Le cadre analytique, révélateur de l’engagement en situation de transformation organisationnelle. Étude de cas

This article shows how the analytical framework can reveal employees’ engagement in a situation of organizational transformation, through the case study of the implementation of a holacratic structure in a business site of a multinational company. This case study is based on internal documents, interviews, and a reflective document written by the decision-maker who initiated the transformation. The analysis uses the epistemological framework of grounded theory and multinomial coding methodology to interpret the empirical material. It sheds light on elements of stakeholder engagement that are consistent with engagement theories. However, a more detailed understanding of the case is made possible based on the analytical framework, which is also highlighted in the empirical analysis. The role of the manager is analyzed as a containment function that supports the psychic elaboration in the groups, which are the primary components of holacracy. The data analyzed highlight the emergence of subjectivity as a condition, product, and sometimes difficulty of transformation. We also analyze how intersubjectivity functions to support stakeholder engagement.