Manager Roles and Skills amid Transformation Dynamics

Anne Bastien, Christian Defélix, Martine Le Boulaire, Camille Ledoux and Thierry Picq ()
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Christian Defélix: UGA - Université Grenoble Alpes
Camille Ledoux: IAE Paris - Sorbonne Business School (France, Paris)
Thierry Picq: EM - EMLyon Business School

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Abstract: This chapter is based on a study conducted between October 2019 and July 2021, largely informed by testimonies from managers, HR managers and business leaders. This study was motivated by the observation of permanent and growing need for transformation and innovation in businesses in context of an accelerated evolution of the relationship to work and the aspirations of employees to work differently. It presents three transformation logics: management logic, market logic, and innovation logic. The presence of these three logics within the discourses of actors within same company makes managerial transformation less easy to conceive and implement than it seems. Management practices were the direct result of manager initiatives, although their company's role was significant in authorizing them to act differently. These practices highlight some points to consider for companies questioning their support systems. The transformation of corporate culture is an essential part for supporting managers in their efforts to fulfill their new role.

Keywords: organizational transformation; market logic; manager role; management practices; management logic; innovation logic; corporate culture (search for similar items in EconPapers)
Date: 2026-03-07
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Published in The Hidden Faces of Innovation, 6, ISTE, pp.31 - 57, 2026, Innovation, Entrepreneurship, Management, 9781836690931. ⟨10.1002/9781394441464.ch2⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05581309

DOI: 10.1002/9781394441464.ch2

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