THE INTERMEDIATE MANAGERS, "ACTORS OF THE INTERNAL MOBILITIES "? REVEALING DO-IT-YOURSELF OF TENSIONS

Abstract

The purpose of this research is to enlighten roles and
practices of middle managers concerning internal
mobility management in a context of reorganizing.
Adopting a « HRM-in-practice » and a « Grounded
Theory » perspective, this research is based on the
study of a large public company that intends to transform these managers as the « key internal mobility
players ».
Our study reveals a diversity of middle managers’roles
in the management of internal mobility resulting in
many do-it yourself in their practices. Building on the
roles of these managers as identified by Balogun
(2003), we also show that these roles are prioritized,
that leads to the consideration that there are favorable
conditions for the fulfillment of roles in a context of
change. This diversity of middle managers’ roles and
bricolages finally reveals unresolved tensions in the
internal mobility management system.