Paradoxes as a source of resistance to change = Les paradoxes comme source de resistance au changement
(2016) Revue française de gestion — Vol. 42, n° 258, p. 29-44 (2016)
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- Abstract
- Based on a case study of 21 middle managers impacted by the implementation of a new SAP system, this research aims to analyze how the change context intensifies the paradoxical nature of middle managers’ work. Based on two series of interviews, this research highlights the double difficulty encountered by middle managers in a change context: on the one hand, the exacerbation of day-to-day business tensions due to lack of time available; on the other hand, the addition of three tensions specifically related to the change context (change agent vs change recipient; change manager demands vs top manager demands; change demands vs business-as-usual). The complexity of middle managers’ work can lead them to be opposed to the change project by developing resistance not towards the change itself but vis-à-vis the consequences it entails such as work overload.
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Guilmot, N. (2016). Paradoxes as a source of resistance to change = Les paradoxes comme source de resistance au changement. Revue française de gestion, 42(258), 29-44. https://doi.org/10.3166/rfg.2016.00061 (Original work published 2016)