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dc.contributor.authorPerret, Véronique
dc.date.accessioned2014-04-28T08:29:53Z
dc.date.available2014-04-28T08:29:53Z
dc.date.issued1998
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/13139
dc.language.isofren
dc.subjectChangement organisationnelen
dc.subjectManagementen
dc.subject.ddc658.4en
dc.subject.classificationjelD21en
dc.subject.classificationjelL20en
dc.subject.classificationjelM10en
dc.titleLa gestion ambivalente du changementen
dc.title.alternativeAmbiguous Management of Changeen
dc.typeArticle accepté pour publication ou publié
dc.description.abstractenCan 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.en
dc.relation.isversionofjnlnameRevue française de gestion
dc.relation.isversionofjnlissue120en
dc.relation.isversionofjnldate1998
dc.relation.isversionofjnlpages88-97en
dc.relation.isversionofjnlpublisherLavoisieren
dc.subject.ddclabelDirection d'entrepriseen
dc.relation.forthcomingnonen
dc.relation.forthcomingprintnonen


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