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This article examines the relationship between Environmental Management Control (EMC) and Organizational Learning (OL) by extending the theoretical model of Simons (1995) in a contingent perspective. Through strategic and organizational factors, this enriched model expounds the links between the Simons's (1995) levers of control (diagnostic and interactive controls) and the Argyris and Schön's (1978) levels of learning (simple loop learning and double loop learning). Based on the “revelatory case” of a missionary organization, eco-SME, this study highlights the influence of three contingency factors : strong core values, proactive strategy and activity life cycle in the four configurations of EMC-OL relationships identified.

Keywords: Contrôle de gestion environnemental (CGE), Apprentissage organisationnel (AO), Contrôle interactif, Contrôle diagnostique, Facteurs de contingence, Environmental Management Control (EMC), Organizational Learning (OL), Interactive Control, Diagnostic Control, Contingency Factors, Control de Gestión Ambiental (CGE), Aprendizaje Organizacional (OA), Control Interactivo, Control de Diagnóstico, Factores de Contingencia

AbstractIn this paper, we apply the principles of information theory to medical diagnosis and we show how it can be used to select cost-efficient diagnostic strategies in the set of feasible ones.

Le présent mémoire porte sur la comparaison de quatre stratégies de synchronisations retrouvées dans les circuits intégrés pour évaluer leurs performances suite à une implémentation avec les outils de conception assistée par ordinateur utilisés en industrie. On y retrouve trois stratégies reconnues dans la communauté scientifique, la stratégie synchrone, la stratégie asynchrone bundled-data et la stratégie du wave pipelining, ainsi qu’une nouvelle stratégie proposée par Michel Kafrouni, la stratégie pseudo-asynchrone avec emprunt d’horloge. La loi de Moore, qui stipule que le nombre de transistors dans un circuit intégré double à chaque deux ans, a entraîné l’effervescence de l’utilisation de la stratégie de synchronisation synchrone dans l’industrie du semi-conducteur. Cependant, au cours de dernières années, on a pu noter un important ralentissement au niveau du développement …

In collective action, actors have to cope with structural phenomena, which determine their action, in some way. Actors' ability to practice empowerment depends largely on their capability to identify opportunities and constraints, and on their capacity to put in practice winning strategies, albeit conditions are against them and opponents are very active. This paper aims to explicit strategies for community organization and social action. The problematic situation relies on theories of collective action, and Giddens' theory of structuration. The case study leads to identify three types of strategy for intervention: interpretative, institutional, and organizational.

Keywords: travail social, organisation communautaire, écologie, mobilisation, stratégie, action sociale, Social work, Community organizing, Ecology, Empowerment, Strategy, Social action

AbstractThis study sheds light on the US « white papers » aimed at the War on Terror in order to decode the Pentagon's remapping process one finds in the 2002 National Security Strategy and 2004 National Military Strategy. This article aims to show how certain apparently contradictory geopolitical discourses build from the same ideological basis and ideographic logic of terror. The intent here is to critically reflect on the cartographic practices of the Bush aministration using the discursive regime of the War on Terror and to reinscribe them in the context of the neoliberal globalization.

ABSTRACTImmigrants experience conflicting values more frequently than "native" citizens. When experienced by immigrants in their teens, clashing values can give rise to feelings of rejection, as well as a negative self-image and image of others; in some cases, these opposing values even lead to family breakups. The identity crisis worsens if the messages conveyed by the social environment are contradictory or incoherent. If these messages present negative aspects, the self-image is threatened by being discredited, for example in the case of racist stereotypes and xenophobic reactions. The most dangerous response is the internalization of a discredited image. Youth react aggressively or repress a racist experience by negating it. For some, assimilation goes as far as putting down one's very own community. On the other hand, some will place enormous value on their differences and follow a strategy that can lead to political activism, which is not without its own forms of excess. These various strategies depend on specific factors: cultural traits, political trends, community links.

For more than ten years, a great deal has been written about the key role that human resources can play in acquiring a competitive advantage. HRM activities would become strategic if the organization's philosophy, policies, programs, practices, HRM processes and strategic needs were systematically linked (Schuler 1998). Two types of integration have been proposed in the literature : first, vertical integration, which requires that HRM Systems be vertically linked with strategic management ; and second, horizontal integration, which implies that HRM Systems (staffing, compensation, etc.) be co-ordinated and coherent with each other while supporting the strategy. Full vertical integration must be achieved at the operational level (the micro level), that is, in actions that are directly under the supervisons control. We hypothesize that the lack of integration of the strategy's basic elements (vision, values, key factors of success, strategic objectives) into the micro level (strategic, vertical and operational integration), that is, into dally management practices, would explain the limited impact of structural alignment on organizational performance, which has been emphasized in empirical studies. Thus, the aim of our study is to verify to what extent organizational performance can be predicted by the integration of strategic elements (strategic, vertical and operational integration) into the dally practices of performance management (Hl). Moreover ; with regard to horizontal integration, some researchers maintain that organizations that succeed in linking the HRM Systems, making them complementary, will be in a better competitive position and will surpass their competitors' organizational performance. This study thus examines whether the alignment of HRM Systems with performance management is linked to better organizational performance (H2). The questions used to measure the concepts were developed on the basis of the literature and their content was validated by ten managers. The items to measure organizational performance come from a previous study. The internai reliability of the scales varies from .77 to .90. The data were derived from questionnaires completed by 177 Canadian firms that have implemented a performance management System. To sum up, the results show that the more the strategic elements are integrated into the performance management System, the greater the increase in competitiveness, competitive position and the survival of the organization. Moreover, the results show that the increase in the coherence of HRM Systems with the performance management system is linked to an increase in the organization's competitive position. The results are discussed in the light of current research and the limitations of the research are presented.