[Recueil. Albums de photographies des familles Malézieux et Dupré]

Ancien possesseur : Malézieux, Odette (1889-1944)

[Recueil. Albums de photographies des familles Malézieux et Dupré]

Ancien possesseur : Malézieux, Odette (1889-1944)

[7 phot. de France: Pierrefonds (A. Dupré, phot. à Compiègne), Blois, Arles, Marseille en 1874 (phot. E. Neurdein, phot. à Paris), don W. Martin en 1892]

Donateur : Martin, William (18..-19..? ; diplomate)

Problème du paradigme dans l'approche écologique de l'individualité chez Turner : une solution méréologique inspirée de Dupré et O'Malley

Ce mémoire propose une étude de la théorie de l’individualité biologique développée par Turner, des problèmes inhérents à celle-ci ainsi qu’une approche qui permet de surmonter les problèmes de la théorie de Turner tout en prenant en compte les aspects importants de cette dernière. Nous montrerons en premier lieu pourquoi, selon Turner, l’individualité est une question écologique et que l’individu ne peut être compris sans ses parties abiotiques si celles-ci jouent un rôle dans la fonctionnalité de l’individu. Par la suite, nous démontrerons que l’approche de Turner est sujette au problème du paradigme développé par Haber. Enfin, en s’inspirant de la théorie de l’individualité de Dupré et O’Malley et de leurs études sur les bactéries, nous forgerons une nouvelle théorie portée sur la fonctionnalité, qualifiée d’approche méréologique, qui surmonte les problèmes exposés tout en prenant en compte le rôle que les parties abiotiques jouent dans le fonctionnement de l’individu.

Catalogue des tableaux et dessins provenant de l'atelier Jules Dupré

Jules Dupré. Précédé d'une notice par Paul Mantz

The Dark Side of Organizational Change: The Moderating Role of Political Behavior and Organizational Cynicism

Workplace aggression is a factor that shapes the interaction between individuals and their work environment and produces many undesirable outcomes, sometimes introducing heavy costs for organizations. Only through a comprehensive understanding of the genesis of workplace aggression is possible to develop strategies and interventions to minimize its nefarious effects. The existent body of knowledge has already identified several individual, situational and contextual antecedents of workplace aggression, although this is a research area where significant gaps occur and many issues were still not addressed Dupré and Barling (2006). According to Baron and Neuman (1998) one of these predictors is organizational change, since certain changes in the work environment (e.g., changes in management) can lead to increased aggression. This paper intends to contribute to workplace aggression research by studying its relationship with organizational change, considering a moderating role of political behaviors and organizational cynicism (Ammeter et al., 2002, Ferris et al., 2002). The literature review suggests that mediators and moderators that intervene in the relationships between workplace aggression and its antecedents are understudied topics. James (2005) sustains that organizational politics is related to cynicism and the empirical research of Miranda (2008) has identified leadership political behavior as an antecedent of cynicism but these two variables were not yet investigated regarding their relationship with workplace aggression. This investigation was operationalized using several scales including the Organizational Change Questionnaire-climate of change, processes, and readiness (Bouckenooghe, Devos and Broeck, 2009), a Workplace Aggression Scale (Vicente and D’Oliveira, 2008, 2009, 2010), an Organizational Cynicism Scale (Wanous, Reichers and Austin, 1994) and a Political Behavior Questionnaire (Yukl and Falbe, 1990). Participants representing a wide variety of jobs across many organizations were surveyed. The results of the study and its implications will be presented and discussed. This study contribution is also discussed in what concerns organizational change practices in organizations.

Agressão no trabalho em processos de mudança organizacional: O papel mediador do cinismo organizacional e do comportamento político

Workplace aggression is a factor that shapes the interaction between individuals and their work environment and produces many undesirable outcomes, sometimes introducing heavy costs for organizations. Only through a comprehensive understanding o f the genesis of workplace aggression is possible to develop strategies and interventions to minimize its nefarious effects. The existent body of knowledge has already identified several individual, situational and contextual antecedents of workplace aggr ession, although this is a research area where significant gaps occur and many issues were still not addressed (Dupré & Barling, 2006). According to Neuman and Baron (1998) one of these predictors is organizational change, since certain changes in the work environment (e.g., changes in management) can lead to increased aggression. This paper intends to contribute to workplace aggression research by studying its relationship with organizational change, considering the mediation role of political behaviors an d organizational cynicism (Ammeter, Douglas, Gardner, Hochwarter, & Ferris, 2002). The literature review suggests that mediators and moderators that intervene in the relationships between workplace aggression and its antecedents are understudied topics. Ja mes (2005) sustains that organizational politics is related to cynicism and the empirical research of Miranda (2008) has identified leadership political behavior as an antecedent of cynicism but these two variables were not yet investigated regarding their relationship with workplace aggression. This investigation was operationalized using several scales including the Organizational Change Questionnaire - climate of change, processes, and readiness (Bouckenooghe, Devos, & Broeck, 2009), a Workplace Aggressio n Scale (Vicente, 2008, 2009), an Organizational Cynicism Scale (Wanous, Reichers, & Austin, 1994) and a Political Behavior Questionnaire (Yukl & Falbe, 1990). Participants representing a wide variety of jobs across many organizations were surveyed. The r esults of the study and its implications will be presented and discussed. This study contribution is also discussed in what concerns organizational change practices in organizations.