Sébastien Gand

From Stakeholder to StakeSholder Management in Crisis Episodes: A Case Study in a Public Transportation Company

Stakeholder perspectives on crisis management provide a useful descriptive framework to analyse crises and to develop crisis narratives. However, their ‘actionability’ for crisismanagement, i.e. the possibility to use stakeholder management models in operationalcrisis management processes, remains an under-investigated research question. Thisarticle, built on a qualitative case study of successful crisis management in a publictransportation company, discusses the operational value of stakeholder frameworks forcrisis management.We investigate the actions set up by the crisis cell to manage internaland external stakeholders during the crisis. The successful management of the crisisinvolved: (1) good stakeholder diagnostic capabilities to design an appropriate corporatepositioning; (2) an ability to identify and coherently manage emerging and heterogeneousissues involving stakeSholders, i.e. actors that are concerned with multiple issues of thecrisis; and (3) the capacity to set up a tightly coupled ad hoc organization, articulatingboth crisis cell members and various ‘anchorage points’, i.e. actors previously involved inthe project. Finally, we discuss the implications and potential value of stakeholderperspectives for crisis management.

Gouvernance démocratique et circulation des savoirs : Quels dispositifs de gestion ?

Des entreprises de l’ESS revendiquent un fonctionnement democratique dont l’articulation avec la gestion d’une activite economique concurrentielle est source de tensions manageriales. L’article traite d’une tension specifique, liee a la differenciation des savoirs et des competences entre les membres, qui fait courir le risque d’une deliquescence de la gouvernance democratique. L’etude du cas d’une entreprise de plusieurs centaines de membres permet d’explorer la conception de dispositifs de gestion adaptes, organisant la circulation des savoirs et les apprentissages.