Peut-on manager un changement tout en le subissant ? Le cas des managers de proximité

Ewan Oiry () and Jérémy Vignal ()
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Ewan Oiry: ESG UQAM - Département de management et de technologie - UQAM - Université du Québec à Montréal = University of Québec in Montréal
Jérémy Vignal: LEST - Laboratoire d'Economie et de Sociologie du Travail - AMU - Aix Marseille Université - CNRS - Centre National de la Recherche Scientifique

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Abstract: How do first line supervisors react when they are involved in an organizational change? Our paper shows that the behaviors of first line supervisors are under studied in literature on change management. They play a very specific role: they live the change at the same time that they should "sell" it to their team. Our text offers conceptual elements to analyze this complex role. The case study of a company that produces medical equipment allows us to give a concrete example of the tensions of this role. These results allow us to propose discussion tracks with the existing literature.

Keywords: change management; first line supervisors; managerial support; cognitive dissonance; case study; management du changement; managers de proximité; support hiérarchique; dissonance cognitive; étude de cas. (search for similar items in EconPapers)
Date: 2016-09-15
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Citations: View citations in EconPapers (1)

Published in Question(s) de Management, 2016, L'innovation managériale en question(s), 2 (13), pp.61-72. ⟨10.3917/qdm.162.0061⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:halshs-01429284

DOI: 10.3917/qdm.162.0061

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