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

Author

Listed:
  • 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)

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.

Suggested Citation

  • Pierre-Yves Boyer, 2017. "Quand les résistants deviennent des parties prenantes : une approche du changement organisationnel comme processus d’apprentissage," Post-Print hal-03571710, HAL.
    • Handle: RePEc:hal:journl:hal-03571710
    DOI: 10.3917/rimhe.028.0003
    as

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