{"id":{"repo_id":"liege","oai_identifier":"oai:orbi.ulg.ac.be:2268/96893"},"canonical_url":"https://search.dev.ndltd.org/etd/liege/oai:orbi.ulg.ac.be:2268/96893","repository":{"repo_id":"liege","name":"Université de Liège","base_url":"https://orbi.uliege.be/oai/request"},"display":{"title":"Quels sont les dysfonctionnements en matière de coût qu’une restructuration peut engendrer ?","abstract":"Since the seventies, the modern organizations are regularly confronted with management of change policies. These have become more pronounced since the 2008 crisis. Nevertheless, numerous studies show a high failure rate of the downsizing, ranging form 53 % to 80 % (according to the objective and the country). In spite of this report, there are not a lot of studies about this phenomenon and even less in Belgium. So, this research aims towards a better understanding of the downsizing’s vicious circles. With this intent, we studied through a qualitative and systemic approach, a downsizing to reveal a series of potential hidden costs. So, we were able to discover dysfunction mechanisms located in the chinks of the zones of uncertainty engendered by the rationalization accentuation of the process and the HRM. It can potentially provoke risks of degradation of the social climate, the loss of the company’s adaptability to its environment, more frequent blockages of the production process, constitution of clandestine stocks, etc. These are the downsizings hidden costs.","abstract_html":"Since the seventies, the modern organizations are regularly confronted with management of change policies. These have become more pronounced since the 2008 crisis. Nevertheless, numerous studies show a high failure rate of the downsizing, ranging form 53 % to 80 % (according to the objective and the country). In spite of this report, there are not a lot of studies about this phenomenon and even less in Belgium. So, this research aims towards a better understanding of the downsizing’s vicious circles. With this intent, we studied through a qualitative and systemic approach, a downsizing to reveal a series of potential hidden costs. So, we were able to discover dysfunction mechanisms located in the chinks of the zones of uncertainty engendered by the rationalization accentuation of the process and the HRM. It can potentially provoke risks of degradation of the social climate, the loss of the company’s adaptability to its environment, more frequent blockages of the production process, constitution of clandestine stocks, etc. These are the downsizings hidden costs.","abstract_has_math":false,"creators":["Cusumano, Christophe"],"institution":"UMONS - Université de Mons","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":["Créviaux, Christophe"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2010,"date_issued":"2010-01","date_published":"2010-01","updated_at":"2026-07-24T02:49:24Z","subjects":["Restructuration","Réduction des coûts","Coûts cachés","Gestion du changement","Gestion des Ressources Humaines","Performance","Management of the change","Human Resources Managament","Downsizing","Cost cutting","Hidden costs","Social & behavioral sciences, psychology","Sociology & social sciences","Sciences sociales & comportementales, psychologie","Sociologie & sciences sociales"],"languages":["fr"],"rights":["restricted access","info:eu-repo/semantics/restrictedAccess"],"rights_urls":["http://purl.org/coar/access_right/c_16ec"],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["info:hdl:2268/96893"],"render_values":[{"text":"info:hdl:2268/96893","href":null,"code":true}]}]},"links":{"outbound_url":"https://orbi.uliege.be/handle/2268/96893","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Créviaux, Christophe"]},{"key":"dc:creator","label":"Author","values":["Cusumano, Christophe"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2010-01"]},{"key":"dc:publisher","label":"Institution","values":["UMONS - Université de Mons"]},{"key":"dc:type","label":"Dc Type","values":["master thesis","http://purl.org/coar/resource_type/c_bdcc","info:eu-repo/semantics/masterThesis"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Restructuration","Réduction des coûts","Coûts cachés","Gestion du changement","Gestion des Ressources Humaines","Performance","Management of the change","Human Resources Managament","Downsizing","Cost cutting","Hidden costs","Social & behavioral sciences, psychology","Sociology & social sciences","Sciences sociales & comportementales, psychologie","Sociologie & sciences sociales"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["fr"]},{"key":"dc:rights","label":"Dc Rights","values":["restricted access","http://purl.org/coar/access_right/c_16ec","info:eu-repo/semantics/restrictedAccess"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://orbi.uliege.be/handle/2268/96893","info:hdl:2268/96893"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Since the seventies, the modern organizations are regularly confronted with management of change policies. These have become more pronounced since the 2008 crisis. Nevertheless, numerous studies show a high failure rate of the downsizing, ranging form 53 % to 80 % (according to the objective and the country). In spite of this report, there are not a lot of studies about this phenomenon and even less in Belgium. So, this research aims towards a better understanding of the downsizing’s vicious circles. With this intent, we studied through a qualitative and systemic approach, a downsizing to reveal a series of potential hidden costs. So, we were able to discover dysfunction mechanisms located in the chinks of the zones of uncertainty engendered by the rationalization accentuation of the process and the HRM. It can potentially provoke risks of degradation of the social climate, the loss of the company’s adaptability to its environment, more frequent blockages of the production process, constitution of clandestine stocks, etc. These are the downsizings hidden costs.","Depuis les années septante, les organisations modernes sont confrontées régulièrement à des politiques de changements, ce qui a notamment été accentué avec la crise de 2008. Néanmoins, de nombreuses études montrent un taux d’échec des restructurations assez élevé, variant entre 53% et 80% (selon l’objectif recherché et le pays). Malgré ce constat, ce phénomène est peu traité et encore moins en Belgique. Ainsi, cette étude vise à mieux comprendre les cercles vicieux de la restructuration. A cette fin, nous avons étudié, à travers une approche qualitative et systémique, une restructuration afin de déceler une série de coûts cachés potentiels. Ainsi, nous avons pu découvrir des mécanismes de dysfonctionnement qui se situent dans les interstices des zones d’incertitude engendrés par l’accentuation de la rationalisation du processus du travail et de la GRH. Cela peut potentiellement provoquer des risques de dégradation du climat social, d’une perte d’adaptabilité de l’entreprise à son environnement, des blocages plus fréquents du processus de production, de constitution de stocks clandestins, etc., ce qui constitue des coûts cachés d’une restructuration."]},{"key":"dc:format","label":"Dc Format","values":["73"]},{"key":"dc:title","label":"Title","values":["Quels sont les dysfonctionnements en matière de coût qu’une restructuration peut engendrer ?","What are the dysfunctions in cost which a downsizing can engender?"]}]}],"canonical_facts":{"dc:contributor":["Créviaux, Christophe"],"dc:creator":["Cusumano, Christophe"],"dc:date":["2010-01"],"dc:description":["Since the seventies, the modern organizations are regularly confronted with management of change policies. These have become more pronounced since the 2008 crisis. Nevertheless, numerous studies show a high failure rate of the downsizing, ranging form 53 % to 80 % (according to the objective and the country). In spite of this report, there are not a lot of studies about this phenomenon and even less in Belgium. So, this research aims towards a better understanding of the downsizing’s vicious circles. With this intent, we studied through a qualitative and systemic approach, a downsizing to reveal a series of potential hidden costs. So, we were able to discover dysfunction mechanisms located in the chinks of the zones of uncertainty engendered by the rationalization accentuation of the process and the HRM. It can potentially provoke risks of degradation of the social climate, the loss of the company’s adaptability to its environment, more frequent blockages of the production process, constitution of clandestine stocks, etc. These are the downsizings hidden costs.","Depuis les années septante, les organisations modernes sont confrontées régulièrement à des politiques de changements, ce qui a notamment été accentué avec la crise de 2008. Néanmoins, de nombreuses études montrent un taux d’échec des restructurations assez élevé, variant entre 53% et 80% (selon l’objectif recherché et le pays). Malgré ce constat, ce phénomène est peu traité et encore moins en Belgique. Ainsi, cette étude vise à mieux comprendre les cercles vicieux de la restructuration. A cette fin, nous avons étudié, à travers une approche qualitative et systémique, une restructuration afin de déceler une série de coûts cachés potentiels. Ainsi, nous avons pu découvrir des mécanismes de dysfonctionnement qui se situent dans les interstices des zones d’incertitude engendrés par l’accentuation de la rationalisation du processus du travail et de la GRH. Cela peut potentiellement provoquer des risques de dégradation du climat social, d’une perte d’adaptabilité de l’entreprise à son environnement, des blocages plus fréquents du processus de production, de constitution de stocks clandestins, etc., ce qui constitue des coûts cachés d’une restructuration."],"dc:format":["73"],"dc:identifier":["https://orbi.uliege.be/handle/2268/96893","info:hdl:2268/96893"],"dc:language":["fr"],"dc:publisher":["UMONS - Université de Mons"],"dc:rights":["restricted access","http://purl.org/coar/access_right/c_16ec","info:eu-repo/semantics/restrictedAccess"],"dc:subject":["Restructuration","Réduction des coûts","Coûts cachés","Gestion du changement","Gestion des Ressources Humaines","Performance","Management of the change","Human Resources Managament","Downsizing","Cost cutting","Hidden costs","Social & behavioral sciences, psychology","Sociology & social sciences","Sciences sociales & comportementales, psychologie","Sociologie & sciences sociales"],"dc:title":["Quels sont les dysfonctionnements en matière de coût qu’une restructuration peut engendrer ?","What are the dysfunctions in cost which a downsizing can engender?"],"dc:type":["master thesis","http://purl.org/coar/resource_type/c_bdcc","info:eu-repo/semantics/masterThesis"]},"updated_at":"2026-07-24T02:49:24Z"}