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La dissonance cognitive des managers intermédiaires dans un contexte de lean management : quel apport du modèle des exigences-ressources ?

Author

Listed:
  • Abdelwahab Aït Razouk

    (UR2 - Université de Rennes 2)

  • Yann Quemener

    (LEGO - Laboratoire d'Economie et de Gestion de l'Ouest - UBS - Université de Bretagne Sud - UBO EPE - Université de Brest - IMT - Institut Mines-Télécom [Paris] - IBSHS - Institut Brestois des Sciences de l'Homme et de la Société - UBO EPE - Université de Brest - UBL - Université Bretagne Loire - IMT Atlantique - IMT Atlantique - IMT - Institut Mines-Télécom [Paris], ISEN Yncréa Ouest)

Abstract

Afin de mieux comprendre les dispositions organisationnelles susceptibles de favoriser la réduction du coût psychologique du lean pour les managers intermédiaires (MI), nous avons associé le concept de dissonance cognitive au modèle « exigences-ressources » de Demerouti et al. (2001). Notre approche théorique est confrontée à un large échantillon de managers tiré de l'enquête REPONSE 2017. Les résultats de notre recherche montrent qu'il existe un nombre de pratiques « ressources » associées négativement à la dissonance des MI. Celles-ci permettent de modérer l'effet du lean sur l'inconfort psychologique des MI.

Suggested Citation

  • Abdelwahab Aït Razouk & Yann Quemener, 2022. "La dissonance cognitive des managers intermédiaires dans un contexte de lean management : quel apport du modèle des exigences-ressources ?," Post-Print halshs-05662259, HAL.
    • Handle: RePEc:hal:journl:halshs-05662259
    DOI: 10.3917/resg.146.0211
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