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Le rôle des cadres intermédiaires dans le processus de changement des collectivités publiques : pour un modèle dynamique de la construction de rôle

Author

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  • David Alis

    (CREM - Centre de recherche en économie et management - UNICAEN - Université de Caen Normandie - NU - Normandie Université - UR - Université de Rennes - CNRS - Centre National de la Recherche Scientifique)

  • Valérie Fergelot

    (UR - Université de Rennes)

Abstract

Considering transformations faced by public services, managers are both actors and objects of managerial changes. The empirical and qualitative research conducted in two French public communities describes and models the managers' role consisting of making sense ("sensemaking"), sharing sense ("sensegiving") to be used for the legitimization, the realization and the appropriation of change. It makes it possible to explore the two dimensions – context and process – that the construction of the manager's role calls for. It opens the way to further research on the specificities of change in public communities.

Suggested Citation

  • David Alis & Valérie Fergelot, 2012. "Le rôle des cadres intermédiaires dans le processus de changement des collectivités publiques : pour un modèle dynamique de la construction de rôle," Post-Print halshs-01104688, HAL.
    • Handle: RePEc:hal:journl:halshs-01104688
    DOI: 10.7202/1011414ar
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