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La gestion ambivalente du changement

Perret, Véronique (1998), La gestion ambivalente du changement, Revue française de gestion, 120, p. 88-97

Type
Article accepté pour publication ou publié
Date
1998
Journal name
Revue française de gestion
Number
120
Publisher
Lavoisier
Pages
88-97
Metadata
Show full item record
Author(s)
Perret, Véronique
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.
Subjects / Keywords
Changement organisationnel; Management
JEL
D21 - Firm Behavior: Theory
L20 - General
M10 - General

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