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| Titre : |
Change management learning : how far project managers reconfigure their knowledge |
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| Numéro : |
49 |
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| Année : |
2014 |
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| Volume : |
XX |
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| Auteur(s) : |
Valérie LEHMANN |
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| Résumé : |
An increasing number of organizations are looking for methodologies to connect change management to project management. Project managers are more and more involved in mandates integrating change management. In a context that requires specific efforts from organizations to better achieve their transformations, this question arises : What knowledge in change management do the projects managers possess and mobilize for handling a project of change? To identify this knowledge, this exploratory study investigates the knowledge project managers had acquired and transposed after a course in change management. Our results show that project managers have discovered and tried to spread complexity as well as they had revised most of their visions and practices in project management. Quotations are included to reveal how far their knowledge has been reconfigured. Having discussed the findings in link with the current literature, we propose some cartographies of knowledge, we believe useful for researchers in project and in change management. We concluded too that education in project management should revisit its theoretical roots to better reflect the real life of projects |
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| Pages : |
181 - 212 |
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| Type : |
Research paper |
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| Keywords : |
learning, project management, change management, reconfiguration of knowledge, reflexivity, knowledge, complexity |
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| APA : |
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| Citations : |
1 |
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| CAIRN : |
https://www.cairn.info/revue-internationale-de-psychosociologie-de-gestion-des-comportements-organisationnels-2014-49-page-181.htm |
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