Managing Change in an Era of Globalisation
Edited by Bernard Gazier and Frédéric Bruggeman
Conclusion: a capitalisation approach Frédéric Bruggeman and Bernard Gazier INTRODUCTION Are we destined to endure the brutality of creative destruction as an unavoidable part of change or can we handle it? What would a coherent system for managing restructuring processes, that really focuses on the protection of the interests of the various actors involved, look like? To answer this question, one needs to heed innovations1 and understand them not as “good (or bad) practices” that can be identiﬁed by case studies, but rather as a “subject for discussion”. Necessarily local and contingent, they have to be validated, studied and submitted to diﬀerent actors’ points of view. Lessons can then be drawn on the nature of a given innovation, the problem it aimed to solve, what is speciﬁc to it and what can be learnt and used by others. We would like to illustrate the potential of such an approach, which we characterise as capitalisation. This is possible at international level because, as we saw, in the diﬀerent countries,2 regulations diﬀer but the principles, stages and consequences of restructuring processes are similar. Furthermore, if most of the innovations studied arise from the chance convergence of actors’ initiatives and available resources, the responses and actors’ behaviour in these circumstances display numerous similarities. In other words, countries often use the same basic tools to respond to the same types of problems with diﬀerent legal and institutional resources and constraints. We will ﬁrst take stock...
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