نبذة مختصرة : This doctoral work proposes an analysis of the standardization of information systems within an international banking group. The objective is to provide elements of answers to the following problematic: what are the principles of deployment and the impacts of a strategy of standardization of banking IS? The case study of Credit Agricole and eighteen of its subsidiaries allows us to interpret this strategy of information systems standardization as a complex and non-linear phenomenon. Since the subsidiaries are legally and operationally autonomous, the approach studied consists in analyzing the deployment (IS governance, isomorphism phenomenon), the organizational consequences between the parent company and the subsidiaries (learning, organizational routines) but also expected strategic gains at the the group as a whole (savings, interoperability, innovation). In the end, if this strategy appears at first glance in a form of simple organizational impacts, we demonstrate through this research that the standardization of banking IS is a complex looped articulation between the levels of the strategy, the standardization policy and the daily organization. We show that this complexity can be managed. ; Ce travail doctoral propose une analyse de la standardisation des systèmes d’information (SI) au sein d’un groupe bancaire de dimension internationale. L’objectif est d’apporter des éléments de réponses à la problématique suivante : quels sont les principes de déploiement et les impacts d’une stratégie de standardisation des SI bancaires ? L’étude du cas du Crédit Agricole et dix-huit de ses filiales nous permet d’interpréter cette stratégie de standardisation des systèmes d’information comme un phénomène complexe et non linéaire. Les filiales étant autonomes juridiquement et opérationnellement, la démarche étudiée consiste à analyser le déploiement (gouvernance des SI, phénomènes d’isomorphisme), les conséquences organisationnelles entre la maison-mère et les filiales (apprentissage, routines organisationnelles) mais ...
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