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International audience; Background: Docetaxel (DOCE) is a standard of care in metastatic castration-resistant prostate cancer (mCRPC). Several retrospective studies suggested a decrease in Prostate Cancer incidence and mortality with metformin (MET). MET has also demonstrated anti-tumor activity in Prostate Cancer preclinical models, with increased apoptosis when added to DOCE. We aimed at exploring the role of MET in combination with DOCE in mCRPC.Patients and methods: Non-diabetic mCRPC patients were randomly assigned to receive DOCE 75 mg/m2 every 21 days + prednisone (5 mg. BID) with either MET 850 mg BID (D+M) or placebo (D+P) up to 10 cycles. Prostate-Specific Antigen (PSA) response ≥50% from baseline was the primary end point. Secondary end points included objective response rate (ORR), progression-free survival (PFS), overall survival (OS), toxicity and quality of life (QoL).Results: Out of 99 patients were randomized (D+M = 50; D+P = 49) in 10 French centers. The median follow-up was 86 (IQR 73-88) months. The PSA-response rate reached 66% in the D+M arm, but was not different from that observed in the D+P arm (63%, P = 0,94). In the D+M and D+P arms, the ORR was 28% and 24%, the median PFS was 7.8 and 6.0 months and the median OS was 27 and 20 months (ns), respectively. Diarrhea grade I to II was more frequent in the MET arm (66% vs. 43%). No impairment of QoL was observed.Conclusion: MET addition failed to improve the standard DOCE regimen in mCRPC. Further research targeting tumor cell metabolism should be performed.

Cet article propose une conceptualisation inédite des conflits interpersonnels en organisation, basée sur l’articulation de quatre grandes dimensions : les processus d’escalade dans la communication interpersonnelle, les phénomènes psychosociologiques, les trajectoires individuelles notamment en termes d’habitus et les facteurs de contextes (dont les dimensions culturelles). L’étude examine l’impact des différences culturelles dans le management de proximité et la régulation des conflits. Nous appliquons le cadre conceptuel à trois cas dans trois pays différents : un centre social en France, une université au Canada, et un organisme culturel en Russie. Dans chacun des cas les relations interpersonnelles sont le facteur décisif, soit d’escalade conflictuelle, soit de construction de modalités de sortie de conflit. L’analyse comparée des trois cas à partir des indices de valeurs culturelles nationales au sens de Hofstede (1994) montre le faible pouvoir explicatif de ces indices., This article proposes a new conceptualization of interpersonal conflicts in organizations. This conceptualization is based on the articulation of four main dimensions: escalation processes in interpersonal communication; psychosociological phenomena such as social facilitation and identity processes and group life; individual trajectories, notably in terms of habitus; and contextual factors (including cultural dimensions). The study gauge the impact of cultural differences in proximity (local) management and conflict regulation. We apply this conceptual framework to three cases in three different countries: a social Center in France, a university in Canada, and a cultural organization in Russia. In each case, interpersonal relations are the decisive factor, either in the escalation of conflict or in the construction of exit ways to conflict. We conduct a comparative analysis of the three cases based on indices of cultural values in the meaning of Hofstede (1994), which shows that these indices are of poor explicative capacity., En la presente investigación se propone una nueva conceptualización de los conflictos interpersonales en la organización. Este nuevo enfoque se basa en la articulación de cuatro grandes dimensiones: proceso de escalada en la comunicación interpersonal, los fenómenos psicosociológicos, las trayectorias individuales, en particular en términos de habitus, y los factores de contexto (incluidas las dimensiones culturales). Uno de los objetivos del estudio es medir el impacto de las diferencias culturales en la gestión de proximidad y regulación de los conflictos. Este nuevo marco conceptual se aplicó a tres casos en tres países diferentes: un centro social en Francia, una universidad en Canadá y un organización cultural en Rusia. En todos los casos, las relaciones interpersonales se mostraron como el factor decisivo, ya sea de la escalada conflictiva o de la construcción de modalidades de salida de conflicto. Realizamos tambien un análisis comparativo entre los tres casos usando los índices de valores culturales de Hofstede (1994). En conclusion, las diferencias de valores culturales nacionales según Hofstede tienen un tenue valor explicativo.

International audience; This article presents the case study of a conflict situationin a French social organization, based on a novelconceptualization of interpersonal conflict in anorganization that articulates four dimensions: theanalysis of conflict in terms of escalation processesin interpersonal communication; psychosociologicalphenomena such as social facilitation and identityprocesses and group dynamics; individual trajectoriesin terms of habitus; and contextual factors, includingcultural dimensions (based on the notion of field). Thisconceptual framework is applied to the case of a socialcenter in France and shows that the conflict is centeredon relational disjunctions that are not specific to Frenchculture and that are not controlled by the management.Management recommendations are deduced from this.

International audience; This article proposes a new conceptualization of interpersonal conflicts in organizations. Thisconceptualization is based on the articulation of four main dimensions: escalation processes in interpersonal communication; psychosociological phenomena such associal facilitation and identity processes and group life;individual trajectories, notably in terms of habitus; andcontextual factors (including cultural dimensions). Thestudy gauge the impact of cultural differences in proximity(local) management and conflict regulation. We apply thisconceptual framework to three cases in three differentcountries: a social Center in France, a university inCanada, and a cultural organization in Russia. In eachcase, interpersonal relations are the decisive factor, eitherin the escalation of conflict or in the construction of exitways to conflict. We conduct a comparative analysis of thethree cases based on indices of cultural values in themeaning of Hofstede (1994), which shows that theseindices are of poor explicative capacity.; Cet article propose une conceptualisation inédite des conflits interpersonnels en organisation, basée sur l'articulation de quatre grandes dimensions: les processus d'escalade dans la communication interpersonnelle, les phénomènes psychosociologiques, les trajectoires individuelles notamment en termes d'habitus et les facteurs de contextes (dont les dimensions culturelles). L'étude examine l'impact des différences culturelles dans le management de proximité et la régulation des conflits. Nous appliquons le cadre conceptuel à trois cas dans trois pays différents : un centre social en France, une université au Canada, et un organisme culturel en Russie. Dans chacun des cas les relations interpersonnelles sont le facteur décisif, soit d'escalade conflictuelle, soit de construction de modalités de sortie de conflit. L'analyse comparée des trois cas à partir des indices de valeurs culturelles nationales au sens de Hofstede (1994) montre le faible pouvoir explicatif de ces indices.