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The construction of collective competence using traditional HRM levers and more broadly instituted levers is now accepted in the literature. In this paper, we focus our attention on how the hierarchy mobilizes these levers. In line with the most recent works that focus on the factors that transform, dissolve, or limit collective competence, we study the lever of team composition and the role strain it generates. We examine the case of the PGHM in Chamonix, a military mountain rescue organization, to understand what effects, positive and negative, role strain caused by hierarchy has on the development and maintenance of collective competence. Our nuanced results aim to elaborate on the harmful effect of role strain, identify new factors for the emergence of collective competence, and suggest a connection between ambiguity and role conflict.

Using the dissonance theories, this article highlights the sources of dissonance experienced by consultants as well as the organizational practices that may reduce it. Based on observations within a management consulting firm and nineteen interviews with its consultants and managers, this research reveals two phenomena: 1) the phenomenon of cognitive dissonance caused by a gap between the skills or professional aspirations of consultants and the type of missions to which they are assigned, and 2) the phenomenon of emotional dissonance caused by the clients' disrespectful behavior. These results contribute to the existing literature by underlining the normative dimension of the dissonances caused by a gap between the professional standards of the profession and the actual practices of firms and clients. We also highlight how managerial and social support are likely to moderate the dissonances felt by consultants.

Evaluation of the quality of the relationship that employees with autism spectrum disorders (ASPD) have with their organization is a condition for measuring the effectiveness of inclusion policies. These policies are a societal issue since this significant and growing fraction of the active population is currently underemployed or unemployed. Their relationship to the organization can, among other things, take the form of a commitment. Starting from the perception held by employees with ASPD of their relationship with their company, the aim of this study is to propose an original solution to assess it. A research design combining a qualitative and lexicometric approach is adopted. The results reveal that it is necessary to adapt the conditions required to obtain the participation of employees with ASPD in studies and the formulation of the measurement items. The evidence that emerges should be valuable in demonstrating the potential of including neurodiversity in companies in the future.

This article examines the extent to which bricolage practices can be expressed in the human resource management (HRM) of organizations. Bricolage in organizations is defined as a way of dealing with new problems or opportunities using the "means at hand." In the field of human resource management (HRM), bricolage practices are not well defined. We analyze these bricolage practices through the case study of short-term absenteeism management in a French university hospital (CHU), before and during the COVID-19 crisis. Based on the proposal of a framework for analyzing the dynamics of bricolage in organizations, the results of this study identify, in this establishment, three main forms of bricolage (individual, familiar collective, conventional collective) and two evolutionary dynamics of this bricolage (dynamics of objectives and implementation), observed during the COVID-19 crisis.

Individual adjustment strategies and tactics are one strand of the literature on organizational socialization, which relates to current onboarding topics. The literature has highlighted typologies of proactive behaviors (tactics), and several generic goals associated with these behaviors (strategies). However, most research is based on classic samples such as young graduates in their first job. This research proposes to expand on the analysis of strategies and tactics in an extreme context, that of nurses in Quebec's Arctic. We describe this context as extreme in terms of socialization because it is characterized by a large distance (even absence) from the organization (the health care center). Indeed, the nurses work in very small teams, in autonomy in an isolated area, and the essential part of the socialization process is therefore very largely based on the individuals, and very little on the health care center. We thus identify two new purposes of individual adjustment strategies, which complement the existing literature and constitute benchmarks for rethinking integration practices.

This research examines the complexity of a professional's job in a regulated market. The aim is to study the pharmacist who is, on the one hand, a health professional whose job is governed by a set of rules and codes that define their membership and, on the other hand, a trader at the head of a business whose profitability is guaranteed by their ability to sell. Two logics are therefore at work in this profession. The logic of a professional framework that establishes the rules of operation and the logic of the actor that, through their professional practice, enables them to act in order to develop or cope. In order to understand this complexity, we propose to revisit the concept of the profession and its three dimensions (individual, company, and sectoral) with reference to the Dialogical Principle of Edgar Morin (1977), which assumes that two logics are linked in a unity without the duality being lost in the unity. It is then a question of specifying the complex relationship between actors and a framework. This work is based on three combined qualitative research studies, i.e., sixty-one cases of licensed pharmacists. The results show how these two logics (professional framework and professional actors) are at the same time complementary, antagonistic, and competing.