How to predict and explain failure in organizational change?

Comment prédire et expliquer l’échec des changements organisationnels ?

Monique Combes-Joret () and Laëtitia Lethielleux ()
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Monique Combes-Joret: REGARDS - Recherches en Économie Gestion AgroRessources Durabilité Santé- EA 6292 - URCA - Université de Reims Champagne-Ardenne - MSH-URCA - Maison des Sciences Humaines de Champagne-Ardenne - URCA - Université de Reims Champagne-Ardenne
Laëtitia Lethielleux: REGARDS - Recherches en Économie Gestion AgroRessources Durabilité Santé- EA 6292 - URCA - Université de Reims Champagne-Ardenne - MSH-URCA - Maison des Sciences Humaines de Champagne-Ardenne - URCA - Université de Reims Champagne-Ardenne

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Abstract: How to interpret the phenomena of failure met in the introduction of organizational changes? In a first part, from a research led on an operation of repurchase of a big publishing conglomerate by a French industrial group in July, 2004, we shall identify warning indicators of measure of the failure of an operation of external growth: the trust in the future, the degree of involvement and the developed logics of survival. In the second part, from case of French companies, we shall analyze the failures met in the implementation of new structures or new tools. We shall clock two deeper causes of the failure: a lack in the management of change projects and the misunderstanding of the organizational phenomenon.

Keywords: Changement; organisationnel (search for similar items in EconPapers)
Date: 2008
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Published in Revue Française de Gestion, 2008, 8 (188-189), pp.325-339

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:halshs-01520253

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