Title: The LO model and the traditional French organisational culture: a paradigmatic contradiction leading to a limited implementation

Authors: Daniel Belet

Addresses: Groupe Sup de Co La Rochelle, 102, Rue de Coureilles, Les Minimes, La Rochelle, 17024 cedex 1, France

Abstract: This article deals with the issue of the very weak implementation of the LO model in France, although it appears as an appealing new management paradigm that can allow companies to better face a fast changing environment. The author argues that there is a strong philosophical contradiction between this innovative management model and the still dominant hierarchical, bureaucratic, centralised French organisational culture. He emphasises three main reasons that take part in this phenomenon: the misconception of the LO concept, the role of the national management education and the traditional French elitist culture. The few and limited applications of this LO model are only middle hierarchical level management change initiatives, especially in some large companies. Today, this model still seems too |revolutionary| and too contrary to the dominant traditional organisational French culture features. It only appears today as a limited management change technique, actually far from the implementation of new LO management paradigm. But the challenges of the present deep economic crisis might well trigger its future development.

Keywords: learning organisations; France; organisational culture; elitism; management education; management models; management change.

DOI: 10.1504/IJLC.2010.030170

International Journal of Learning and Change, 2010 Vol.4 No.1, pp.36 - 48

Published online: 11 Dec 2009 *

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