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L'ambidextrie comme mode de gestion du paradoxe individuel-collectif : le cas d'une grande banque française

Author

Listed:
  • Sylvie Jarnias

    (CERAG - Centre d'études et de recherches appliquées à la gestion - UGA [2016-2019] - Université Grenoble Alpes [2016-2019])

  • Vichara Kin

    (CRET-LOG - Centre de Recherche sur le Transport et la Logistique - AMU - Aix Marseille Université)

  • Ingrid Mazzilli

    (LEST - Laboratoire d'Economie et de Sociologie du Travail - AMU - Aix Marseille Université - CNRS - Centre National de la Recherche Scientifique)

  • Oiry Ewan

Abstract

Cet article analyse la façon dont l'ambidextrie pourrait être considérée comme un mode de gestion du paradoxe individuel/collectif inscrit dans la GRH des entreprises. Les paradoxes constituent le coeur de nombreuses dynamiques organisationnelles. En particulier, en GRH, les politiques individualisantes et la segmentation de la GRH construisent souvent un paradoxe avec le travail en équipe et la collaboration. Cet article étudie la façon dont différentes formes de l'ambidextrie (structurelle, temporelle, de réseau et contextuelle) participent à la gestion de ce paradoxe. Les données (entretiens et observations) rassemblées dans une banque de détail permettent de mettre en évidence comment le paradoxe individuel/collectif se construit dans cette entreprise et comment les formes d'ambidextries identifiées parviennent-pour partie-à gérer ce paradoxe. Ces résultats permettent de développer des pistes de discussion avec la littérature existante, en particulier, sur le rôle que les politiques RH peuvent jouer dans le soutien de cette ambidextrie.

Suggested Citation

  • Sylvie Jarnias & Vichara Kin & Ingrid Mazzilli & Oiry Ewan, 2019. "L'ambidextrie comme mode de gestion du paradoxe individuel-collectif : le cas d'une grande banque française," Post-Print hal-02387089, HAL.
    • Handle: RePEc:hal:journl:hal-02387089
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    References listed on IDEAS

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