L\u2019article de La\u00ebtitia Gabay-Mariani, \u00c9lodie Jouny-Rivier et Pierre Naves, publi\u00e9 en 2026 dans la revue Management & Avenir (vol. 1, n\u00b0 151, p. 65-85), analyse l\u2019\u00e9volution de l\u2019innovation participative au sein des grandes organisations fran\u00e7aises. Historiquement centr\u00e9e sur l\u2019am\u00e9lioration continue, cette d\u00e9marche s\u2019\u00e9tend d\u00e9sormais \u00e0 de nouveaux champs et formes d\u2019innovation. Les auteurs examinent la mani\u00e8re dont ces dispositifs contribuent diff\u00e9remment \u00e0 l\u2019\u00ab ambidextrie organisationnelle \u00bb, c\u2019est\u2011\u00e0\u2011dire \u00e0 la capacit\u00e9 des organisations \u00e0 combiner, selon les objectifs poursuivis, l\u2019exploration de nouvelles solutions et l\u2019exploitation des activit\u00e9s existantes.<\/p>\n
La recherche propose une typologie de quatre configurations d\u2019innovation participative, d\u00e9finies en fonction des objectifs assign\u00e9s et des modalit\u00e9s de mise en \u0153uvre. Ces configurations sont pr\u00e9sent\u00e9es comme autant de fa\u00e7ons de mobiliser les agents et salari\u00e9s dans les efforts d\u2019innovation, avec des effets distincts selon qu\u2019il s\u2019agit de soutenir l\u2019exploration (d\u00e9veloppement de nouvelles id\u00e9es, transformations plus profondes) ou l\u2019exploitation (optimisation, gains d\u2019efficacit\u00e9, am\u00e9lioration des processus). L\u2019\u00e9tude souligne qu\u2019une clarification explicite de ces finalit\u00e9s, ainsi qu\u2019une communication adapt\u00e9e aupr\u00e8s des diff\u00e9rentes parties prenantes, sont des conditions importantes pour favoriser une participation durable des collaborateurs.<\/p>\n
Les travaux portent sur de grandes organisations fran\u00e7aises, sans pr\u00e9cision sectorielle particuli\u00e8re, mais les r\u00e9sultats sont susceptibles d\u2019int\u00e9resser les administrations publiques et les organismes intervenant dans les champs du travail, de l\u2019emploi, de la sant\u00e9 ou des affaires sociales, en tant qu\u2019employeurs comme en tant que promoteurs de d\u00e9marches participatives. L\u2019implication centrale mise en avant est la n\u00e9cessit\u00e9 de positionner clairement chaque dispositif d\u2019innovation participative sur un continuum exploration\/exploitation, afin de g\u00e9rer les attentes, de limiter les malentendus sur les objectifs r\u00e9els et de renforcer l\u2019engagement des participants. Aucune donn\u00e9e chiffr\u00e9e pr\u00e9cise n\u2019est mentionn\u00e9e dans le r\u00e9sum\u00e9, et les auteurs ne formulent pas de recommandations normatives pour les politiques publiques au\u2011del\u00e0 de ces enseignements de port\u00e9e organisationnelle.\u00a0(contenu r\u00e9sum\u00e9 en fran\u00e7ais par l’IA)Lire la Suite<\/a>\u200b<\/p>","protected":false},"excerpt":{"rendered":" L\u2019article de La\u00ebtitia Gabay-Mariani, \u00c9lodie Jouny-Rivier et Pierre Naves, publi\u00e9 en 2026 dans la revue Management & Avenir (vol. 1, n\u00b0 151, p. 65-85), analyse l\u2019\u00e9volution de l\u2019innovation participative au 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