Les compétences collectives à l’épreuve des tensions de rôle. Des enseignements tirés d’une transformation de l’organisation du travail dans une banque

Collective competences are increasingly seen as strategic in the development of organizations. Researchers have identified the factors that encourage their development. In this research, we are interested in the factors that can limit this development. By identifying them and allowing them to be mitigated, we propose additional levers for the development of collective competences. In this article, we are particularly interested in role tensions. Thanks to a renewed conceptualization of role tensions, we analyze in detail the mechanisms by which the different forms of role tensions limit the development of collective competences. We analyze the case of a French cooperative bank that has developed a new form of work organization in its branches that makes collective competences strategic. Based on a longitudinal analysis of this case, we show how different types of role tensions limit the development of collective competences. These conceptual elements and results ultimately allow us to enrich the existing literature.