Le management de transition comme levier de résilience organisationnelle en Tunisie : perspectives théoriques et empiriques
DOI:
https://doi.org/10.1522/revueot.v35n2.2203Keywords:
Interim management, organizational resilience, adaptative leadership, Tunisia, Dynamic capabilitiesAbstract
In a Tunisian context marked by successive economic and political crises, this study examines how interim management is emerging as a strategic route to greater organizational resilience. Drawing on 17 interviews with interim managers and company executives, the research identifies the concrete mechanisms through which these professionals help organizations withstand shocks and transform themselves for the long term. Three contributions stand out: adaptive leadership attuned to Tunisian conditions; a direct strengthening of resilience capabilities, through both crisis absorption and faster transformation; and a strategic complementarity between emergency assignments and structural change mandates. The study gives practitioners an operational framework for making better use of interim management. To the authors’ knowledge the first in-depth qualitative study of the phenomenon in Tunisia, it proposes an integrative model of the conditions for lasting resilience in emerging economies.
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