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Les réseaux apprenants comme facilitateurs du changement

Abstract : Today, it makes no more doubt than the organizational change cannot design as a simple linear process going from an organization A, towards an organization B. It comes within the scope of a process of oscillation between levels of individual appropriation and collective structuring (Vandangeon, on 1998). The individual appropriation is often realized by individuals who build themselves their own vision of the organization and review them beliefs by practicing the change (Gioia and Chittepeddi, on 1991). The collective structuring is approached as a process of organizational learning (Kim, on 1993), being able to take support on the development of a collective intelligence (Senge, on 1990). By being interested in the implementation of learning networks within the SNCF (FRENCH NATIONAL RAILWAY COMPANY), this article questions the capacity of the collective intelligence, supported by the only networks, to produce a change at the global level of the organization. It suggests then to spread the learning aims in the more classic functioning ways of the company and in particular in the projects mode. It also shows that the collective intelligence cannot be thought as an apart functioning way within the organization, but must be present in the daily practices of the actors.
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Contributor : isabelle Vandangeon-Derumez Connect in order to contact the contributor
Submitted on : Sunday, March 15, 2015 - 11:02:09 PM
Last modification on : Friday, January 21, 2022 - 3:35:04 AM

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Isabelle Vandangeon-Derumez, David Autissier. Les réseaux apprenants comme facilitateurs du changement. Question(s) de Management, éditions EMS, 2012, pp.57-76. ⟨10.3917/qdm.121.0057⟩. ⟨hal-01131764⟩



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