{"id":{"repo_id":"sherbrooke","oai_identifier":"oai:usherbrooke.scholaris.ca:11143/22674"},"canonical_url":"https://search.dev.ndltd.org/etd/sherbrooke/oai:usherbrooke.scholaris.ca:11143/22674","repository":{"repo_id":"sherbrooke","name":"Université de Sherbrooke","base_url":"https://usherbrooke.scholaris.ca/server/oai/request"},"display":{"title":"L'émergence d'un modèle d'arrimage de la gestion de changement et de la gestion de projet en contexte de déploiement d'un progiciel de gestion intégré","abstract":"The objective of this research is to understand and describe the stowage of change management and project management in the context of deploying enterprise-resource planning (ERP). This type of deployment impacts the daily operations of organizations and presents implementation challenges and issues. Under an interpretivist epistemological paradigm, this unique case study highlights a stowage approach observed during the deployment of the Workday human resources management software at Desjardins. This work was carried out using an inductive thematic analysis of data collected from participant observation, semi-structured individual interviews, formal group meetings, and document analyses. The main result of this study is the emergence of an empirical model for the stowage of change management and project management corresponding to an approach for implementing enterprise-resource planning (ERP) deployment. The mechanisms, structures, and people that give meaning to stowage and act to ensure it produces its beneficial effects are the three main pillars of the model we call the stowage triangle. Each main pillar has its own reinforcing conditions. Promoters, project managers, and change management specialists could use the proposed conceptual model in the context of ERP deployment involving organizational transformation. This study also shows the predominance of leadership in change management activities when the project execution reaches the deployment stage. This highlights the critical issue of change management on the success of the deployment, the project, and project management.","abstract_html":"The objective of this research is to understand and describe the stowage of change management and project management in the context of deploying enterprise-resource planning (ERP). This type of deployment impacts the daily operations of organizations and presents implementation challenges and issues. Under an interpretivist epistemological paradigm, this unique case study highlights a stowage approach observed during the deployment of the Workday human resources management software at Desjardins. This work was carried out using an inductive thematic analysis of data collected from participant observation, semi-structured individual interviews, formal group meetings, and document analyses. The main result of this study is the emergence of an empirical model for the stowage of change management and project management corresponding to an approach for implementing enterprise-resource planning (ERP) deployment. The mechanisms, structures, and people that give meaning to stowage and act to ensure it produces its beneficial effects are the three main pillars of the model we call the stowage triangle. Each main pillar has its own reinforcing conditions. Promoters, project managers, and change management specialists could use the proposed conceptual model in the context of ERP deployment involving organizational transformation. This study also shows the predominance of leadership in change management activities when the project execution reaches the deployment stage. This highlights the critical issue of change management on the success of the deployment, the project, and project management.","abstract_has_math":false,"creators":["Sarr, Aliou"],"institution":"Université de Sherbrooke","degree_name":"D.B.A.","degree_level":"Doctorat","degree_discipline":"Management et gestion des ressources humaines","degree_department":null,"school":null,"contributors":[],"advisors":["Roy, Mario","Lehmann, Valérie"],"committee_chairs":[],"committee_members":[],"year":2025,"date_issued":"2025","date_published":"2025","updated_at":"2026-07-27T21:07:49Z","subjects":["Arrimage","Intégration","Gestion de changement","Gestion de projet","Déploiement de progiciel de gestion intégré","Stowage","Integration","Change management","Project management","Enterprise resource planning (ERP deployment)"],"languages":["fr"],"rights":[],"rights_urls":["http://creativecommons.org/licenses/by-nc-nd/2.5/ca/"],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/11143/22674","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Roy, Mario","Lehmann, Valérie"]},{"key":"dc:creator","label":"Author","values":["Sarr, Aliou"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2025-05-07T14:01:10Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2025-05-07T14:01:10Z"]},{"key":"dc:date.issued","label":"Date","values":["2025"]},{"key":"dc:publisher","label":"Institution","values":["Université de Sherbrooke"]},{"key":"dc:type","label":"Dc Type","values":["Thèse de doctorat"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Management et gestion des ressources humaines"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Doctorat"]},{"key":"thesis:degree_name","label":"Degree Name","values":["D.B.A."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["Université de Sherbrooke","Université du Québec à Trois-Rivières"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Arrimage","Intégration","Gestion de changement","Gestion de projet","Déploiement de progiciel de gestion intégré","Stowage","Integration","Change management","Project management","Enterprise resource planning (ERP deployment)"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["fr"]},{"key":"dc:rights.uri","label":"Rights URI","values":["http://creativecommons.org/licenses/by-nc-nd/2.5/ca/"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/11143/22674"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["The objective of this research is to understand and describe the stowage of change management and project management in the context of deploying enterprise-resource planning (ERP). This type of deployment impacts the daily operations of organizations and presents implementation challenges and issues. Under an interpretivist epistemological paradigm, this unique case study highlights a stowage approach observed during the deployment of the Workday human resources management software at Desjardins. This work was carried out using an inductive thematic analysis of data collected from participant observation, semi-structured individual interviews, formal group meetings, and document analyses. The main result of this study is the emergence of an empirical model for the stowage of change management and project management corresponding to an approach for implementing enterprise-resource planning (ERP) deployment. The mechanisms, structures, and people that give meaning to stowage and act to ensure it produces its beneficial effects are the three main pillars of the model we call the stowage triangle. Each main pillar has its own reinforcing conditions. Promoters, project managers, and change management specialists could use the proposed conceptual model in the context of ERP deployment involving organizational transformation. This study also shows the predominance of leadership in change management activities when the project execution reaches the deployment stage. This highlights the critical issue of change management on the success of the deployment, the project, and project management.","L’objectif de cette recherche est de comprendre et décrire l’arrimage de la gestion de changement et de la gestion de projet en contexte de déploiement d’un progiciel de gestion intégré. Ce type de déploiement impacte le fonctionnement quotidien des organisations et pose des enjeux et défis de mise en œuvre. Sous un paradigme épistémologique interprétativiste, cette étude de cas unique met en lumière une démarche d’arrimage observée lors du déploiement du progiciel de gestion des ressources humaines Workday chez Desjardins. Ce travail a été réalisé en utilisant une analyse thématique inductive des données collectées à partir d’observation participante, d’entrevues individuelles semi-dirigées, de rencontres informelles de groupe et d’analyses documentaires. Le résultat principal de cette étude est l’émergence d’un modèle empirique d’arrimage de la gestion de changement et de la gestion de projet correspondant à une démarche de mise en œuvre d’un déploiement de progiciel de gestion intégré. Les mécanismes, les structures et les personnes qui donnent un sens à l’arrimage et agissent pour qu’il puisse produire ses effets bénéfiques sont les trois piliers principaux du modèle que nous nommons triangle d’arrimage. Chaque pilier principal a ses propres conditions consolidantes. Les promoteurs, chefs de projet et spécialistes de gestion de changement pourraient utiliser le modèle conceptuel proposé en situation de déploiement de progiciel de gestion incluant une transformation organisationnelle. Cette étude montre aussi la prépondérance du leadership des activités de gestion de changement lorsque l’exécution du projet est rendue à l’étape ou à la phase de déploiement. Ce qui met en évidence l’enjeu critique de la gestion de changement sur le succès du déploiement, du projet et de la gestion de projet."]},{"key":"dc:title","label":"Title","values":["L'émergence d'un modèle d'arrimage de la gestion de changement et de la gestion de projet en contexte de déploiement d'un progiciel de gestion intégré"]}]}],"canonical_facts":{"dc:contributor.advisor":["Roy, Mario","Lehmann, Valérie"],"dc:creator":["Sarr, Aliou"],"dc:date.accessioned":["2025-05-07T14:01:10Z"],"dc:date.available":["2025-05-07T14:01:10Z"],"dc:date.issued":["2025"],"dc:description.abstract":["The objective of this research is to understand and describe the stowage of change management and project management in the context of deploying enterprise-resource planning (ERP). This type of deployment impacts the daily operations of organizations and presents implementation challenges and issues. Under an interpretivist epistemological paradigm, this unique case study highlights a stowage approach observed during the deployment of the Workday human resources management software at Desjardins. This work was carried out using an inductive thematic analysis of data collected from participant observation, semi-structured individual interviews, formal group meetings, and document analyses. The main result of this study is the emergence of an empirical model for the stowage of change management and project management corresponding to an approach for implementing enterprise-resource planning (ERP) deployment. The mechanisms, structures, and people that give meaning to stowage and act to ensure it produces its beneficial effects are the three main pillars of the model we call the stowage triangle. Each main pillar has its own reinforcing conditions. Promoters, project managers, and change management specialists could use the proposed conceptual model in the context of ERP deployment involving organizational transformation. This study also shows the predominance of leadership in change management activities when the project execution reaches the deployment stage. This highlights the critical issue of change management on the success of the deployment, the project, and project management.","L’objectif de cette recherche est de comprendre et décrire l’arrimage de la gestion de changement et de la gestion de projet en contexte de déploiement d’un progiciel de gestion intégré. Ce type de déploiement impacte le fonctionnement quotidien des organisations et pose des enjeux et défis de mise en œuvre. Sous un paradigme épistémologique interprétativiste, cette étude de cas unique met en lumière une démarche d’arrimage observée lors du déploiement du progiciel de gestion des ressources humaines Workday chez Desjardins. Ce travail a été réalisé en utilisant une analyse thématique inductive des données collectées à partir d’observation participante, d’entrevues individuelles semi-dirigées, de rencontres informelles de groupe et d’analyses documentaires. Le résultat principal de cette étude est l’émergence d’un modèle empirique d’arrimage de la gestion de changement et de la gestion de projet correspondant à une démarche de mise en œuvre d’un déploiement de progiciel de gestion intégré. Les mécanismes, les structures et les personnes qui donnent un sens à l’arrimage et agissent pour qu’il puisse produire ses effets bénéfiques sont les trois piliers principaux du modèle que nous nommons triangle d’arrimage. Chaque pilier principal a ses propres conditions consolidantes. Les promoteurs, chefs de projet et spécialistes de gestion de changement pourraient utiliser le modèle conceptuel proposé en situation de déploiement de progiciel de gestion incluant une transformation organisationnelle. Cette étude montre aussi la prépondérance du leadership des activités de gestion de changement lorsque l’exécution du projet est rendue à l’étape ou à la phase de déploiement. Ce qui met en évidence l’enjeu critique de la gestion de changement sur le succès du déploiement, du projet et de la gestion de projet."],"dc:identifier.uri":["http://hdl.handle.net/11143/22674"],"dc:language.iso":["fr"],"dc:publisher":["Université de Sherbrooke"],"dc:rights.uri":["http://creativecommons.org/licenses/by-nc-nd/2.5/ca/"],"dc:subject":["Arrimage","Intégration","Gestion de changement","Gestion de projet","Déploiement de progiciel de gestion intégré","Stowage","Integration","Change management","Project management","Enterprise resource planning (ERP deployment)"],"dc:title":["L'émergence d'un modèle d'arrimage de la gestion de changement et de la gestion de projet en contexte de déploiement d'un progiciel de gestion intégré"],"dc:type":["Thèse de doctorat"],"thesis:degree_discipline":["Management et gestion des ressources humaines"],"thesis:degree_level":["Doctorat"],"thesis:degree_name":["D.B.A."],"thesis:institution_name":["Université de Sherbrooke","Université du Québec à Trois-Rivières"]},"updated_at":"2026-07-27T21:07:49Z"}