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La fabrique de la stratégie de '(non-) changement' organisationnel : une approche relationnelle

Abstract : The uniqueness of this PhD dissertation is in providing an answer to a reflexive and critical question in the field of change theories in management studies. Is there any organizational and strategic change theory, allowing us to understand its reality in a multidimensional manner and without any scientist, managerial (and more generally ideological) and/or predefined theoretical lenses? For answering this question we have started to think with an epistemological eye on the type of knowledge produced in organization science, by proposing four ideal types of knowledge production. Thus, we have done a critical literature review by classifying the main existing works within the first three ideal-types (namely scholastic, practical, and critical). We have concluded that there exist barely reflexive theories (in the bourdieusien sense) of organizational and strategic change. Multiple causes could generate the current theoretical anemia, which result is a failure to provide a satisfactory reading and understanding of change phenomena. The main causes are the managerialist lenses, streams war in academia which consequence is epistemocentrism and scholastic fallacy, and thus, a disconnection with the field reality, and finally different types of ideology. All these causes are producing either a state of non-change by generating inadequate theories and practices which do not permit to understand and/or catalyze organizational and strategic change. Worst, they contribute to a fallacious knowledge production which could reify the social reality instead of changing it. Indeed, despite the enormous mass of research and practical frameworks on organizational and strategic change, we are still facing total or partial failure in the quasi-totality of organizational and strategic change projects. Then, we try from our critical literature review and our epistemological reflection to explore alternatives to this unfertile situation of the field. One of the alternatives is advancing our change understanding by, precisely, changing radically our vision of what organizational and strategic change could be, and so by innovating heuristically. Consequently, we have adopted a multilevel approach (ontological, epistemological, methodological and theoretical) based on a radical relational approach on reality. This approach has allowed us to consider that the reality is not a substance, and therefore, for understating a phenomenon (here “changing”), we have to consider that it is the result of multiple realities and their relations. Analytically speaking, for proposing a relational theory of change, we have conducted a unique case study, longitudinal, including interviews, secondary data and direct observation (ethnography). This approach has allowed us, without the adoption of predefined theoretical frames, to show that the organizational and strategic change process is hinging on four dimensions mainly (history, dispositions, field and the everyday life), beside the facts that all these dimensions are social supports of change and for having a chance to be successful in the change process is better to initiate it by considering them seriously. Then in the final part of our dissertation we have theorized the three last dimensions by returning to the appropriate literature (historical dimension intrinsically exists within the three other dimensions). This dissertation makes, therefore, four main contributions to the understating and study of change by proposing a new way of considering its reality (ontological), the production of knowledge and its purpose (epistemological), a new approach to study it (methodology) and a new theory of change (theoretical) and strategic change
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Submitted on : Thursday, March 29, 2018 - 1:33:15 PM
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Damoun Golsorkhi. La fabrique de la stratégie de '(non-) changement' organisationnel : une approche relationnelle. Gestion et management. Université de Lorraine, 2015. Français. ⟨NNT : 2015LORR0151⟩. ⟨tel-01752146⟩



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