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Gestion du changement : le rôle du middle manager d’une filiale française

Author

Listed:
  • Hala Alioua

    (ESCA - École de Management de Casablanca = Casablanca's School of Management)

  • Anouar Hasbaoui

    (FST - Faculty of Science and Technology - Universidad Adolfo Ibáñez = University Adolfo Ibañez [Santiago])

  • Imane Dalta

    (FST - Faculty of Science and Technology - Universidad Adolfo Ibáñez = University Adolfo Ibañez [Santiago])

Abstract

Dans un contexte de globalisation, les firmes multinationales doivent s'adapter à des environnements complexes et incertains, ce qui nécessite des changements stratégiques et organisationnels souvent imposés par la maison mère.Cette recherche vise à contribuer à une meilleure connaissance des évènements qui impactent le rôle des cadres intermédiaires dans les processus de changement imposé par la société mère. Plus précisément, nous souhaitons comprendre le processus d'interaction et le sens donné aux changements par les middle managers. Ces interactions ou échanges entre les middle managers et leurs environnements (Weick et al., 2015) peuvent permettent de les rendre plus rationnels pour eux-mêmes et pour les évènements qu'ils traversent. En effet, ils ont un impact sur leurs comportements et leurs actions. Nous avons réalisé une étude de cas sur le long terme, en menant 62 entretiens qualitatifs entre 2012 et 2023 avec des cadres intermédiaires en France et en Allemagne. Les résultats montrent que la façon dont les managers comprennent et adoptent les changements varie en fonction de leur degré d'implication, de la nature du changement (stratégique ou organisationnel), de son origine (descendante ou ascendante) et de leur rôle spécifique. Ceux qui sont directement impliqués dans la nouvelle stratégie ont tendance à mieux créer du sens, tandis que ceux qui n'y participent pas ont plus de difficultés à s'approprier les changements qui leur sont imposés. Cette recherche met en lumière l'importance des interactions sociales et des pratiques de communication dans la gestion du changement dans le cadre d'une relation société mère -filiale.

Suggested Citation

  • Hala Alioua & Anouar Hasbaoui & Imane Dalta, 2025. "Gestion du changement : le rôle du middle manager d’une filiale française," Post-Print hal-05113446, HAL.
    • Handle: RePEc:hal:journl:hal-05113446
    DOI: 10.5281/zenodo.15662451
    Note: View the original document on HAL open archive server: https://hal.science/hal-05113446v1
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    References listed on IDEAS

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