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While bullying has traditionally been understood from an interpersonal perspective in the management literature, managerial bullying reveals another form of bullying. It is no longer a question of identifying bullying on the basis of the perpetrator or the victim, but rather of understanding the consequences of the implementation of management methods. Through a methodology based on several data sources, we observe that this form of bullying cascades down from the company’s directors to the employees via the managers’ ways of pursuing the company’s objectives. It thus differs from more traditional forms of bullying in that it is inscribed in a collective dimension and relies on the deployment of management methods.