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Armand Hatchuel and the Refoundation of Management Research : Design Theory and the Epistemology of Collective Action

hal.structure.identifierCentre de Gestion Scientifique i3 [CGS i3]
dc.contributor.authorSegrestin, Blanche
HAL ID: 1113
ORCID: 0000-0002-6821-7850
hal.structure.identifierCentre de Gestion Scientifique i3 [CGS i3]
dc.contributor.authorAggeri, Franck
HAL ID: 7881
hal.structure.identifierDauphine Recherches en Management [DRM]
dc.contributor.authorDavid, Albert
hal.structure.identifierCentre de Gestion Scientifique i3 [CGS i3]
dc.contributor.authorLe Masson, Pascal
HAL ID: 1111
ORCID: 0000-0002-3835-2875
dc.date.accessioned2018-11-12T16:52:12Z
dc.date.available2018-11-12T16:52:12Z
dc.date.issued2017
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/18214
dc.language.isoenen
dc.subjectCollective actionen
dc.subjectManagement sciencesen
dc.subjectInnovationen
dc.subjectInnovation managementen
dc.subjectDesign theoryen
dc.subjectGenerativityen
dc.subject.ddc658.4en
dc.subject.classificationjelM.M5.M54en
dc.titleArmand Hatchuel and the Refoundation of Management Research : Design Theory and the Epistemology of Collective Actionen
dc.typeChapitre d'ouvrage
dc.description.abstractenArmand Hatchuel’s work marks a turning point in management research and paves the way for a refoundation of management science. Hatchuel’s research deals with organizational metabolism rather than organizational change, as he is concerned with the drivers of change and with the organization of innovative collective action. Several theoretical milestones can be put forward. First, Hatchuel offers a theory of the cognitive processes of generativity: while decision theory targets optimization by supporting the selection of a solution, “C-K theory” is a design theory. It accounts for the generation of new alternatives by expanding what is known, this process being driven by desirable unknowns. This theory has provided the theoretical cornerstone characterizing the rationality and organization of innovative or design-oriented collective action. Second, in Hatchuel’s view, learning and organizational dynamics are tightly bound. Learning processes are hosted and supported by social relationships, which, in turn, are shaped by the distribution of knowledge. Hatchuel proposes a theory of collective action whereby knowledge and relationships are involved in a dynamic interplay: this theory shows that both markets and hierarchies are special and highly unstable forms of organization, because they imply that either knowledge or relationships are frozen. Management scholars contribute to the study of generative forms of collective action: Hatchuel argues that management science, far from being applied economics or applied sociology, is a basic science devoted to the design and study of new models of collective action. He therefore opens up promising avenues for programs on post-decision paradigms and creative institutions.en
dc.identifier.citationpages575-588en
dc.relation.ispartoftitleThe Palgrave Handbook of Organizational Change Thinkersen
dc.relation.ispartofeditorB. Szabla, David
dc.relation.ispartofeditorA. Pasmore, William
dc.relation.ispartofeditorA. Barnes, Mary
dc.relation.ispartofeditorN. Gipso, Asha
dc.relation.ispartofpublnamePalgraveen
dc.relation.ispartofpublcityBasingstokeen
dc.relation.ispartofdate2017
dc.relation.ispartofpages1533en
dc.contributor.countryeditoruniversityotherFRANCE
dc.subject.ddclabelKnowledge Managementen
dc.relation.ispartofisbn978-3-319-49820-1en
dc.relation.forthcomingnonen
dc.identifier.doi10.1007/978-3-319-49820-1_80-1en
dc.description.ssrncandidatenonen
dc.description.halcandidateouien
dc.description.readershiprechercheen
dc.description.audienceInternationalen
dc.date.updated2018-11-06T16:01:25Z
hal.faultCode{"duplicate-entry":{"hal-01516296":{"doi":"1.0"},"hal-01534794":{"doi":"1.0"}}}
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