Suchergebnisse

L'article porte sur un changement radical, mis en œuvre à partir d'instrumentations locales consacrées à l'amélioration opérationnelle. Pour analyser ce changement, les auteurs ont mobilisé la théorie de l'activité. L'outil n'est rien hors de l'activité ; tel est l'axiome central de cette théorie qui trouve ses origines dans l'œuvre scientifique de Lev Vygotski (1934/1985). Plus précisément le texte s'appuie sur l'approche proposée par Engeström (1987) qui a appliqué les idées de Vygotski à l'étude de la communication au travail et des interactions entre différents systèmes d'activité. L'application de ce cadre d'analyse montre que ce type de changement, ayant une forte composante artefactuelle et culturelle, peut être analysé en considérant l'interaction entre le système d'activité d'« amélioration opérationnelle », qui porte une intention de changement fondée sur des instruments, et le système d'activité managérial. Il apparaît que le changement au sein de l'organisation se produit à travers des apprentissages situés, liés aux tensions entre systèmes d'activité. La recherche met également en avant le rôle central de l'objet du système d'activité, comme pouvant faire le lien entre la nature à la fois locale et globale du changement organisationnel.

International audience ; There is currently an increasing interest to recover community management of resources, or even to (re-) create them as "new commons" (Ruiz-Ballesteros and Gual, 2012). The purpose of this communication is to explore, through the case-study of water management in the city of Naples (Italy) , how new commons emerge. This purpose is composed on two sub questions: how does the commons concept perform? What are the actors and the processes that make the emergence of a new common effective? The story of the institutionalisation of water as a Common in the city of Naples started with citizen movements. These movements blossomed after a general trend of privatisation during the 90s: this allowed a private agency to get the management of the integrated water services of Naples. After a series of political struggles lasting more than 10 years, a great numbers of stakeholders involved and a tremendously successful referendum, the movements succeeded in transforming the private water agency, S.p.A., into a special compan , ABC (which stands for "Acqua Bene Comune", in English "Water as a Common Good") . This was done in order to eliminate the incentives to the pursuit of economic short-term profit, and in order to guarantee water as a human right. Naples is the first city in Italy to have re-municipalized its water service and this case study is not only the story of an organisational innovation, but also the story of a larger scale legal tools innovation (Lucarelli, 2010; Bailey and Mattei, 2013) .This study contributes to the overcoming of the apparent dichotomy between material and immaterial commons by focusing on the social construction of the commons. By examining this social construction phenomenon, this paper underlines the struggles around the commons and pinpoints some pathways and recipes that can foster the setting up and the resilience of commons management systems.

International audience ; There is currently an increasing interest to recover community management of resources, or even to (re-) create them as "new commons" (Ruiz-Ballesteros and Gual, 2012). The purpose of this communication is to explore, through the case-study of water management in the city of Naples (Italy) , how new commons emerge. This purpose is composed on two sub questions: how does the commons concept perform? What are the actors and the processes that make the emergence of a new common effective? The story of the institutionalisation of water as a Common in the city of Naples started with citizen movements. These movements blossomed after a general trend of privatisation during the 90s: this allowed a private agency to get the management of the integrated water services of Naples. After a series of political struggles lasting more than 10 years, a great numbers of stakeholders involved and a tremendously successful referendum, the movements succeeded in transforming the private water agency, S.p.A., into a special compan , ABC (which stands for "Acqua Bene Comune", in English "Water as a Common Good") . This was done in order to eliminate the incentives to the pursuit of economic short-term profit, and in order to guarantee water as a human right. Naples is the first city in Italy to have re-municipalized its water service and this case study is not only the story of an organisational innovation, but also the story of a larger scale legal tools innovation (Lucarelli, 2010; Bailey and Mattei, 2013) .This study contributes to the overcoming of the apparent dichotomy between material and immaterial commons by focusing on the social construction of the commons. By examining this social construction phenomenon, this paper underlines the struggles around the commons and pinpoints some pathways and recipes that can foster the setting up and the resilience of commons management systems.

International audience ; There is currently an increasing interest to recover community management of resources, or even to (re-) create them as "new commons" (Ruiz-Ballesteros and Gual, 2012). The purpose of this communication is to explore, through the case-study of water management in the city of Naples (Italy) , how new commons emerge. This purpose is composed on two sub questions: how does the commons concept perform? What are the actors and the processes that make the emergence of a new common effective? The story of the institutionalisation of water as a Common in the city of Naples started with citizen movements. These movements blossomed after a general trend of privatisation during the 90s: this allowed a private agency to get the management of the integrated water services of Naples. After a series of political struggles lasting more than 10 years, a great numbers of stakeholders involved and a tremendously successful referendum, the movements succeeded in transforming the private water agency, S.p.A., into a special compan , ABC (which stands for "Acqua Bene Comune", in English "Water as a Common Good") . This was done in order to eliminate the incentives to the pursuit of economic short-term profit, and in order to guarantee water as a human right. Naples is the first city in Italy to have re-municipalized its water service and this case study is not only the story of an organisational innovation, but also the story of a larger scale legal tools innovation (Lucarelli, 2010; Bailey and Mattei, 2013) .This study contributes to the overcoming of the apparent dichotomy between material and immaterial commons by focusing on the social construction of the commons. By examining this social construction phenomenon, this paper underlines the struggles around the commons and pinpoints some pathways and recipes that can foster the setting up and the resilience of commons management systems.

International audience ; There is currently an increasing interest to recover community management of resources, or even to (re-) create them as "new commons" (Ruiz-Ballesteros and Gual, 2012). The purpose of this communication is to explore, through the case-study of water management in the city of Naples (Italy) , how new commons emerge. This purpose is composed on two sub questions: how does the commons concept perform? What are the actors and the processes that make the emergence of a new common effective? The story of the institutionalisation of water as a Common in the city of Naples started with citizen movements. These movements blossomed after a general trend of privatisation during the 90s: this allowed a private agency to get the management of the integrated water services of Naples. After a series of political struggles lasting more than 10 years, a great numbers of stakeholders involved and a tremendously successful referendum, the movements succeeded in transforming the private water agency, S.p.A., into a special compan , ABC (which stands for "Acqua Bene Comune", in English "Water as a Common Good") . This was done in order to eliminate the incentives to the pursuit of economic short-term profit, and in order to guarantee water as a human right. Naples is the first city in Italy to have re-municipalized its water service and this case study is not only the story of an organisational innovation, but also the story of a larger scale legal tools innovation (Lucarelli, 2010; Bailey and Mattei, 2013) .This study contributes to the overcoming of the apparent dichotomy between material and immaterial commons by focusing on the social construction of the commons. By examining this social construction phenomenon, this paper underlines the struggles around the commons and pinpoints some pathways and recipes that can foster the setting up and the resilience of commons management systems.

There is currently an increasing interest to recover community management of resources, or even to (re-) create them as "new commons" (Ruiz-Ballesteros and Gual, 2012). The purpose of this communication is to explore, through the case-study of water management in the city of Naples (Italy) , how new commons emerge. This purpose is composed on two sub questions: how does the commons concept perform? What are the actors and the processes that make the emergence of a new common effective? The story of the institutionalisation of water as a Common in the city of Naples started with citizen movements. These movements blossomed after a general trend of privatisation during the 90s: this allowed a private agency to get the management of the integrated water services of Naples. After a series of political struggles lasting more than 10 years, a great numbers of stakeholders involved and a tremendously successful referendum, the movements succeeded in transforming the private water agency, S.p.A., into a special compan , ABC (which stands for "Acqua Bene Comune", in English "Water as a Common Good") . This was done in order to eliminate the incentives to the pursuit of economic short-term profit, and in order to guarantee water as a human right. Naples is the first city in Italy to have re-municipalized its water service and this case study is not only the story of an organisational innovation, but also the story of a larger scale legal tools innovation (Lucarelli, 2010; Bailey and Mattei, 2013) .This study contributes to the overcoming of the apparent dichotomy between material and immaterial commons by focusing on the social construction of the commons. By examining this social construction phenomenon, this paper underlines the struggles around the commons and pinpoints some pathways and recipes that can foster the setting up and the resilience of commons management systems.