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

Ewan Oiry () and Jérémy Vignal ()
Additional contact information
Ewan Oiry: 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

Post-Print from HAL

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: case study; cognitive dissonance; managerial support; first line supervisors; change management; étude de cas.; dissonance cognitive; support hiérarchique; managers de proximité; management du changement (search for similar items in EconPapers)
Date: 2016-09-15
References: Add references at CitEc
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⟩

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

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

DOI: 10.3917/qdm.162.0061

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().