Contenu du sommaire : Varia

Corporate social responsibility engagement and organizational attractiveness : does communication protect when coping with crisis ?According to the existing literature, the more socially responsible the firm is perceived, the more the firm benefits from a good organizational attractiveness, that is to say the firm hires and retains easier its employees. Corporate socially responsible communication, claiming the firm values, contributes to build and maintain this CSR image. This research proposes to consider the influence of CSR communication on organizational attractiveness when the firm is challenged by a crisis on its commitments. Results of an experiment show that CSR communication protects organizational attractiveness when a crisis calls into question the commitment claimed.

Project team management : the impact of conflict management and organizational improvisation on performance. This study explores the relationship between conflict and performance in project teams. It was initiated by a two-fold observation. On the one hand, the need for practitioners to improve their conflict management capacities in an environment of increased time pressure and uncertainty. On the other hand, existing research offer divergent results. Our aim is to explore the link between conflict, as a multidimensional concept, and performance within project teams. We conducted a quantitative survey amongst 85 student project teams (N=265). This study tests a causal model, including the moderating role of two managerial variables : the ability to improvise and the potential for conflict resolution. The main issue for Human Resource Management is to know to what extent it is appropriate to invest in the consolidation of these skills, using for example, training or support dedicated tools.

What does internal mobility mean for executives ? A four-faced typology of intra organizational mobilityIntra-organizational mobility is a HR tool often used in large French companies. It is nevertheless a disparate mix of practices described by many typologies in Human Resources Management on the basis of its characteristics. However, there is no research that seeks to understand the meaning of internal mobility and capture it, through a phenomenological approach, in its subjective reality. The purpose of this research is to understand what intra-organizational mobility means for senior and junior executives of large companies according to their organizational contexts. This qualitative research was conducted in a phenomenological approach ; it is based on a case study in five large French companies using intra-organizational mobility. Our research shows that the meaning of intra-organizational mobility for executives varies according to organizational contexts and can be compared to Janus, the four-faced god. The research offers a typology of the conceptions of intra-organizational mobility : (i) Darwinian, (ii) military, (iii) hypocritical and (iv) Brownian.

Linking HR practices with innovation strategies : a test of framework
Finding better ways to manage researchers and creative people, sustaining idea generation, and mobilizing every employee to challenge the status quo on a continuous basis are some of the new challenges facing the HR function. In a context where innovation strategies are increasingly crucial for businesses, HR practices must be aligned with this strategic priority. But how easy is it to articulate a coherent link between HRM and an innovation strategy ? Beyond the usual list of best HR practices, do the few theoretical frameworks designed to link HRM with innovation stand the test of reality ? Based on an in-depth case study of a high-technology firm, we tested the relevance and usefulness of one of these frameworks as a way to uncover how a value-added HR strategy can support the innovation strategy. But this case analysis also highlighted the complexity and the tensions generated by such an HR strategy.