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Professor Emmanuel Josserand


Emmanuel is a Professor of Management at UTS and Director of the Centre for Business and Social Innovation (CBSI). His research focuses on intra- and inter-organisational networks, including in relation to business and social innovation.
Emmanuel has managed many projects of applied and fundamental research about innovation and innovative networks. He is currently UTS Chief Investigator with the $40M Innovative Manufacturing Cooperative Research Centre. He was one of the Lead Partners of Laboranova a €15M project on innovation IT platforms and lead a prestigious Swiss National Science Foundation project on social media and innovation. More recently he has collaborated on projects on innovation leadership for SMEs, innovation at Australia Post and the smart specialization strategy for the Hunter region. Another focus of Emmanuel’s research is social innovation with several projects on socially responsible supply networks.
Emmanuel also has a practical understanding of innovation, being the co-founder of a start-up based on shared IP with University of Geneva, Self-Leadership Lab, which successfully operates in Switzerland (more than 1600 executives and managers have gone through the 5 month process offered by the start-up).
Emmanuel was formerly co-Director of the Centre for Management and Organisation Studies at UTS. Before joining UTS, he was a Professor at University of Geneva where he served as the Head of the Steering Committee for the PhD in Management, the Director, Executive MBA and the Delegate of the Rectorate for e-learning. He was before that an Associate Professor at Paris-Dauphine University. He has a strong international publication track record with more than 100 publications, including books and peer reviewed journals. He also has extensive experience in consulting as an independent adviser or in partnership with several consulting firms in Paris and Geneva.
Image of Emmanuel Josserand
Professor of Management and Organisation Studies, Management Discipline Group
Director, CMOS - Centre for Management and Organisational Studies
Core Member, CMOS - Centre for Management and Organisational Studies
Doctorat es Sciences Degestion
+61 2 9514 3928
Can supervise: Yes


Coumau, J.-.B., Gagne, J.-.F. & Josserand, E.L. 2005, Manager par la marque, un outil de motivation et d'alignement strategique, First, Editions d'Organisation, France.
Josserand, E.L. 2004, The Network Organization: The Experience of Leading French Multinationals, First, Edward Elgar, Cheltenham, UK.
With Forward by Carlo Jarillo.
Beyou, C., Isaac, H., Josserand, E.L., Kalika, M. & Ledru, M. 2003, Le e-management : quelles transformations pour l'entreprise ?, French, Editions Liaisons, Paris.
Josserand, E.L. & Perret, V. 2003, Le paradoxe : Penser et gérer autrement les organisations, French, Editions Ellipses, France.
Bellier, S., Isaac, H., Josserand, E., Kalika, M. & Leroy, I. 2002, Le e-management vers l'entreprise virtuelle? : [l'impact des TIC sur l'organisation et la gestion des compétences], Editions Liaisons.
Alors que la nouvelle économie souffre de désaffection, le e-management poursuit son développement dans les entreprises. Tel est le constat que l'on peut tirer des résultats de l'Observatoire du e-management Dauphine-Cegos.
Josserand, E.L. 2001, L'entreprise en reseau, French, Vuibert, France.


Bardon, T., Josserand, E.L. & Villesèche, F. 2014, 'Networks as Media for Nostalgia in an organisational Context' in Media and Nostalgia: Yearning for the Past, Present and Future, Palgrave Macmillan, London, pp. 105-117.
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Josserand, E.L. & Villeseche, F. 2012, 'Communities of practice: from innovation in practice to the practice of innovation' in Pitsis, T., Simpson, A. & Dehlin, E. (eds), Handbook of Organizational and Managerial Innovation, Edward Elgar, Cheltenham Uk, Northampton MA, USA, pp. 256-274.
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Emmanuel Josserand and Florence Villesèche INTRODUCTION In the quest to explain competitive advantage, the knowledge view of the firm appears to be one of the most topical alternatives to transaction costs economics. The ability to share and generate knowledge is thus considered a key capability (Nonaka and Takeuchi, 1995; Nahapiet and Ghoshal, 1998; Merali, 2000). Beyond the initial fads around technology and ITdriven knowledge management projects (Swan et al., 1999), research points to the importance of cultural (McDermott, 1999; Ndlela and du Toit, 2001) and structural change (Grant, 1996; Buckley and Carter, 2002) to favour openness to learning and sharing. This openness is deemed hard to achieve in bureaucratic organizations (Gupta and Govindarajan, 2000; Ravasi and Verona, 2001). How do organizations deal with the apparent contradiction between a necessary order that could lead to bureaucracy and the strategic importance of an innovative openness that could lead to chaos? According to Wenger and Snyder: todays economy runs on knowledge, and most companies work assiduously to capitalize on that fact. They use cross-functional teams, customer- or productfocused business units, and work groups to name just a few organizational forms to capture and spread ideas and know-how. In many cases, these ways of organizing are very effective and no one would argue for their demise. (Wenger and Snyder, 2000, p. 139) However, these forms are usually formal groups often driven by shortterm objectives. Communities of practice (CoPs) a new name for an old practice have been theorized since the early 1990s
Bardon, T. & Josserand, E.L. 2012, 'Penser les pratiques organisationnelles comme des morales avec Michel Foucault' in Germain, O. (ed), Les grands inspirateurs de la theorie des organisations, EMS Management et Societe, France, pp. 63-78.
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Michel Foucault est lun des auteurs les plus cités dans les articles en management autant par ses supporters que par ses critiques. Plus de 25 ans après sa mort, le 25 juin 1984, et malgré le nombre toujours croissant de publications foucaldiennes en organisation et management, sa pensée est loin dêtre épuisée. Un tour dhorizon de 20 ans de travaux foucaldiens en management nous permettra de répondre à ces trois questions. Pourquoi cet auteur a-t-il été une source dinspiration ou de controverse si grande en sciences de gestion ? Quel est lhéritage quil nous a légué en management ? Sa pensée peut elle encore être mobilisée de faon originale ?
Grima, F. & Josserand, E.L. 2011, 'The Roles of Peripheral Participants and Brokers: Within and Beyond Communities of Practices' in Hernaez, O.R. & Campos, E.B. (eds), Handbook of Research on Communities of Practice for Organizational Management and Networking: Methodologies for Competitive Advantage, IGI Global, Hershey, USA, pp. 297-307.
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The objective of our chapter is to gain a better understanding of learning trajectories connecting external and internal communities of practices. To do so we studied four internal communities of practice by actors belonging to a same external community. We realized semi-directive interviews in these communities supplemented by direct observation of meetings. Our results give a new perspective on participation to communities of practice. We describe how young members act as boundary spanners between the communities and the practice in their organization while more senior members act as unique facilitators with a balance between boundary spanning and buffering. We describe in detail the personal characteristics of these senior members.
Josserand, E.L. & Coumau, J. 2009, 'Orange Brand Launch in France - inside=outside brand transformation' in Riesenbeck, H. & Perrey, J. (eds), Power Brands: Measuring, Making and Managing Brand Success, Wiley, UK, pp. 233-237.
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Josserand, E.L. & Pitsis, T.S. 2008, 'Interorganizational relations and collaboration' in Clegg, S. & Bailey, J. (eds), International Encyclopedia of Organization Studies, Sage, USA, pp. 716-721.
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The International Encyclopedia of Organization Studies is a definitive description of the field, spanning individual, organizational, societal, and cultural perspective in a cross-disciplinary manner. Editors Stewart R. Clegg and James R. Bailey have sought to capture much of the cutting-edge thinking that characterizes the best scholarship internationally. The Encyclopedia is thoroughly cross-referenced and entries are based around a series of broad themes.
Josserand, E.L. & Teo, S. 2008, 'Accompagner l'emergence du manager public post-bureaucratique: le cas des ressources humaines dans une entreprise publique australienne' in Bachir Mazouz (ed), Le metier de gestionnaire public a l'aube de la gestion par resultats, Les Presses de l'Universite du Quebec, Canada, pp. 1-1.
Dameron, S. & Josserand, E.L. 2007, 'Dan Schendel - De la "Business Policy" au "Strategic Management"' in Loillier, T. & Tellier, F. (eds), Les grands auteurs en stratégie, Editions Management et Sociétés, France, pp. 91-104.
In more than 50 years, the strategy has made considerable progress. These developments require a work of synthesis to take stock of the main theories, schools of thought and tools. Consists of 7 parts and 28 chapters, this book offers to return to the authors who have built the discipline but also those who make the news. Written by 37 faculty members of universities and Grandes Ecoles, the chapters present the background and basic ideas of the authors basic strategy. With this book, the reader can better understand the themes of research, theoretical and methodological choices of the authors and will finally be able to better assess the theses defended.
Angot, J. & Josserand, E.L. 2007, 'Méthode d'analyse des réseaux sociaux' in Méthodes de recherche en management, pp. 414-438.
Cet ouvrage a pour objectif de répondre aux questions que se pose tout chercheur en gestion et en management, que ce soit avant, pendant ou après sa recherche.
Josserand, E.L. & Charki, M. 2006, 'Des outils de partage d'information au management des connaissances' in Kalika, M. (ed), Management et TIC, Liaisons, France, pp. 83-96.
Charki, M. & Josserand, E.L. 2006, 'Does Trust Still Matter in Business Relationships Based on Online Reverse Auctions' in Poussing, N., Oberweis, A., Otjacques, B. & Feltz, F. (eds), AIM 2006 - Information Systems and Collaboration: State of the Art and Perspectives, Best Papers of the 11th International Conference of the Association Information and Management (AIM), Luxembourg, June 8-9, 2006, GI/LNI Edition, Luxembourg, pp. 45-68.
The Internet-driven electronic marketplace (IEMP) has been presented as a way to enhance collaboration between buyers and suppliers while generating significant advantages for both parties. Nevertheless, the introduction of Online Reverse Auctions (ORA) in the negotiation process has been perceived as a mean to decrease interorganizational trust limiting the possibilities of collaboration. From one side, ORA are perceived by suppliers as a clear proof of the buyer's power and opportunism. From another side, buyers promote the interest of such mechanism supposed to improve transparency in interorganizational relationships. This paper focus on the effects of ORA use in business relationships between one major French retailer and its industrial suppliers. Based on a case study build upon 65 semi structured interviews, we propose the analysis of ORA use in business relationships. We show that it is no longer the technology of ORA itself which is responsible of trust deterioration but the way it is used between the different parties. Our results suggest three factors that would be able to maintain inter-firm trust when using ORA: the management of ORA, the integration of qualitative criteria and the elimination of abuses related to ORA use.
Josserand, E.L. 2006, 'La mise en reseau pieges et leviers d'action' in Kalika, M. & Romelaer, P. (eds), Recherches en management et Organisation, Economica, France, pp. 1-1.
Dameron, S. & Josserand, E.L. 2006, 'Communities of Practice - Is it Like Pulling Teeth?' in Kornberger, M. & Gudergan, S. (eds), Only Connect: Neat Words, Networks and Identities, Copenhagen Business School Press, Liber, pp. 210-227.
Josserand, E.L. 2005, 'Les entreprises francaises et le modele europeen d'entreprise en reseau' in Kalika, M. (ed), Management Europeen et mondialisation, Editions Liaisons, France.
Josserand, E.L. & Perret, V. 2003, 'Pratiques organisationnelles du paradoxe' in Josserand, E. & Perrett, V. (eds), Le paradoxe: Penser et gerer autrement les organisations, Ellipses, Paris, pp. 165-187.
Perret, V. & Josserand, E.L. 2003, 'La valeur heuristique deu paradoxe pour les Sciences de l'Organisation' in Josserand, E. & Perret, V. (eds), Le paradoxe: Penser et gerer autrementles organisations, Ellipses, Paris, pp. 5-22.
Josserand, E.L. 2003, 'TIC et organisation' in Kalika, M., Ledru, M., Isaac, H., Beyou, C. & Josserand, E. (eds), Le e-management : quelles transformations pour l'entreprise ?, Editions Liaisons, Paris, pp. 97-112.
Josserand, E.L. 2002, 'TIC et organisation' in Bellier, S., Isaac, H., Josserand, E., Kalika, M. & Leroy, I. (eds), Le e-management : vers l'entreprise virtuelle?, Editions Liaisons, Paris, pp. 51-67.
Isaac, H. & Josserand, E.L. 2002, 'Structure et systeme d'information: quels roles dans les pratiques de gestion de la connaissance?' in Kalika, M. (ed), e-GRH révolution ou évolution ?, Edition Liaisons, Paris.
Angot, J. & Josserand, E.L. 2001, 'Analyzing Social Networks' in Thietart, R.-.A. (ed), Doing Management Research: A Comprehensive Guide, SAGE, pp. 312-331.
By studying the structure of social and organizational networks - networks of individuals, of groups, and of organizations - we can develop a clearer perception of the links both between and across them. This chapter is primarily concerned with helping the researcher to understand the particularities of the different network analysis methods available to them, and to identify the data needed to make use of these methods. We also look at the principal tools available to the researcher, and the precautions to take when applying these methods and tools.
Josserand, E.L. 2001, 'Les logiques d'organisation: un point de passage obligatoire pour l'economic des couts de transaction' in Joffre, P. & Germain, O. (eds), La theorie des couts de transaction, Vuibert, Paris.
Grenier, C. & Josserand, E.L. 2001, 'Researching Content and Researching Process' in Thietart, R.-.A. (ed), Doing Management Research : A Comprehensive Guide, SAGE Publications Ltd.
In this chapter we consider two possible ways of studying a phenomenon: by conducting research into either its content or its process. Whereas to study a phenomenon's content is to investigate its composition, a study of its process attempts to explain the phenomenon's behavior through time. Both of these approaches are given a detailed presentation in the first two sections. The third section provides researchers with a more discriminating conception. It explains how these two approaches can be mutually enriching when used in parallel, but acknowledges that, finally, it is their conception of reality together with the state of current literature on a phenomenon that will direct researchers towards researching content, researching process, or a combined study.


Josserand, E.L. & Randhawa, K. 2015, 'Practicing open innovation: A social practice lens for studying the role of firm-hosted user communities in innovation', EGOS Organisations and the Examined Life: Reason, Reflexivity and Responsibility, Athens, Greece.
Josserand, E.L. & Bardon, T. 2015, 'Identity work tactics for combining multiple social identities', Academy of Management 2015 Annual Meeting, Vancouver, Canada.
Josserand, E.L. & Kaine, S. 2016, 'Regulation and the dynamic adjustment of public-private governance: The case of Port Botany, Sydney', 32nd EGOS Colloquium 2016, Naples, Italy.
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Randhawa, K., Josserand, E. & Schweitzer, J. 2016, 'Knowledge dynamics at the firm-user community boundary: a community of practice view', Academy of Management 2016 Annual Meeting, Anaheim, CA.
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In this paper, we address the need for newer approaches to engage with the interactive nature of knowledge exchange that occurs when firms engage in open innovation with user communities. Drawing on the Community of Practice perspective, we develop a relational framework that forms the basis for examining the social dynamics underpinning knowledge collaboration between the firm and the community. This framework integrates the perspective of community (and its users) with the host firm to enable a comprehensive investigation of social tensions associated with the dynamics at the firm- community boundary, and how these tensions can be managed generatively to enable seamless co-creation of knowledge and innovation. We discuss how researchers can use the framework for future studies that seek to better understand the complex, relational dynamics of firm-community knowledge collaboration. These insights are valuable for firms to support knowledge collaboration by focusing on effective boundary management practices for negotiating tensions that emanate at the firm-community boundary.
Shibib, W. & Josserand, E.L. 2016, 'Social media-driven advocacy and social movements', 32nd EGOS Colloquium 2016, Naples, Italy.
Bardon, T., Josserand, E.L., Clegg, S. & Rhodes, C. 2016, 'Biocracy and the hijacking of ethics: Are new forms of organization control irresistable?', 32nd EGOS Colloquium 2016, Naples, Italy.
Zara, A., Delacour, H. & Josserand, E.L. 2016, 'Exploring the role of non-formal actors in institutional change: The case of the Serbian transition', 32nd EGOS Colloquium 2016, Naples.
Barlatier, P.J. & Josserand, E.L. 2016, 'Exploiting Social Media potential to leverage innovation: a case study', XXVII ISPIM Innovation Conference, Porto, Portugal.
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Shibib, W. & Josserand, E.L. 2016, 'Social Media-driven advocacy and collective actions of stakeholders', Academy of Management (AoM) 2016, Anaheim, California.
How does Social Media (SM) impact the Stakeholder Theory (ST) and the stakeholder environment of organizations? We witness with the rise in importance of the digital sphere in the past few years and in particular Social Media a new and more accessible space for stakeholders to be active and engaged. This enables frequent and intensive interactions between advocators, stakeholders, and with the focal organization. In the following the potential of organized resistance and mounted pressure by SM-driven activities increase, which disrupt corporations operations and enforce the pressure to change - a growing challenge to the stakeholder management literature. This paper presents a conceptual framework of the forthcoming research in the stakeholder theory literature as well as a research agenda for the stakeholder management theory to capture these phenomena in a more accurate way. Increasing number of SM- driven resistance to multinationals in the past few years, among others boycotts justifies our focus on stakeholder collective actions and SM-driven advocacy. The proposed research will discuss how and why advocacy activism harness public interest to mount pressure on a large, transnational scale in the digital sphere.
Randhawa, K., Josserand, E.L. & Schweitzer, J. 2016, 'Knowledge collaboration at the firm-user community boundary: Is Community of Practice an answer?', 14th International Open and User Innovation Conference, 14th International Open and User Innovation Conference, Boston, USA.
In this paper, we respond to calls for newer avenues to address the dynamics of knowledge collaboration involved in open innovation that occurs through firm-hosted user communities. We adopt a Community of Practice lens to develop a framework that integrates the perspective of the community (and its users) with the host firm to enable a holistic examination of the social dynamics of firm-community knowledge collaboration. This framework can be used to examine how tensions underpinning the dynamics emanate at the firm-community boundary, and how these tensions can be managed generatively to enable the co-creation of knowledge and innovation. We suggest how future empirical research can apply our framework to study facets of knowledge dynamics at the interface between firms and user communities. These insights are useful for firms to negotiate tensions at the firm-community boundary and aid seamless knowledge collaboration so as to capture value from user community-based open innovation.
Bardon, T., Quental, C. & Josserand, E.L. 2016, 'Building Consistent Career Self-Narratives Through Identity Work in the Consultancy Profession', Academy of Management (AoM) 2016, Anaheim, California.
Randhawa, K., Josserand, E. & Schweitzer, J. 2015, 'Open Innovation via Firm-Hosted User Communities: A Community of Practice Perspective', Academy of Management (AoM) 2015, Vancouver, BC, Canada.
Randhawa, K., Josserand, E. & Schweitzer, J. 2015, 'Open innovation through firm-hosted user communities: A social practice perspective on firm-community relationship', Australian and New Zealand Academy of Management (ANZAM), Queenstown.
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Kaine, S.K. & Josserand, E.L. 2015, 'Voice and Silence in Global Value Chains', 4th Conference of the Regulating for Decent Work Network, ILO Headquarters, Geneva, Switzerland.
Josserand, E.L. & Kaine, S. 2015, 'The Sound of Silence or Voice in Global Production Networks', APROS-EGOS Conference, Sydney, Australia.
Shibib, W. & Josserand, E.L. 2015, 'Stakeholder management in the digital sphere', 31st EGOS Colloquium 'Organizations and the Examined Life: Reason, Reflexivity and Responsiblity', Athens, Greece.
Charki, M.-.H., Josserand, E.L. & Boukef Charki, N. 2014, 'Disentangling the effects of legal intervention on unethical IT use in the post-adoption phase', Academy of Management (AoM) 2014, Philadelphia, USA.
Bardon, T., Josserand, E.L. & Clegg, S. 2014, 'The ethical subjectivity of corporate discourse', EURAM 2014, Valencia, Spain.
Josserand, E.L. & Schmitt, A. 2014, 'Leveraging Individual Networks: The Role of External Social Capital for Business Unit Ambidexterity', Academy of Management (AoM) 2014, Philadelphia.
This paper applies a social capital perspective to study how business units leverage individuals' external networks to explore and exploit resources outside the firm's boundaries. We explore this matter inductively by analysing the development and leveraging of social capital at the business unit level in a global commodity company. Our findings show how individuals' strong and weak network ties support business unit ambidexterity. We also explore the characteristics of the supportive organisational context that allows firms to reap the benefits of their employees' external social relationships. This study deepens our understanding of exploration and exploitation at both the individual and business unit levels and contributes to research on contextual ambidexterity.
Randhawa, K., Agarwal, R. & Josserand, E.L. 2013, 'Strategically aligning a culture of 'open innovation' in organizations', 27th ANZAM Conference:Managing on the Edge, ANZAM 2013, ANZAM, Hobart, Tasmania, pp. 1-21.
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Today's networked and boundaryless organizations are progressively embracing 'open innovation' through collaboration and knowledge exchange with stakeholders across their value network to leverage external capabilities in the innovation process. Understanding the complex and relational dynamics at play in this process is fundamental to developing well-aligned networks of open innovation. This paper directs focus to the question of how organizations can strategically align an adaptive culture that fosters open innovation. A conceptual framework is presented to demonstrate how cultural dynamics can be aligned with co-evolutionary learning dynamics so as to enable open innovation outcomes in networked organizations. This framework can form the basis for future empirical research examining the process at stake in the alignment between organizational culture and open innovation.
Schmitt, A. & Josserand, E.L. 2013, 'A Social Capital Perspective on Exploitation and Exploration', Strategic Management Society 33rd Annual International Conference, Atlanta, United States of America.
This paper applies a social capital perspective to study how business units use an individual's social capital to explore their environment and exploit resources available from individual networks. We explore this matter inductively by analysing the development and exploitation of social capital at the business unit level in a leading global construction company, collecting data through 33 in-depth interviews. Our findings show how an individual's distinct types of social network connections can provide business units with possibilities for exploitation and exploration activities. We also note the importance of a supportive organisational context that allows firms to reap the benefits of their employees' social capital. Consequently, the study deepens our understanding of exploration and exploitation at both the individual and business unit levels.
Shibib, W. & Josserand, E.L. 2013, 'From social media advocacy to stakeholder communities', British Academy of Management, Liverpool, United Kingdom.
Bardon, T., Josserand, E.L. & Clegg, S. 2013, 'Exploring identity work: Technologies of the self as the missing link', Academy of Management, Orlando, United States of America.
The goal of this manuscript is to further explore the identity work performed by individuals when they are confronted with post-bureaucratic practices attempting to regulate their ways of be(hav)ing. In this respect, we argue that technologies of the self are key to exploring identity work further as they constitute the actual practices through which individuals work on themselves in order to govern who they are and how they behave on a daily basis. In a case study involving the introduction of a post-bureaucratic management practice in a service firm, we identify four ideal types for how individuals perform their identity work. We show how taking into account the role of technologies of the self in this process furthers our understanding of identity work and provides insights into how post-bureaucratic practices attempt to regulate individuals' identity in contemporary organizations.
Kaine, S. & Josserand, E.L. 2013, 'Developing worker voice in a non-democratic context: The case of Vietnam', British Sociological Association Work, Employment and Society Conference, Coventry, United Kingdom.
In a context of globalized supply chain networks, we look at how global collaborations between stakeholders can be conducive to the expression of workers' voice in non-democratic countries. More specifically we study the role of an activists' network and its global cooperation with unions and governmental agencies as a key to triggering social change. This paper details the activities of 'The Committee to Protect Vietnamese Workers' which is comprised of Vietnamese citizens based outside of Vietnam supporting industrial action from abroad and cooperating actively with unions and governments from emerging and developed countries. The emergence of this new form of voice was made necessary by a political context especially detrimental to Vietnamese workers in Vietnam but also in countries in which there is human trafficking of Vietnamese workers. The development of informal worker voice in Vietnam is being facilitated by established unions in both Malaysia and Australia. This concurrence of informal and formal activity has not been the focus of much literature concerning voice beyond the workplace level. The Vietnam case highlights the need to expand current conceptions of voice. It illustrates the multi-scalarity of worker resistance to global capital. Specifically, this example reveals the opportunities for, and characteristics of, resistance to intricate international production networks and supply chains. These complex supply chains impact on traditional union activity in democratic contexts and prompt the development of new forms of voice in non-democratic contexts.
Charki, M.H., Josserand, E.L. & Boukef-Charki, N. 2013, 'Unraveling the role of the law in providing a context for interorganizational trust repair after severe trust-violations events', EGOS Conference, Montréal, Canada.
Josserand, E.L., Villesèche, F., Bénédic, M. & Barlatier, P. 2012, 'Le potentiel stratégique des réseaux d'anciens : une étude exploratoire', XXIe conférence de l'AIMS, Lille, France.
Josserand, E.L., Charki, M.H. & Boukef-Charki, N. 2012, 'Exploring the role of the law in repairing interorganizational trust', Academy of Management (AoM) 2012, Boston, USA.
Josserand, E.L., Villesèche, F., Bénédic, M. & Barlatier, P.J. 2012, 'Les réseaux d'anciens, un potentiel stratégique à exploiter?', IVth Management of Social Networks AGRH-AIMS Conference, Geneva, Switzerland.
Bardon, T., Josserand, E.L. & Villeseche, F. 2012, 'Corporate alumni networks: Extending subjectivation', British Academy of Management, Cardiff, United Kingdom.
Villesèche, F. & Josserand, E. 2012, 'Collective agency to overcome the 'gender status quo': The potential of Women's Business Networks', Academy of Management (AoM) 2012, Boston, USA.
Josserand, E.L., Bardon, T. & Clegg, S. 2011, 'Exploring individuals moral agency in practice: A foundation analysis', Academy of Management.
Gagne, J.F. & Josserand, E.L. 2011, 'Employee control and resistance to internal branding: The case of a major branding initiative in the telecommunications industry', 27th EGOS Colloquium, Gothenburg, Sweden.
Villesèche, F. & Josserand, E.L. 2011, 'Postructuralist discourse analysis as a supplementary methodology for organization studies', European Academy of Management Conference, Tallinn, Estonia.
Discourse analysis in management and organization studies is still a developing approach at both the theoretical and methodological level. Looking at the main variants in our discipline, we distinguish between critical discourse analysis and a postmodernist perspective. While critical discourse analysis has a well developed and established linguistic-based approach, we believe that discourse analysis in organization studies with a close attention to both language and context can and should also be done from other epistemological positions. We thus propose Poststructuralist Discourse Analysis as a supplemental context-aware and language-based approach to discourse to trigger new debates and develop the field of discourse analysis in management and organization studies. We also describe and discuss a selection of linguistic tools and concept that fit such a poststructuralist perspective on discourse analysis, and hint at a number of possibilities they open across fields of study and perspectives.
Charki, M.H., Josserand, E. & Charki, N.B. 2010, 'Understanding unethical behaviors in online environments', Academy of Management 2010 Annual Meeting - Dare to Care: Passion and Compassion in Management Practice and Research, AOM 2010.
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Josserand, E.L. & Villesèche, F. 2010, 'Leveraging external social capital to develop dynamic capabilties', Academy of Management (AoM) 2010, Montréal,, Canada.
Villesèche, F. & Josserand, E.L. 2010, 'Women's business networks as change agents: Perspectives and proposals', British Academy of Management, Sheffield, United Kingdom.
Bardon, T. & Josserand, E.L. 2010, 'A Foucauldian exploration of how individuals experience organizational asceticisms: Towards a taxonomy', Critical Management Studies Conference.
Bardon, T. & Josserand, E.L. 2009, 'Actors, networks, institutions: Exploring the processes of co-evaluation', Academy of Management (AoM) 2009, Chicago, USA.
Josserand, E.L. & Villesèche, F. 2009, 'The impact of external social capital development on the asset structure of the organization: A dynamic capabilities approach', British Academy of Management 2009, Brighton, UK.
Dameron, S. & Josserand, E.L. 2009, 'The structural and relational development of a network', European Academy of Management Conference, Liverpool, United Kingdom.
Gagne, J.F. & Josserand, E.L. 2009, 'Employee's identification with a corporate brand: Singularity and consequences of the identification process. The case of a major branding in the telecom industry', 25th EGOS Colloquium, Barcelona, Spain.
Josserand, E.L. & Charki, M.H. 2009, 'From social capital to dynamic capabilities', Academy of Management (AoM) 2009, Chicago, USA.
Gagne, J.F. & Josserand, E.L. 2008, 'Official discourse, appropriation, indentification and collective action: A case of rebranding', European Academy of Management 2008, Ljubljana, Slovenia.
Gagne, J.F. & Josserand, E.L. 2008, 'La dynamique identitaire à l'oeuvre à l'occasion d'unchangement stratégique : fragmentation et convergence', XVIIème Conférence de l'AIMS, Nice, France.
Bardon, T. & Josserand, E.L. 2088, 'Foucauldian individual as a Tragic Hero: The endless quest for domination and freedom throughout management', 24th EGOS Colloquium, Amsterdam.
Josserand, E.L. & Charki, M.H. 2007, 'Developing dynamic capabilities by alignment of individual and organizational external social capital', 23rd EGOS Colloquium, Vienna, Austria.
Josserand, E.L. & Charki, M.H. 2007, 'Online Reverse Auctions Use and the Dance of Trust: Maintaining or deteriorating relationships', Academy of Management (AoM) 2007, Philadelphia.
Charki, M.H. & Josserand, E. 2006, 'Does trust still matter in business relationships based on online reverse auctions?', Information Systems and Collaboration: State of the Art and Perspectives - Best Papers of the 11th International Conference of the Association Information and Management, AIM 2006, pp. 45-68.
Pallud, J. & Josserand, E. 2006, 'A model for evaluating affective relationships in distributed work', Proceedings of the 14th European Conference on Information Systems, ECIS 2006.
Pitsis, T., Clegg, S. & Josserand, E.L. 2006, 'The Power of One? Learning in Mega-Project Alliances', 22nd EGOS Colloquium, Bergen, Norway.
Charki, M.H. & Josserand, E.L. 2006, 'La confiance a-t-elle toujours un sens dans les relations interorganisationnelles basées sur les enchères électroniques inversées ?', Association Information and Management (AIM) 2006, Luxembourg.
Josserand, E.L. & Grima, F. 2006, 'Cross boundary learning trajectories: Connecting internal and external communities of practice', 22nd EGOS Colloquium, Bergen, Norway.
Dameron, S. & Josserand, E.L. 2006, 'Une communauté de pratique prise au piège identitaire', XVème Conférence de l'AIMS, Annecy, France.
Dameron, S. & Josserand, E.L. 2006, 'Opening the Black Box of Group Dynamics: the participation/reification duality as generative mechanism', Academy of Management (AoM) 2006, Atlanta, United States of America.
Josserand, E.L. 2005, 'Designing the interconnected organization', Academy of Management (AoM) 2005, Honolulu, USA.
Gundergan, S., Josserand, E.L. & Pitsis, T. 2005, 'Close encounters of the virtual kind: The structuration of online communities', 21st EGOS Colloquium, Berlin, Germany.
de Saint Leger, B. & Josserand, E. 2004, 'Les difficultés pratiques des communautés de pratique', XIIIème conférence de l'AIMS, Le Havre, France.
Isaac, H. & Josserand, E. 2002, 'e-management & stratégie', XIème Conférence de l'AIMS, Paris, France.
Grima, F. & Josserand, E. 2000, 'Organisation en réseau et apprentissage: une analyse inter-individuelle de la dynamique relationnelle', International Federation of Scholarly Associations of Management Conference, Montréal, Canada.
Josserand, E. 1998, 'Le réseau comme mode d'organisation interne', Communication à la 7 ème Conférence de l'AISM, VIIème Conférence de l'AIMS, Louvain La Neuve.
Josserand, E. 1997, 'La structuration d'une entreprise en réseau', VIème Conférence de l'AIMS, Montréal, Canada.
Josserand, E. 1996, 'Institutions et modes d'organisation', Vème Conférence de l'AIMS, Lille, France.
Josserand, E. 1995, 'Relations centre-périphérie et nouvelles formes organisationnelles', IVème Conférence de l'AIMS, Paris, France.

Journal articles

Charki, M.H., Josserand, E.L. & Boukef-Charki, N. 2017, 'The paradoxical effects of legal intervention over unethical information technology use: A rational choice theory perspective', Journal of Strategic Information Systems, vol. 26, no. 1, pp. 58-76.
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While the IS literature offers rich insights into the kinds, causes and consequences of unethical information technology use (UITU), we know little about the degree to which legal intervention may mitigate UITU. Our research aims at understanding how legal intervention could mitigate UITU by influencing the cost-benefit analysis in determining the decision to commit such unethical use of IT. Our contributions are twofold. First, we provide testable propositions on the role of legal intervention. Second, we offer an innovative take on intervention – conceived as a multi-mechanism process that adapts to UITU as well as to the way IT users negotiate the IT artifact.
Villesèche, F. & Josserand, E.L. 2017, 'Formal Women-Only Networks: Literature review and propositions', Personnel Review.
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The purpose of this paper is to review the emerging literature on formal women-only business networks and outline propositions to develop this under-theorised area of knowledge and stimulate future research. We review the existing literature on formal internal and external women-only networks and use the broader social capital and network literature to frame our arguments and develop propositions. Propositions are developed regarding how both internal and external formal women-only business networks can be of value for members, firms/organisations and the wider social group of women in business. We focus on the distinction between external and internal formal women-only networks while also acknowledging the broader diversity that can characterise such networks. Our review provides the reader with an insight into the state of the art and a set of propositions that present opportunities for future research. The paper provides insights into how women in business, organisations and wider society can leverage value from both internal and external formal women-only business networks. The paper sheds light on the under-studied and under-theorised phenomenon of formal women-only business networks. Beyond the individual member level, we suggest that such networks can be of value for organisations and the wider social group of women in management and leadership positions.
Josserand, E.L., Schmitt, A. & Borzillo, S. 2017, 'Balancing Present Needs and Future Options: How Employees Leverage Social Networks with Clients', Journal of Business Strategy, vol. 38, no. 1.
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Kaine, S. & Josserand, E.L. 2017, 'Mind the gap: Grass roots 'brokering' to improve labour standards in global supply chains', Human Relations.
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Randhawa, K., Josserand, E.L., Schweitzer, J. & Logue, D. 2017, 'Knowledge Collaboration between Organizations and Online Communities: The Role of Open Innovation Intermediaries', Journal of Knowledge Management.
Lafi, A. & Josserand, E. 2016, 'Legitimation in practice: A new digital publishing business model', Journal of Business Research, vol. 69, no. 7, pp. 2343-2352.
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This research studies the legitimation practices at Cyberlibris, a company introducing the innovative business model of a digital library to the field of publishing. The objective is to better understand how innovative actors deploy proactive strategies in order to acquire the legitimacy which is vital to their success. We conducted a longitudinal investigation of the practices of legitimation with particular focus on the sequence of the process and the role played by the dimensions of legitimation at each stage. The results propose an integrative framework of legitimation strategies based on four dimensions: the nature of legitimacy, and three key aspects of practice, namely, the subject of legitimation, the context, and the target audience. The study also captures the iterative and non-linear nature of the bricolage that characterises legitimation in practice, thus furthering our understanding of how the process of legitimation unfolds. Finally, we provide an account of how digitalisation can lead to innovation in the creative industries.
Clegg, S., Josserand, E., Mehra, A. & Pitsis, T.S. 2016, 'The Transformative Power of Network Dynamics: A Research Agenda', ORGANIZATION STUDIES, vol. 37, no. 3, pp. 277-291.
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Josserand, E.L. 2016, 'Global Governance of Labour Rights: Assessing the Effectiveness of Transnational Public and Private Policy Initiatives', Journal of Industrial Relations, vol. 58, no. 4, pp. 563-564.
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Josserand, E.L. & Kaine, S.J. 2016, 'Labour standards in global value chains: disentangling workers' voice, vicarious voice, power relations, and regulation', Relations industrielles / Industrial Relations, vol. 71, no. 4, pp. 741-767.
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Recent research has started to explore the complexity, limitations, and potential of the regulation of labour standards in global value chains (GVCs). Nevertheless, we still lack a framework integrating the contextual determinants, processes, regulatory mechanisms, and outcomes of the regulation of labour standards in GVCs. This paper identifies the key processes in play as workers' voice, vicarious voice, international campaigning, and multi-scalar industrial action and shows how such processes lead to particular forms of labour regulation in GVCs. Two pathways are identified that include context variables and processes and lead to the implementation of regulatory mechanisms: the consumer power pathway and the labour power pathway. We then describe and analyze the factors that determine the shift from implementation to actual outcomes thereby contributing to a better understanding of the issue in theory and practice.
Bardon, T., Josserand, E.L. & Villeseche, F. 2015, 'Beyond Nostalgia: Identity work in corporate alumni networks', Human Relations, vol. 68, no. 4, pp. 583-606.
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Although corporate alumni networks are a developing practice, academia has said very little about them and their members. In this article, our goal is to provide an account of how members of such networks construct themselves as alumni. To that end, we adopt a narrative approach to identity construction and empirically explore the identity work that the members of one corporate alumni network carry out in order to sustain their identification with a past organizational setting. Our case study leads us to document four 'identity stratagems' (Jenkins, 1996) through which members incorporate elements of their past professional experience into their self-narratives: nostalgia, reproduction, validation and combination. It thus allows for a better understanding of corporate alumni networks and their members, while also contributing to the broader identity literature by further documenting how organizational participants can incorporate elements of a past professional experience into their self-narratives.
Bardon, T., Josserand, E.L. & Villeseche, F. 2015, 'The Past Connect', The Smart Manager, vol. 14, no. 4, pp. 63-65.
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Clegg, S., Josserand, E.L., Mehra, A. & Pitsis, T. 2013, 'Call for Papers', Organization Studies, vol. 34, no. 3, pp. 426-428.
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Josserand, E.L. & Germain, O. 2013, 'The Management journey, Spanning boundaries and navigating at the fringe', M@n@gement, vol. 16, no. 5, pp. 535-546.
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A few weeks ago, one of the co-authors of this paper received a rejection from an FT listed journal. There is nothing in itself extraordinary in this: we are all used to rejections. The paper did have weaknesses and we could understand why it might have been rejected. What was remarkable about the decision was its concision and the motive presented for it. No justification was given beyond the following sentence: a primary reason for rejecting the manuscript is that your research explores a unique case, which does not have applicability to many situations. While the reviewers had picked out some of the other weaknesses of the paper, the main reason for rejection seemed genuinely to be the specificity of the case study (the French context) and the fact that it only examined a single case. What seemed to us an extraordinary opportunity to study this research topic, one that had been recurrently identified by other scholars as important, was seen by the reviewers as lacking possibilities of generalization. Among others, Bent Flyvbjerg (2006) suggests that it is conventional to assume that single case studies cannot be used to inform generalizations and do not therefore contribute significantly to scientific progress. He advocates and emphasizes the usefulness of black swans as a supplement or alternative to other methods, while suggesting that formal generalization is overvalued as a source of scientific development, whereas `the force of example is underestimated (Flyvbjerg, 2006, p. 228). This implies that academic journals are aware of this approach and, more widely, of the richness and diversity of research.
Barlatier, P.J., Bénédic, M., Josserand, E.L. & Villesèche, F. 2013, 'Le potentiel stratégique des réseaux d'anciens: Une étude exploratoire', Revue Francaise de Gestion, vol. 39, no. 232, pp. 163-182.
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et article se propose d'analyser le potentiel stratégique des réseaux d'anciens employés. Nos trois études de cas montrent comment le capital social de tels réseaux peut être mobilisé et quels en sont les avantages organisationnels notamment en matière de génération d'opportunités d'affaires, de gestion des ressources humaines, de communication et d'image de marque, et de gestion des connaissances. Il s'avère également que les réseaux d'anciens offrent encore de nombreuses possibilités inexploitées, notamment pour la génération d'innovations
Clegg, S., Josserand, E., Mehra, A. & Pitsis, T. 2013, 'Organization Studies: Call for Papers Special Issue on 'The transformative and innovative power of network dynamics'', Organization Studies, vol. 34, no. 6, pp. 864-866.
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Bardon, T., Clegg, S.R. & Josserand, E.L. 2012, 'Exploring identity construction from a critical management perspective: A research agenda', M@n@gement, vol. 15, no. 4, pp. 350-366.
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In contemporary western society, questions of identity concerning who am I? and how should I act? (Alvesson, 2000: 1105) are now a central concern in peoples lives. Indeed, the western, liquidly modern context (Bauman 2000; 2001; 2003; 2005; Bauman & Haugaard 2008; Bauman & Tester 2001) is characterized, precisely, by absences: the loss of traditional sources of authority, such as family, union, or religion, foundations that used to provide individuals with a collective sense of belonging around commonly taken-for-granted bases of identification (Collinson, 2003). The absent spaces are now occupied by a multitude of ephemeral bases of identification that blur old dualisms such as capital and labour, man and woman, married or single. Culturally tribal fashionable codes of speaking, dressing, playing, and so forth, mostly grounded in consumption rather than production, increasingly provide experiences of belonging. In such a fragmented context, constructing a distinctive identity becomes a constantly shifting project (Knights & Willmott, 1989; Giddens, 1991; McAdams, 1996). Consequently, individuals tend now to problematize identity through projects of the self more likely undertaken at an individual or group level rather than as a part of an organized collective process that is automatically reproduced.
Gagne, J.F. & Josserand, E.L. 2012, 'De l'identification du salarié au discours officiel à l'intention d'action : la mise en évidence de profils ambivalents combinant engagement et résistance', International Management, vol. 16, no. 2, pp. 129-146.
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Analyzing the diffusion within an organization of a new official identity discourse, we connect fragmented identification defined in terms of opposing emotions, opposition between different levels of identification or opposition between the emotional and cognitive components and intentions of actions. We present three ideal-types that show ambivalence or neutral commitment. We thus propose an analysis which goes beyond simpler profiles without ambivalence- proposed currently in the literature. This analysis adds value for understanding the relationship between identification and commitment.
Charki, M., Josserand, E.L. & Boukef-Charki, N. 2011, 'Toward an ethical understanding of the controversial technology of online reverse auctions', Journal of Business Ethics, vol. 98, no. 1, pp. 17-37.
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B2B online reverse auctions technology (ORAs) emerged as a popular tool for large buying firms in the late 1990s. However, its growing use has been accompanied by a corresponding increase in unethical behaviors to a point that it has been described as the technology that has triggered more ethical concerns in the e-commerce arena than in any other segment of activity. Our findings first indicate that the establishment of formal ethical criteria based on the restrictive interpretation of ethics as honesty is not enough to resolve the ethical issues that surround the introduction of a technology because it ignores the ethical values shared by most actors in the sector in terms of fairness. We show the extent to which lobbying, rumor, technical problems, and public discourse can impact on the interpretations of the technology regarding ethics. Highlighting the importance of incorporating ORAs into the broader context of relationship management that integrates ethics as fairness and not only ethics as honesty serves to illustrate why the future of ORAs might not be as bright as predicted by a theoretical interpretation of the technology that is sometimes disconnected from the realities of the field.
Bardon, T. & Josserand, E.L. 2011, 'A Nietzschean reading of Foucauldian thinking: constructing a project of the self within an ontology of becoming', Organization, vol. 18, no. 4, pp. 497-515.
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As influential as Michel Foucault may be in organization theory, several critics have seriously questioned the epistemological foundations of the Foucauldian philosophical project (Ackroyd and Thompson, 1995, 1999; Caldwell, 2007; Habermas, 1990; Newton, 1994, 1998; Reed, 2000; Thompson, 1993). If these remain unanswered, the Foucauldian approach could be relegated to a self-contradictory, ultra-relativist and partial reading grid of 'reality'. In this article, we develop a Nietzschean reading of Foucault's thinking that offers answers to these criticisms, and reinstates it as an independent philosophical project grounded in epistemological assumptions that are coherent with its ontology and methodology. Finally, we suggest that, following Nietzsche, the whole Foucauldian project can be approached as a genealogy of morals. Subsequently, we call on scholars to further explore the 'third generation' of Foucauldian studies which would study management practices as morals understood as an 'art de vivre'.
Boukef-Charki, N., Josserand, E.L. & Charki, M. 2011, 'Analyse des interprétations d'un SIIO en post-adoption et effets sur l'usage: jeux de discours et stratégies de contournement', Systèmes d'information et management, vol. 16, no. 3, pp. 7-44.
The phase of post-adoption is critical to understand the goals expected the adoption and use of information systems. However, the majority of research analyze the phase of post-adoption information systems focused on intra-organizational technologies. This article aims to understand the evolution of interpretations of an Information System Inter-Organizational (SIIO) phase of post-adoption and their effects on system use and negotiation of power between different actors involved. To do this, we adopted a qualitative approach based on a case study contrasting representations of three stakeholder groups (initiators of technology, buyers and suppliers) constituting the interagency community as part of ERAs (EEI). Analysis of our results highlights the role of power games and circumvention (opportunism boomerang, boycott and lobbying) related to the economic challenges of the actors. Strategies bypass group allowed to question the use of SIIO and are causing a change of power relations. The demonstration of the effectiveness of these strategies shows how players in a weak state can build strategies collective resistance. We also show the limits of intervention in post-adoption and the influence of rumors and the press that helped legitimize the protest suppliers.
Dameron, S. & Josserand, E.L. 2009, 'Le piege identitaire: les difficultes de developpment d'une communaute de pratique.', Finance Controle Strategie, vol. 12, no. 2, pp. 127-154.
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This article examines the contribution of the identification process in building up a community of practice. Despite the presence of artefacts and activities typical of the emergence of a common identity, the transformation of the network under study into a community of practice appears incomplete. The construction process gets stuck in its own production, its identity dynamics preventing a real confrontation of the individual strategies. Identity thus appears as a useful disguise of more fundamental oppositions. So the community is caught up in an "identity trap", a situation in which identity building overshadows the ongoing practical concerns and strategies of the participants.
Bardon, T. & Josserand, E.L. 2009, 'Why do we play the games? Exploring institutional and political motivations', Education & Training, vol. 51, no. 5, pp. 460-475.
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The purpose of this paper is to explore why digital games based learning (DGBL) is spreading rapidly in all educational settings, when the literature does not provide clear empirical evidence of the pedagogical benefits. The paper seeks to understand why DGBL is constantly developing despite this lack of consensus about the learning outcomes. Design/methodology/approach - In order to identify the motivations for DGBL adoption and implementation beyond pedagogical ones, the authors use organizational theories to propose a three-dimensional framework in which pedagogical motivation is articulated with political (linked to local characteristics) and institutional (linked to the macro-environment) motivations. They then study the respective importance the three kinds of motivation in the adoption decisions and the implementation process of DGBL. To this end, they conducted a retrospective analysis of four embedded case studies in European business schools. Findings - The authors find that institutional motivation plays a major role in adoption decisions while political motivations can contribute to the decision but are not necessarily present. Isomorphic pressure is essentially mimetic for early adopters and combined with coercive elements for late adopters. Practical implications - During the implementation phase customization is mainly driven by political objectives while institutionalized ideas about the best way to implement the game are not typically influential. Originality/value - The study shows that pedagogical benefits are a prerequisite rather than the core motivation for adoption or implementation. Second, the study is a call for both academics and practitioners not to over-rationalize or under-rationalize DGBL and, more broadly, pedagogical innovations and adoption decisions.
Charki, M. & Josserand, E.L. 2008, 'Online Reverse Auctions and the Dynamics of Trust', Journal of Management Information Systems, vol. 24, no. 4, pp. 175-197.
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This research explores the effect of the introduction of online reverse auctions (ORAs) on interorganizational trust between buyers and suppliers in the retail industry. Building upon the notion of the spirit of the technology and the organizing vision, we shed light on the "equivoque" nature of ORAs. In an integrative model, we show how the desocialization associated with the introduction to ORAs can lead to distrust. Our findings show specifically the importance of the role played by technical problems and rumors.
Dameron, S. & Josserand, E.L. 2007, 'Le développement d'une communauté de pratique. Une analyse relationnelle', Revue franaise de gestion, vol. 33, no. 174, pp. 131-148.
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Josserand, E.L. 2007, 'Le pilotage des réseaux. Fondements des capacités dynamiques de l'entreprise', Revue Franaise de Gestion, vol. 33, no. 170, pp. 95-102.
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Josserand, E.L., Teo, S.T. & Clegg, S.R. 2006, 'From bureaucratic to postbureaucratic: the difficulties of transition', Journal of Organizational Change Management, vol. 19, no. 1, pp. 54-64.
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Purpose – Modern bureaucracies are under reconstruction, bureaucracy being no longer 'modern; they are becoming 'post bureaucratic. Defining the postbureaucratic organization as a hybrid form provides insight into the intrinsic difficulties involved in the refurbishment of large complex organizations. The purpose of this paper is to examine these difficulties empirically. Design/methodology/approach – The paper describes the case of an Australian public sector agency, subject to 'corporatization – a metamorphosis from a strictly public sector outlook to one that was imputedly more commercial. It focuses on the transition from personnel management to strategic HRM in the HR function. Findings – A series of difficulties affected these changes: difficulties in inventing a new identity; differences in perception of that identity; organizational philosophy towards strategic HRM; unsuitability of extent networks; and identity conflicts. Two factors emerge as the core explanation for the difficulties encountered: the 'stickiness of identity and the difficulties associated with network development. Originality/value – The paper outlines the difficulties experienced in the putative 'refurbishment of a large public sector agency as it made its way to 'corporatization.
Forgues, B., Fréchet, M. & Josserand, E.L. 2006, 'Relations interorganisationnelles. Conceptualisation, résultats et voies de recherche', Revue Franaise de Gestion, vol. 32, no. 164, pp. 17-31.
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Pitsis, T.S., Josserand, E.L., Clegg, S.R. & Kornberger, M.M. 2005, 'Making Interorganizational Relationships Work: An Introduction', M@n@gement, vol. 8, no. 4, pp. 69-72.
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This article introduces the special issue on interorganizational relationships. It presents the articles composing this special issue
Josserand, E., Coumau, J.-.B. & Gagne, J.-.F. 2005, 'La marque, vecteur de changement', L'Expansion Management Review, vol. 116, no. 1, pp. 84-92.
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Josserand, E.L. & Teo, S.T. 2004, 'Du bureaucrate au stratege: la difficile transition de roles des ressources humaines dans le secteur public', Management international, vol. 9, no. 1, pp. 37-48.
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Josserand, E.L., Clegg, S.R., Kornberger, M.M. & Pitsis, T.S. 2004, 'Friends or foes? practicing collaboration - an introduction.', M@n@gement, vol. 7, no. 3, pp. 37-45.
Josserand, E.L. 2004, 'Gerardo Patriotta: Organizational Knowledge in the Making: How Firms Create, Use and Institutionalize Knowledge', Organization Studies, vol. 25, no. 3, pp. 487-491.
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Book review
Josserand, E.L. 2004, 'Cooperation within bureaucracies: are communities of practice an answer?', M@n@gement, vol. 7, no. 3.
Josserand, E.L. 2004, 'Stratégies de maillage : comment les entreprises construisent et maintiennent le capital social local', Management international, vol. 8, no. 4.
Josserand, E.L. 2003, 'Reussir son tableau de bord prospectif', L'Expansion Management Review, vol. Mars.
Josserand, E.L. & Perret, V. 2000, 'Logiques et enjeux des pratiques organisationnelles paradoxales', Management International, vol. 5, no. 1, pp. 31-44.
Previous research in paradox and organizations leads one to both acknowledge the high interest of paradoxical practices within organizations and the limits of the academic approach of such practices. The simple ex-post description of paradoxical practices is not enough; some concrete directions about the implementation of such practices must be proposed. Based on a typology of paradoxical practices, this article identifies the underlying change logics and identifies some one of the concrete mechanism that can contribute to paradoxical management of organizations.
Blanchot, F., Isaac, H., Josserand, E.L., Kalika, M., de Montmorillon, B. & Romelaer, P. 2000, 'Organisation : explosion des frontières et transversalité', Cahier de recherche, vol. 50.
Isaac, H., Josserand, E.L., de Montmorillon, B., Kalika, M., Blanchot, F. & Romelaer, P. 2000, 'Décloisonnée et transversale, l'organisation change', L'Expansion Management Review, vol. 98, pp. 68-80.
Josserand, E.L., Charreire, S., Ghertman, M. & Perret, V. 1998, 'Quand Oliver E. Williamson and Chris Argyris parlent de management', Revue Francaise de Gestion, vol. July-Sept.
Gomy, P. & Josserand, E.L. 1994, 'Les études comme facteur de cohérence dans l'entreprise: Dossier et entretien avec.', Décisions Marketing, vol. 3, no. Sept-Dec, pp. 93-99.


Kaine, S. & Josserand, E.L. 2017, 'Alt-unionism: why businesses may be better with the devil they know', The Conversation.
Kaine, S., Veen, A., Goods, C. & Josserand, E.L. 2017, ''The way they manipulate people is really saddening': study shows the trade-offs in gig work', The Conversation.
Kaine, S. & Josserand, E.L. 2016, 'Uber's quasi union could be a Faustian bargain for drivers', The Conversation.
Kaine, S., Josserand, E.L. & Logue, D. 2016, 'The 'Uberisation' of work is driving people to co-operatives', The Conversation.
Josserand, E.L. 2016, 'Uber in the EU', 938LIVE, Singapore.
Roger, P. 2016, 'The psychology of change', Marketing.
Morcom, J. 2016, 'Tracking injustice through our supply chains', Think:Sustainability, 2SER.
Morcom, J. 2016, 'Nightmare work conditions for Vietnamese migrants', Think: Sustainability, 2SER.
Aedy, R. 2016, 'The self-leadership lab', Best Practice, Radio National.
Kaine, S. & Josserand, E.L. 2016, 'Workers are taking on more risk in the gig economy', The Conversation.
Evans, T. 2016, 'Do your employees trust one another?', SEEK.com.
Tarrant, D. 2016, 'Leadership - the first 100 days', Leadership Matters.
Maguire, J. 2015, 'Is this the key to successful L&D programs?', Human Capital magazine (HC) online.
Josserand, E.L. & Kaine, S. 2015, 'Uber vs regulators: the heavyweight bout of 2015', The Conversation.
Published Aug 27, 2015 in The Conversation. Then picked up by Sydney Morning Herald 6 Oct, 2015
Josserand, E.L. & Kaine, S. 2015, 'Australian politicians need to watch out for signs of disruption fever', Business Insider Australia.
Josserand, E.L., Howard, J.H. & Green, R. 2015, 'Adapt or perish: Australia Post must embrace digital disruption', The Conversation.
Kaine, S. & Josserand, E.L. 2015, 'In love with Uber and Airbnb? You might have 'disruption fever'', The Conversation.
Article translated in German and appeared in Netzpiloten.de
Josserand, E.L. 2015, 'Sense of Self', #think, UTS Business School, pp. 28-31.
Parker, L. 2014, 'An Australian 'Standard' for Leaders', UTS Newsroom.
Josserand, E.L. & Kaine, S. 2014, 'Dream job turn into nightmare conditions for exported workers', UTS Business School.


Agarwal, R., Scott-kemmis, D., Green, R., Josserand, E. & Heizmann, H. 2016, The Regional High Performance Network Abridged Final Report.
Agarwal, R., Scott-Kemmiss, D., Green, R., Josserand, E. & Heizmann, H. 2016, The Regional High Performance Network Main Report.
Howard, J.H., Green, R., Josserand, E., Agarwal, R., Chelliah, J., Ayers, M. & Umbers, R. McKell Institute and UTS Business 2015, Digital Post – Business Transformation and the future sustainability of Australia Post.