Transition processes pose profound challenges for contemporary societies. Beyond addressing so-called “grand challenges,” organizations increasingly recognize the need to assume new roles and responsibilities. Yet, they often struggle to transform their own management practices, which remain grounded in an exploitative logic. This tension is particularly evident in the domain of human resource management (HRM). Despite a wealth of critical perspectives and proposals for sustainable models, few concrete alternatives have been developed within HRM itself. Building on insights from critical management studies and research on emerging forms of organizing, the notion of Humane Management has recently been advanced as a means of fostering organizational transition (see, e.g., Taskin, 2021; Taskin & Dietrich, 2024). In essence, Humane Management (HM) challenges conventional approaches that reduce people to resources, render work and workers invisible through abstract performance indicators, and fragment employment relationships through individualized practices. Instead, HM advocates for an orientation grounded in reflexivity, recognition, attention to real work, and the cultivation of community. The Chaire Management Humain & Société—also known as the H Lab—serves as a platform that brings together researchers and business leaders committed to advancing this transition. From a willingness to be informed with management research to a commitment in the co- elaboration of Humane Management in practice, H lab became over the years a place of cross- fertilization between management research and practice
Bonnieux et al. (Wed,) studied this question.