Papers by SCARLETT SALMAN
Travail et emploi, Jul 1, 2015
HAL (Le Centre pour la Communication Scientifique Directe), 2014
Presses de Sciences Po eBooks, Sep 10, 2015
HAL (Le Centre pour la Communication Scientifique Directe), Jun 1, 2016
International audienc
HAL (Le Centre pour la Communication Scientifique Directe), 2016
International audienceFinancé en grande partie par les fonds de la formation professionnelle cont... more International audienceFinancé en grande partie par les fonds de la formation professionnelle continue, le coaching en entreprise est utilisé par les grandes entreprises pour accompagner leurs cadres supérieurs lors de difficultés de travail ou de transitions de carrière. A partir de 90 entretiens réalisés en région parisienne à la fin des années 2000 auprès de coachs, de gestionnaires des ressources humaines et de cadres coachés, l’étude d’une cinquantaine de cas de coaching montre que, lorsque le recours au coaching porte sur un enjeu de carrière, il intervient dans des situations d’« accident de carrière », de plafonnement, voire de licenciement. Sans infléchir les critères de détermination des carrières des cadres supérieurs dans les grandes entreprises, ce dispositif tente d’adoucir les frustrations générées par ces situations chez des cadres qui aspirent à une carrière ascendante. Au nom de valeurs comme la créativité et l’authenticité à soi, le coaching favorise le réinvestissement des cadres supérieurs au travail tout en contribuant à leur éviction de la voie des dirigeants à laquelle ils aspiraient. Ce dispositif a des effets conservateurs au niveau du système de détermination des carrières mais permet aux individus de « rebondir » en trouvant des issues individuelles et temporaires, y compris une sortie du salariat, à des situations bloquées
HAL (Le Centre pour la Communication Scientifique Directe), Jul 4, 2016
HAL (Le Centre pour la Communication Scientifique Directe), Sep 1, 2015
HAL (Le Centre pour la Communication Scientifique Directe), Mar 1, 2017
International audienc
Journal of Professions and Organization, 2019
Drawing on the ‘corporate professionalization’ model (Kipping, Kirkpatrick, and Muzio 2006; Muzio... more Drawing on the ‘corporate professionalization’ model (Kipping, Kirkpatrick, and Muzio 2006; Muzio et al. 2011) of new strategies adopted by managerial occupations, this article explores professionalization processes taking into account the role of the client. Based on an analysis of the professionalization of executive coaching, it demonstrates the influence of the client organizations in such processes, at a collective and institutional level. This influence tends to favor new professionalization strategies of differentiation, regulation, and dissemination. The article suggests that this influence does not necessarily limit the power of corporate professionals, at least in the institutionalization phase, especially if we redefine power as consisting ‘not in restriction and exclusion, but in extension and linking’ (Eyal 2013: 876). Framed primarily to analyze corporate occupations practiced by independent professionals, the ‘client professionalization’ model suggests better taking i...
Nouvelle Revue De Psychosociologie, Nov 2, 2022
Ethnologie francaise, 2019
Professions and Professionalism, 2021
Drawing on the corporate professionalization model, the notion of client professionalization deno... more Drawing on the corporate professionalization model, the notion of client professionalization denotes new, client-oriented strategies of legitimization and claims relating to expertise, differentiation, regulation and dissemination. Based on the case of executive coaching in France and its professionalization process, the paper shows how these strategies enable heterogeneous categories of actors to become recognized as professionals. These strategies act as resources because they are grounded on principles other than exclusion and monopoly, such as extension and co-production, which give new value to heterogeneous socialization experiences and multiple activities. The emphasis on client-relationship skills affords atypical professionals’ access to rewarding positions that would otherwise have been unattainable for them. These strategies are important for occupations such as coaching that are practiced by self-employed individuals, who have been overlooked in the literature. They also...
Professions and Professionalism, 2021
Drawing on the corporate professionalization model, the notion of client professionalization deno... more Drawing on the corporate professionalization model, the notion of client professionalization denotes new, client-oriented strategies of legitimization and claims relating to expertise, differentiation, regulation and dissemination. Based on the case of executive coaching in France and its professionalization process, the paper shows how these strategies enable heterogeneous categories of actors to become recognized as professionals. These strategies act as resources because they are grounded on principles other than exclusion and monopoly, such as extension and co-production, which give new value to heterogeneous socialization experiences and multiple activities. The emphasis on client-relationship skills affords atypical professionals' access to rewarding positions that would otherwise have been unattainable for them. These strategies are important for occupations such as coaching that are practiced by self-employed individuals, who have been overlooked in the literature. They also tend to constitute an appealing access to professionalization, in a context where the power of the market is increasing.
Journal of Professions and Organization, 2019
Drawing on the 'corporate professionalization' model (Kipping, Kirkpatrick, and Muzio 2006; Muzio... more Drawing on the 'corporate professionalization' model (Kipping, Kirkpatrick, and Muzio 2006; Muzio et al. 2011) of new strategies adopted by managerial occupations, this article explores professionalization processes taking into account the role of the client. Based on an analysis of the professionalization of executive coaching, it demonstrates the influence of the client organizations in such processes, at a collective and institutional level. This influence tends to favor new professionalization strategies of differentiation, regulation, and dissemination. The article suggests that this influence does not necessarily limit the power of corporate professionals, at least in the institutionalization phase, especially if we redefine power as consisting 'not in restriction and exclusion, but in extension and linking' (Eyal 2013: 876). Framed primarily to analyze corporate occupations practiced by independent professionals, the 'client professionalization' model suggests better taking into account the influence of client organizations in further research on professionalization processes, in line with the research conducted on 'client capture' (Leicht and Fennell 2001; Dinovitzer, Gunz, and Gunz, 2014). By studying an emergent corporate profession that is practiced by self-employed, solo practitioners and freelancers, which have been largely overlooked in the literature, this article contributes overall to a more diverse understanding of corporate professions and the ways in which they professionalize.
Uploads
Papers by SCARLETT SALMAN
Mais dans un monde où la liberté, l'autonomie et la responsabilité individuelle sont sans cesse invoquées, qu'en est-il du rôle des institutions ? Comment parviennent-elles à« se faire oublier » alors qu'elles doivent convaincre, transmettre, former et maintenir les individus dans les limites de l’orthodoxie ? Comment exercent-elles leurs contraintes, assurent-elles une formation collective et continue de leurs publics tout en maintenant chez ceux-ci le sentiment qu'ils sont les maîtres de leurs parcours ?