L’impact d’un changement organisationnel sur les salariés et les clients. Une application au milieu bancaire

Sabine Reydet () and Laurence Didellon ()
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Sabine Reydet: CERAG - Centre d'études et de recherches appliquées à la gestion - UGA - Université Grenoble Alpes
Laurence Didellon: CERAG - Centre d'études et de recherches appliquées à la gestion - UGA - Université Grenoble Alpes

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Abstract: The French banking environment is changing, leading to a profound organizational change. The present research aims to study this process of diffusion of an organizational change proposed by a French mutual bank. The contributions of this work reside both in the longitudinal study of this change, and in the study of its impacts both on employees (in terms of role tensions) and on customers (in terms of quality of relationship). The results of the qualitative study showed the need for intense institutional work to enable change to go through the dissemination process. If role conflicts tend to fade after 3-4 months, role ambiguities seem more durable. The quantitative study shows that, even if role ambiguities persist internally, changing the roles of agency counselors leads to a greater perceived credibility of these by clients. Organizational change also translates into increased customer satisfaction and more frequent agency visits.

Date: 2020
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Published in Revue Française de Gestion, 2020, 3 (288), pp.61-82. ⟨10.3166/rfg.2020.00413⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04809925

DOI: 10.3166/rfg.2020.00413

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