These axes are not fields laid side by side. Each one takes up the previous one and displaces it: from engagement as it is lived to the legitimation of knowledge, from the person to the community, from the community to inclusion, and then to what human beings do that nothing can replace when faced with the machine.
01
A person is not a resource: what changes when management vocabulary shifts — in theory, and in daily practice.
The vocabulary of the “human resource” produces the organizations it describes. Against that reduction, her work proposes to see the person as a singular, ethical, creative, relational and complex subject — and management as an activity of persons towards other persons.
02
How an organization moves from an association of individuals to a community, and why genuine dialogue is the condition for it.
The organizational extension of persons management. A community of persons is more than an aggregate of individuals or a mere nexus of contracts: it requires genuine dialogue, mutual recognition and a shared purpose. Without them, performance is only apparent and the costs surface elsewhere.
03
A method for practitioners to turn lived experience — including difficult experience — into legitimate scientific knowledge.
A first-person research method, grounded in pragmatic constructivism. It does not stop at self-narrative: it proceeds through naive writing, epistemic work and the recursive construction of generic knowledge, in dialogue with theories from several disciplines.
04
Thinking organizations with Edgar Morin: dialogic, recursivity, and refusing simple answers to complex problems.
Edgar Morin's complexity paradigm is an explicit pivot of her work. She uses its operators by name — dialogic, recursivity, ingenium — and co-edited an entire thematic issue devoted to it.
05
What inclusion actually demands of organizations, and why imposed solidarity backfires.
The most active thread of the past decade, pursued mainly with Nadia Lazzari Dodeler. It links person, community and territory: the inclusion of immigrants is not treated as a recruitment problem but as a question of welcome — within organizations and within a society — with particular attention to regions far from major centres.
06
Human irrationality as an asset, not a flaw, in coopetition with artificial intelligence.
The most recent axis. The human-machine relationship is thought of as a dialogic of cooperation and competition: human irrationality, in constant dialogue with rationality, becomes a dimension of creativity, judgement and responsibility rather than a flaw to be corrected.
07
The starting point: how engagement and disengagement are built through interaction, not through procedure.
The founding question of the 2007 doctoral thesis, revisited through the concept of the “self”. Internal and external engagement can reinforce each other recursively; diverging expectations and perceptions can instead produce negative loops.
08
The interwoven sea- and shore-based careers of seafarers, and what they reveal about career management.
A regional and sectoral axis, rooted in UQAR's maritime cluster. It gave rise to a doctoral thesis in maritime resource management supervised by Marie-Noëlle Albert.
09
Support, business transfer and necessity entrepreneurship, observed regionally and in the first person.
From the support given to an entrepreneur — from autonomy to dependence — to business transfer and necessity-driven immigrant entrepreneurship in a region without ethnic enclaves.
The word reliance appears in the name of the international network she belongs to, and in the title of one of her articles from 2021. No publication in her corpus, however, is devoted to the concept of reliance as such. This site therefore does not present reliance as one of her research objects.
This is the kind of nuance a researcher’s site has to hold: her peers will read it, and a flattering approximation costs more than a missing line.