Date
1998
Alternative titles
Ambiguous Management of Change
Dewey
Direction d'entreprise
Sujet
Changement organisationnel; Management
JEL code
D21; L20; M10
Journal issue
Revue française de gestion
Number
120
Publication date
1998
Article pages
88-97
Publisher
Lavoisier
Type
Article accepté pour publication ou publié
Abstract (EN)
Can the process of change be deliberate, planned and controlled in an
organisation? Does the management of change within an organisation consist in
fighting the forces of resistance and stability? Not necessarily. Change
creates unforeseen confrontation between the organisation and its actors. The
intentional action of change is dualistic by nature and cannot be
accomplished without adopting ambivalent thought-processes and behaviour.
Based on an empirical study, the author concludes that the management of
change must be viewed as a process of the management of ambivalence. This
challenges much conventional wisdom.