Beaucoup d’entreprises lancent des programmes de coaching à l’attention de salariées pour favoriser l’accession des femmes au top management. Mais ces actions ont des résultats mitigés... Deux chercheuses de Grenoble Ecole de Management en ont analysé les raisons dans un article et proposent des pistes pour progresser. Interview de Pauline Fatien et Anne Antoni, professeures associées à Grenoble Ecole de Management (GEM)

In the 2010s, in response to the impact of the financial crisis of 2008, anti-establishment, anti-austerity, pro-democracy movements such as Occupy!, the Spanish indignados and, in 2018, the gilets jaunes in France emerged. With the rise of independent unions and new forms of work and organising in the platform economy, the future of unions increasingly depends on their ability to engage with a broader range of social and community-based interests and organisations. The gilets jaunes movement in France, like the indignados in Spain, explicitly rejected any links or joint actions with unions, at least initially and in a formal sense. The gilets jaunes case makes visible the challenges for unions, as institutions embedded and reinforcing the current configuration of capitalism, to represent a more fluid set of interests. On the flipside, the dissipation of these movements also makes visible the challenges for social movements maintaining collective action and solidarity without the leadership and organisation familiar in union organisations, and the meta-collective action frame of shared working-class interests. In this reflection, we revisit the gilets jaunes movement and its significance for building bases of sustainable solidarity at a time of the movement’s attempts to establish lasting forms of solidarity through gaining recognition in representative elections as the Union Syndicale Gilets Jaunes (USGJ).

Care—concern for and attending to the needs of the particular other we take responsibility—requires enacting time in a way that clashes with the industrial ‘clock time’ dominating our lives. Ethicists of care have highlighted the tensions between the temporalities involved in caring as a situated, relational and processual practice and the organization of care work according to standardized clock time. Yet, the practice of care work within bureaucratic work organizations seems to reconcile temporal demands of care and clock time. In this article, we build on Barbara Adam’s concept of ‘timescape’ (Adam, Timewatch: The social analysis of time, Polity, 1995; Adam, Time, Polity, 2004) to inquire how care workers juggle apparently conficting temporalities. Through a participant observation study of a child protection agency in France, we discover that care workers ‘trick’ time by carving out care timescapes that resist the clock—time as continuous, non-standardized, and in the present moment—while utilizing the structure of clock time in the form of ‘scheduling work’ to negotiate for and safeguard the process time they needed to ensure the provision of appropriate, ethical care. Confrming the centrality of time to ethical practices in organizations, our study further evidences and elucidates the intricate relations between clock time and process time in the ethical practice of care.