Piloting of the organisational change and Research Intervention in extreme context, From a model with phases to a model with options, for the case of the joint venture SGHQ in China
- Authors
- Publication Date
- Dec 01, 2006
- Source
- Hal-Diderot
- Keywords
- Language
- English
- License
- Unknown
- External links
Abstract
This dissertation describes the dynamics of the process of change accompanied by an intervening researcher. The goals are to look further into the organisational diagram of the change and to detect the levers of researcher intervention, his roles, his statute and its principal contributions in the process of change. The strategy deployed to achieve these goals is Research Intervention. It was carried out within a joint-venture in China. This investigation on the ground made it possible to understand the evolution of the process of change, its explanatory variables, its mode of control and its limits. It could put in sight the importance of several contextual variables in the mode of piloting the change such as the national culture and the corporate culture. It highlights the importance of the mixed mode of diffusion for the change (negotiated and prescribed) and of intercultural management. Our Research Intervention attempts to show that it is more relevant to lead the process of change by proposing to the actors several "options" which were listed and explored through the process of research. Regarding the methodology of Research Intervention, this dissertation shows that the contributions of the intervention of the researcher, at the practical and theoretical level, and the range of produced knowledge, depend on both, the respect of the methodological and epistemological principles of the method and the contextual variables which require an important degree of flexibility in the process employed, the researcher behaviour and the model of the change suggested to the experts.
