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Page 2 to 7: Start pages | Page 8 to 12: Yves-Frédéric Livian – Foreword | Page 13 to 18: Camille de Bovis, Sylvaine Mercuri Chapuis and Ewan Oiry – General introduction | Page 20 to 32: Christian Defélix and Pierre-Yves Sanséau – Chapter 1. “Incompetence-producing organizations”: a little-known text, allowing the transmission of a critical and constructive vision of competence | Page 33 to 45: Stéphane Bellini – Chapter 2. Action logic, a concept for thinking regarding the rough edges in the deployment of a GPEC | Page 46 to 57: Jocelyne Yalenios – Chapter 3. Activity and power to act: central points of management | Page 59 to 70: Florence Palpacuer – Chapter 4. A caring and critical look at management methods | Page 71 to 83: Julienne Brabet and Amélie Seignour – Chapter 5. With Yves-Frédéric Livian, let’s continue to think regarding HRM | Page 84 to 98: Inès Dhaouadi, Sylvaine Mercuri Chapuis and Nathalie Tessier – Chapter 6. The contribution of the pedagogy of critical case studies to the training of responsible managers | Page 100 to 105: Marc Bidan – Chapter 7. From context to contextualization or lessons around a plate of Ouagalaise pasta | Page 106 to 118: Emmanuel Kamdem – Chapter 8. Contextualization and rooting of management in Africa | Page 119 to 135: Jean-François Chanlat – Chapter 9. Yves-Frédéric Livian: a sociologist of organizations in the land of international management | Page 136 to 146: Alain Roger – Chapter 10. Contributions and limits of intercultural comparisons. Adjusting HRM to different national contexts | Page 147 to 166: Didier Prince-Agbodjan – Chapter 11. Intercultural management in a “glocal” chain of values: critical case of the “shared commerce” system | Page 167 to 172: Paul-Marc Collin – Chapter 12. Long-term companionship between a Professor and his student | Page 173 to 181: Bibliography | Page 182 to 183: Presentation of the authors.
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