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La gestion ambivalente du changement

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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
URI
https://basepub.dauphine.fr/handle/123456789/13139
Collections
  • DRM : Publications
Metadata
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Author
Perret, Véronique
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.

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