The cognitive dissonance of middle managers in a lean management context: What contribution can the job demands-resources model make?

La dissonance cognitive des managers intermédiaires dans un contexte de lean management: quel apport du modèle des exigences-ressources ?

Abdelwahab Aït Razouk and Yann Quemener
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Abdelwahab Aït Razouk: BBS - Brest business school, LEGO - Laboratoire d'Economie et de Gestion de l'Ouest - UBS - Université de Bretagne Sud - UBO EPE - Université de Brest - IMT - Institut Mines-Télécom [Paris] - IBSHS - Institut Brestois des Sciences de l'Homme et de la Société - UBO EPE - Université de Brest - UBL - Université Bretagne Loire - IMT Atlantique - IMT Atlantique - IMT - Institut Mines-Télécom [Paris]
Yann Quemener: BBS - Brest business school, LEGO - Laboratoire d'Economie et de Gestion de l'Ouest - UBS - Université de Bretagne Sud - UBO EPE - Université de Brest - IMT - Institut Mines-Télécom [Paris] - IBSHS - Institut Brestois des Sciences de l'Homme et de la Société - UBO EPE - Université de Brest - UBL - Université Bretagne Loire - IMT Atlantique - IMT Atlantique - IMT - Institut Mines-Télécom [Paris]

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Abstract: To understand the organizational arrangements likely to promote the reduction of the psychological cost of Lean for middle managers, we associated the concept of cognitive dissonance with the « Job Demands-Resources» (JD-R) model of Demerouti et al. (2001). Our theoretical approach is confronted with a large sample of managers from the REPONSE 2017 survey. The results of our research show that there are several resources negatively associated with cognitive dissonance. These practices help moderate the effect of Lean on the psychological discomfort of middle managers.

Keywords: Cognitive dissonance; Lean; Middle managers (search for similar items in EconPapers)
Date: 2022-03-08
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Published in Recherches en sciences de gestion, 2022, 146 (5), pp.211-233. ⟨10.3917/resg.146.0211⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05485857

DOI: 10.3917/resg.146.0211

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