The liberated firm, a radical innovation or a mere avatar of participatory management

Is the “liberated firm” a new fad in relation to previous managerial models? Is it a genuine innovation or an avatar of participatory management? Is the liberated firm freed from the difficulties encountered when implementing this form of participatory management? To answer these questions, three emblematic cases are brought into focus: Favi, a metalworking firm; Poult, which makes cookies; and CHRONO Flex, a company that repairs hoses. Liberated firms turn out to be in both continuity and rupture with the participatory model. Although they manage to overcome some problems, the difficulties of implementing the liberated firm model should not be overlooked.

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The liberated firm, a radical innovation or a mere avatar of participatory management?