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Title: PhD Students Testimonials: Tribute to Jean-Louis Le Moigne
Authors:Serge Amabile, Nathalie Couix, Régis Meissonier, Coralie Haller, Adrien Peneranda
Year:2012
Collective book:Agir et penser en complexité, avec Jean-Louis Le Moigne, Témoignages de mises en actes
Edited by:Marie-José Avenier, Dominique Genelot,
Publisher:L'Harmattan
Pages:263-278
ISBN:978-2-296-96540-9
Abstract: Comment comprendre les mondes dans lesquels nous vivons ? Peut-on ne pas se sentir démuni devant tant de complexité ? Cinquante professionnels d'horizons variés témoignent de leur manière de répondre à ces questions. Ces témoignages ont en commun de mettre en actes des concepts développés par Jean-Louis Le Moigne. A travers la narration d'expériences vécues, ce livre offre des pistes de réflexion pour toute personne soucieuse du sens de son action.

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Title: The IT Culture as an Obstacle to the Adoption of an ERP
Authors:Régis Meissonier, Nassim Belbaly, Emmanuel Houzé
Year:2007
Collective book:Advances in Information Systems Development. New Methods and Practice for the Networked Society
Edited by:Gabor Magyar, Wita Wojtkowski, W. Gregory WojtkowskiJoze Zupancic
Publisher:Springer
Pages:279-289
ISBN:13-978-0-387-70760-0
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Title: Resistance User Evolution during IT Project: A Longitudinal Analysis of a French High-Tech SME
Authors:Régis Meissonier, Nassim Belbaly, Emmanuel Houzé
Year:2007
Collective book:Information Systems and Collaboration: State of the Art and Perspectives
Edited by:Fernand Feltz, Benoît Otjacques, Andreas OberweisNicolas Poussing
Publisher:GI-Edition
Pages:318-329
ISBN:978-3-88579-186-7
Abstract: With reference to existing theories on user resistance toward IT implementation, the objective of this article is to depict the effects induced by a passive management style of conflict situations. This article is the continuation of research presented at the 10th AIM conference which analysed the first result of a research action conducted at Netia corp. (an high-tech SME). The case study presented now puts forward the way the project has been evolving and the reactions of the employee categories. This longitudinal research has been processed by the analyse of two key moments by which the situation switched from an inter-group conflict situation to straightforward individual resistances. By this way, the article shows that our observations are opposed, in some aspects, to the ones of Barki et al. (2001).
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