The cognitive dissonance of middle managers in a lean management context: what contribution of the requirements-resources model?
Aït Razouk, Abdelwahab
The cognitive dissonance of middle managers in a lean management context: what contribution of the requirements-resources model? - 2022.
46
To understand the organizational arrangements likely to promote the reduction of the psychological cost of Lean for middle managers, we associated the concept of cognitive dissonance with the “Job Demands-Resources” (JD-R) model of Demerouti et al. (2001). Our theoretical approach is confronted with a large sample of managers from the REPONSE 2017 survey. The results of our research show that there are several resources negatively associated with cognitive dissonance. These practices help moderate the effect of Lean on the psychological discomfort of middle managers.
The cognitive dissonance of middle managers in a lean management context: what contribution of the requirements-resources model? - 2022.
46
To understand the organizational arrangements likely to promote the reduction of the psychological cost of Lean for middle managers, we associated the concept of cognitive dissonance with the “Job Demands-Resources” (JD-R) model of Demerouti et al. (2001). Our theoretical approach is confronted with a large sample of managers from the REPONSE 2017 survey. The results of our research show that there are several resources negatively associated with cognitive dissonance. These practices help moderate the effect of Lean on the psychological discomfort of middle managers.
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