English
Hospitals have recently changed their organization and their HRM practices. The French Healthcare Quality Authority advocates a participatory approach in order to drive these changes. But, in the private hospitals we studied, the managers seem reluctant to lose control of change projects. We will explain this ambivalent positioning through the context, the power of the caregivers, and the interpretative scheme of the managers. These variables are apprehended through the contextualist analytical framework, recently enriched.
