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Nowadays, both companies and individuals are caught up in the need to adapt; all employees must be increasingly mobile and flexible. Through a longitudinal and qualitative study of France Télécom, this article reveals how this company used internal mobility to respond to competitive pressures. It also shows how this potentially beneficial tool was transformed into a harmful practice, at the heart of the company’s conviction for institutional psychological harassment. The article proposes to consider five impacts of internal mobility: spatial, professional, relational, psychological, and temporal. These five impacts provide avenues for reflection on how to mitigate the potentially toxic dangers of internal mobility.