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The uses of ambiguity by managers in a change context : an ethnographic study

Abstract : This dissertation studies how, in order to face an organizational change, managers produce and manage different types of ambiguities (by reducing, expanding or denying those ambiguities). It shows how these managers mobilize complementary capabilities, so-called positive and negative, according to their preferences, in order to face the uncertainties of the change, and thus become ambiguity tamers. Through a two-year ethnographic study, from the position of participant observer, we analyze seventeen managers, their subordinates and their directors. We show how these managers mobilize ambiguities and negative capability (i.e. the ability to remain in “uncertainties and doubts without reaching after fact and reason”, Keats, 1970; 43) as resources for change management.
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Caroline Rieu Plichon. The uses of ambiguity by managers in a change context : an ethnographic study. Business administration. Université Panthéon-Sorbonne - Paris I, 2019. English. ⟨NNT : 2019PA01E070⟩. ⟨tel-02614248⟩

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