ror.org/0292fgv83
Abstracts
Résumé
Cet article part du constat que les travaux s’intéressant à la variation des réponses syndicales aux changements initiés par les dirigeants d’entreprises, en ne se concentrant que sur les différences entre syndicats et en analysant les réponses de chaque syndicat à l’aune d’un seul des différents types de réponse possibles, présentent une vision relativement statique de l’activité syndicale en période de changement. En s’appuyant sur les notions de pouvoir discursif/narratif (Geelan, 2022 ; Schmalz et al., 2018 ; Lévesque & Murray, 2013), de cadres de l’action collective (Snow & Benford, 1988) et de ressources de pouvoir (Lévesque et Murray, 2010), l’article cherche à voir comment l’intersyndicale de NRTV, une entreprise audiovisuelle française, confrontée au pouvoir formel des dirigeants du Groupe pour orchestrer leur projet de restructurations avec suppressions d’effectifs, a réussi à modifier les structures de pouvoir (Kaplan, 2008) et à peser dans les négociations. L’analyse du discours de l’intersyndicale, entre l’annonce du projet de restructuration et la fin des négociations, nous a permis d’identifier quatre stratégies de cadrage utilisées pour faire face aux significations fournies par les dirigeants du Groupe (la réfutation, l’euphémisation, le dévoilement et le recadrage). Ce positionnement discursif, combiné à l’utilisation d’une stratégie de diffusion des cadres interprétatifs et d’action aussi bien informationnelle qu’interprétative (Demers, 1996), lui a permis de mobiliser ses soutiens internes et externes autour et même au-delà des actions qu’elle a menées et d’exercer une influence sur le processus et les résultats du changement.
Mots-clés :
- pouvoir discursif,
- cadres de l’action collective,
- ressources de pouvoir,
- réponses syndicales aux restructurations d’entreprises,
- analyse de discours,
- construction sociale du changement
Abstract
This article starts from the assessment that the works interested in the variation of trade union responses to management-initiated workplace change, by only focusing on the differences between unions as well as by analysing the responses of each union in the light of only one of the various types of possible responses, present a relatively static vision of union activity in times of change. Drawing on the notions of discursive/narrative power (Geelan, 2022; Schmalz et al., 2018; Lévesque & Murray, 2013), collective action frames (Snow & Benford, 1988) and power resources (Lévesque and Murray, 2010), the article intends to see how the “intersyndicale” of NRTV, a French audiovisual company, faced with the formal power of the Group's Leaders to orchestrate their restructuring project with layoffs, managed to change the power structures (Kaplan, 2008) and to influence the negotiations. The discourse analysis of the “intersyndicale”, between the announcement of the restructuring project and the end of the negotiations, allowed us to identify four framing strategies used to cope with the meanings provided by the leaders of the Group (refutation, euphemization, unveiling and reframing). This discursive positioning, combined with the use of an informational and interpretative strategy for disseminating the interpretative and action frames (Demers, 1996), enabled it to mobilize its internal and external support around and beyond the actions it has taken and to influence the process and results of change.
Keywords:
- discursive power,
- collective action frames,
- power resources,
- union responses to restructuring,
- discourse analysis,
- social construction of change
Appendices
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