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When private lives fight back

  • David Courpasson
  • Jean-Claude Thoenig

Abstract

This chapter explores in greater detail an issue discussed above. Managers rebel when their private lives become intertwined with their public lives at their companies, as if society at large had stepped into the workplace. Rebel managers play the role of go-between with this other world, the private sphere outside the company that hegemonic senior management ignores or violates. This private sphere can be seen as a sort of forbidden zone.

Keywords

Social Capital Senior Management Private Life Middle Manager Private Sphere 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Notes

  1. 1.
    P. Bréchon, O. Galland and J.-F. Tchernia, La dynamique des valeurs en Europe, Futuribles, July–August, 2002.Google Scholar
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    C. I. Barnard, The functions of the executive, Cambridge, Mass., Harvard University Press, 1938.Google Scholar
  3. 3.
    R. Coase, The nature of the firm, Economica, 4 (16), November 1937.Google Scholar
  4. 4.
    A. O. Hirschman, Exit, voice and loyalty: Responses to decline in firms, organizations, and states, Cambridge, Mass., Harvard University Press, 1970.Google Scholar
  5. 5.
    L. Boltanski, The making of a class: Cadres in French society, Cambridge University Press, 1987.Google Scholar
  6. 6.
    See, for example, S. Tarrow, Power in movement, New York, Cambridge University Press, 2008.Google Scholar

Copyright information

© David Courpasson & Jean-Claude Thoenig 2010

Authors and Affiliations

  • David Courpasson
    • 1
  • Jean-Claude Thoenig
    • 2
  1. 1.EMLYON Business SchoolFrance
  2. 2.University Paris-Dauphine and CNRS, INSEADFrance

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