Quand les résistants deviennent des parties prenantes: une approche du changement organisationnel comme processus d’apprentissage

Pierre-Yves Boyer ()
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Pierre-Yves Boyer: IAE La Réunion - Institut d'Administration des Entreprises - La Réunion - UR - Université de La Réunion, CEMOI - Centre d'Économie et de Management de l'Océan Indien - UR - Université de La Réunion

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Abstract: The crisis phase can lead to resistance to change in radical organizational change. Although change scholars mostly recognized resistance to change as a problem, some solutions to this problem have been clearly identified. However, some researches showed that resistance behaviours can force the organization to find new ways of functioning. Our inductive qualitative study results in a model of organizational learning, in which resistances to change are one step. It also proposes a typology of resistant : Emergent resistant, New rebels, Followers and Forgotten. This article follows a cognitive approach of organizational change governance. In this cognitive approach, the resistant individuals are incorporated as real stakeholders in change governance.

Keywords: organizational change; resistances to change; organizational learning; Changement organisationnel; résistances au changement; apprentissage organisationnel (search for similar items in EconPapers)
Date: 2017-10-23
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Published in RIMHE : Revue Interdisciplinaire Management, Homme(s) & Entreprise, 2017, 28 (4), pp.3-30. ⟨10.3917/rimhe.028.0003⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03571710

DOI: 10.3917/rimhe.028.0003

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