La nature paradoxale du travail des cadres intermediaires en contexte de changement permanent (notice n° 807637)
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| fixed length control field | 03564cam a2200301 4500500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20250123124135.0 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | fre |
| 042 ## - AUTHENTICATION CODE | |
| Authentication code | dc |
| 100 10 - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Guilmot, Nathalie |
| Relator term | author |
| 245 00 - TITLE STATEMENT | |
| Title | La nature paradoxale du travail des cadres intermediaires en contexte de changement permanent |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Date of publication, distribution, etc. | 2013.<br/> |
| 500 ## - GENERAL NOTE | |
| General note | 36 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | Les entreprises sont amenées à gérer des changements qui se succèdent voire qui se chevauchent. Il est utile de considérer le changement comme permanent plutôt qu’un événement ponctuel. En considérant le changement comme un état permanent des entreprises contemporaines, l’enjeu pour les organisations réside dans la capacité de gérer le changement et la stabilité organisationnels. Cela nécessite une capacité à gérer les paradoxes organisationnels. En raison de l’ambivalence de leur position dans l’organisation, les cadres intermédiaires semblent particulièrement concernés par cette approche paradoxale des organisations. Sur base d’une étude empirique menée auprès de 21 cadres intermédiaires, l’originalité de cette recherche est de deux ordres. Premièrement, elle vise à identifier de quelle façon les quatre catégories de paradoxes organisationnels proposées par Smith et Lewis (2011) influencent le travail des cadres intermédiaires. Deuxièmement, elle met en avant de quelle manière le contexte de changement permanent accentue les paradoxes que les cadres intermédiaires sont amenés à gérer. De façon générale, cette recherche montre qu’en s’appuyant sur leur « intelligence émotionnelle » et leur « inventivité situationnelle », les cadres intermédiaires sont les plus à même à trouver des solutions locales aux paradoxes énoncés au niveau organisationnel. |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | The paradoxical nature of the work of middle managers in the context of constant changeWhile organizational changes tend to succeed one after the other, change is now considered as the permanent posture of organizations. In this context, change and stability should not be considered separately but should be considered as cohabiting in the same system. In this perspective, it is time for organizational actors to switch from a dual perspective to a paradoxical approach. Due to the ambivalence of their position within the organization, middle managers seem particularly affected by this paradox. Based on an empirical study of 21 middle managers (semi-structured interviews, observations, document analysis), the aim of this research is twofold. First, it aims to identify how the four categories of organizational paradoxes proposed by Smith and Lewis (2011) are reflected at the middle managers level. Second, it highlights how the context of continuous change accentuates the paradoxes that middle managers have to manage. In general, the study shows that relying on their “emotional intelligence” and their “situational creativity” middle managers are more likely to find local solutions to organizational paradoxes. |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | paradoxes |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | tensions |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | changement permanent |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | dualités |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | cadres intermédiaires |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | paradoxes |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | tensions |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | continuous change |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | dualities |
| 690 ## - LOCAL SUBJECT ADDED ENTRY--TOPICAL TERM (OCLC, RLIN) | |
| Topical term or geographic name as entry element | middle managers |
| 700 10 - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Vas, Alain |
| Relator term | author |
| 786 0# - DATA SOURCE ENTRY | |
| Note | Question(s) de management | 3 | 2 | 2013-09-01 | p. 53-65 | 2262-7030 |
| 856 41 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://shs.cairn.info/revue-questions-de-management-2013-2-page-53?lang=fr&redirect-ssocas=7080">https://shs.cairn.info/revue-questions-de-management-2013-2-page-53?lang=fr&redirect-ssocas=7080</a> |
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