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

Author

Listed:
  • 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)

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.

Suggested Citation

  • Ewan Oiry & Jérémy Vignal, 2016. "Peut-on manager un changement tout en le subissant ? Le cas des managers de proximité," Post-Print halshs-01429284, HAL.
  • Handle: RePEc:hal:journl:halshs-01429284
    DOI: 10.3917/qdm.162.0061
    as

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    Cited by:

    1. Céline Duplaà Hemer & Sylvie Rascol-Boutard, 2019. "Une Recherche-Action Pour Détecter Des Compétences Hypermodernes : Le Cas Du Manager De Proximité Dans Le Secteur Bancaire," Post-Print hal-02289759, HAL.

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