Machine generated contents note: Historical perspective: The Pragmatist adventure, from anti-Cartesianism to anti-Taylorism... -- Metaphysical Club (1872): The origins and first steps of pragmatism -- Fight against Cartesian idealism -- Main figures of classical pragmatism: Peirce, James, Dewey, and Mead -- Era of decline: from Pragmatism to pragmatism -- Walter Shewhart: The anti-Taylorian exploration at the Hawthorne Works (1924) -- From the linguistic turn to the pragmatic turn: Rorty and Putnam -- Semiotic mediation at the heart of organizing: Questioning the representation/reality dichotomy -- Representationalist mainstream of organization studies -- Two mass distribution companies: A difficult logistic integration -- Struggling for work safety in a building company -- Discussion of the cases: The pragmatist critique of representationalism -- Pragmatist theory of semiotic mediation -- Pragmatist basis of the mediation concept: Thirdness and triadic sign -- Semiotic mediation: The gate to temporality and sociality -- Reassessing sociomateriality -- Conclusion: Signs insinuate ghosts into organizational situations -- Habits: The actional view of organizations -- From the actional to the informational paradigm of organization: A historical "drama" -- Two cases -- Pragmatist focus on action and meaning -- Pragmatist theory of habit -- Revisiting the two cases -- Activity as a collective discourse expressed in the language of habits -- Some convergences with other theoretical frameworks -- Conclusion -- Inquiry: The process of thinking, acting, and mediating -- Introduction -- Searching for performance in the cardiology department of a hospital -- Pragmatist definitions of inquiry: Belief, doubt, and situation -- Inquiring versus controlling and problem-solving frameworks: In search of a problem -- Inquiring as a social process: The community of inquiry -- From the "mind first" dualism (thought versus action) to thought/action integration -- Inquiry involves three types of inference: Abduction, deduction, induction -- Inquiry is mediated and mediating -- Methodological and managerial implications -- Conclusion: Habit and inquiry, a recursive theory of action -- Trans-action: Beyond the individual/collective dualism, the dialogical approach to sociality -- Introduction -- Sharedness" mainstream and its limitations -- Few cases -- Pragmatist dialogical and trans-actional approach to sociality -- Dewey and Bentley's theory of trans-action -- Trans-actional approach to sociality -- Conclusion -- Community of inquiry: Trans-actional inquiry and common concern -- Introduction -- Case study: Communities of inquiry and communities of practice at Electricite de France (EDF) -- Classical pragmatism and communities of inquiry -- Two types of solidarity, two types of community -- Communities of process, activity systems, and shared concerns -- Managerial applications of the pragmatist approach to the community of inquiry -- Conclusion -- Abduction -- Introduction -- Historical definitions of abduction -- Abduction as a social process -- Case study: Re-inventing urban planning -- Discussion of the case: Four key characteristics of the tested process -- Abduction in the organizational world -- Conclusion: The social process of abduction fabulates the collective future -- Value and valuation -- Introduction -- Four short stories of valuation -- From dualist value to pragmatist valuation -- Valuation process is mediated by valuation tools -- Conclusion: What is at stake in the pragmatist approach to valuation? -- Pragmatism, a process perspective on organizations -- Introduction -- Process turn in organization studies -- Six questions raised by the process approach to organizations -- Pragmatism: A process-oriented thought -- Process of organizing in the light of pragmatist analyses -- Conclusion: Some managerial and methodological implications -- Pragmatist influence on managerial ideas and practices: The strange history of lean management -- Introduction -- Mary Parker Follett, "prophet of management" -- Chester Barnard: Cooperation and authority -- Donald Schon and reflection-in-action -- Action research and the Tavistock Institute -- Pragmatist sources of quality and "lean" management -- Original features of "lean management" inspired by pragmatism -- Call center case -- Dominant practices of "lean" management today: Back to Taylorism -- Conclusion. 1. 1.1. 1.2. 1.3. 1.4. 1.5. 1.6. 2. 2.1. 2.2. 2.3. 2.4. 2.5. 2.6. 2.7. 2.8. 2.9. 3. 3.1. 3.2. 3.3. 3.4. 3.5. 3.6. 3.7. 3.8. 4. 4.1. 4.2. 4.3. 4.4. 4.5. 4.6. 4.7. 4.8. 4.9. 4.10. 5. 5.1. 5.2. 5.3. 5.4. 5.5. 5.6. 5.7. 6. 6.1. 6.2. 6.3. 6.4. 6.5. 6.6. 6.7. 7. 7.1. 7.2. 7.3. 7.4. 7.5. 7.6. 7.7. 8. 8.1. 8.2. 8.3. 8.4. 8.5. 9. 9.1. 9.2. 9.3. 9.4. 9.5. 9.6. 10. 10.1. 10.2. 10.3. 10.4. 10.5. 10.6. 10.7. 10.8. 10.9. 10.10.