Perception of organizational change and the concept of personal development: between ambivalence and performativity

Abstract

the concept of organizational
change has been the subject of a plethora of papers
in management science –a little less so, however,
than in information and communication sciences–
the originality and pertinence of the key question
raised here can be found in the relationship between
personal development and organizational change.
Thus we decided to consider these two concepts as
constructs which become established in the centre
of a dynamic process between the individual and the
group, between symbolic forms and organizational
forms, between the intentional and the emerging.