and we also provide an analytic formula of the joint density / distribution function. Results from a numerical experiment reveal that our formulas allow to numerically evaluate the joint law and the density of the first passage time faster than a simulation based method.

Cette recherche analyse les effets de la présence séparée ou simultanée de signaux relatifs au territoire et à l’employeur dans une annonce de recrutement sur l’attractivité organisationnelle. Les résultats montrent que marque employeur et marque territoire n’ont pas intérêt à être rapprochées dans la communication de recrutement. L’effet du logo région fonctionne en effet lorsqu’il n’est pas associé au label employeur et est d’autant plus fort que l’image de la ville est bonne.

Management involves organizing, planning, coordinating, and/or scheduling a task. Emergency medical services (EMS) are subject to organizational challenges due to their specific activity, interprofessional relations within the team and with partners inside and outside the hospital. To help meet these challenges, the French Society of Emergency Medicine (SFMU) wanted to bring together experts practicing in EMS and teaching, and research experts to propose a set of guidelines for EMS management based on data from the literature. While managers must be recognized for their medical skills, they must also develop their leadership skills through specific training. These skills will enable them to adapt their leadership style to situations and teams in order to encourage team motivation and commitment. As the interface between teams in the field, management, and institutional partners, their role should be to encourage dialogue and reassure teams. The manager’s role and resources need to be formalized with management, in particular access to information so that the manager can convey a strategic vision to teams and partners. The implementation of a project and the holding of meetings must be organized with an effective strategy. To achieve this, setting out and sharing clear objectives, operating rules, and involving staff in decision making are effective tools for limiting resistance to change and encouraging the co-construction of transformations. The development of skills through individual and group training provides the time for exchanges necessary for professionals to flourish, for motivation to be strengthened, and for shared values to be built. Certain factors are directly associated with the attractiveness of an EMS, such as the working environment, diversification of activities, and individualized career management. The organizations that put in place must ensure psychological safety and effective interprofessional collaboration to improve the quality of working life and the quality of care. Communication and crisis management must be carefully thought out and methodically organized to build an EMS in which every employee can invest and feel at home. The experts agree that managing an EMS must be an organized activity with its own tools and skills. This role must be recognized by the teams, management, and partners.

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