Conducting a joint inter-organizational diagnosis: Theoretical and practical insights
- By Valéry Michaux
- and Christian Defélix
Pages 19 to 34
Cite this article
- MICHAUX, Valéry
- and DEFÉLIX, Christian,
- Michaux, Valéry.
- et al.
- Michaux, V.
- and Defélix, C.
https://doi.org/10.3917/grhu.111.0019
Cite this article
- Michaux, V.
- and Defélix, C.
- Michaux, Valéry.
- et al.
- MICHAUX, Valéry
- and DEFÉLIX, Christian,
https://doi.org/10.3917/grhu.111.0019
The notion of joint or shared diagnosis involves diverse organizations in the same local area aiming to decompartmentalize, create synergies, and build joint inter-organizational solutions to address local general interest issues. Joint diagnosis is used in many fields: health, employment, education, innovation, territorial human resources management . . . Nevertheless, the academic literature is near-silent about the factors leading to the success or failure of this type of complex participatory approach involving a large number of diverse organizations. Using an analytical approach developed from the organization management field, this article proposes a theoretical and empirical framework to define such practices, analyse their components, and understand their determinants. It also warns managers about a number of important points to bear in mind.
- diagnosis
- inter-organizational projects
- stakeholders problematization
- consensus
- mediation
- translation
- health/employment/handicap
Publisher keywords: consensus, diagnosis, health/employment/handicap, inter-organizational projects, mediation, stakeholders problematisation, translation