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            <title xml:lang="en">GENERATIVE ARTIFICIAL INTELLIGENCE (AI): A STRATEGIC RESOURCE FOR REINVENTING MANAGERIAL ROLES IN THE 21ST CENTURY</title>
            <title xml:lang="fr">L'Intelligence Artificielle Générative (IAG) : une ressource stratégique pour réinventer les rôles managériaux au 21ème siècle</title>
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            <idno type="halRefHtml">&lt;i&gt;Le management des ressources au 21ème siècle&lt;/i&gt;, AIMS (Association Internationale de Management Stratégique), Jun 2025, Lille, France</idno>
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                <title xml:lang="en">GENERATIVE ARTIFICIAL INTELLIGENCE (AI): A STRATEGIC RESOURCE FOR REINVENTING MANAGERIAL ROLES IN THE 21ST CENTURY</title>
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                <term xml:lang="en">Organizational transformation</term>
                <term xml:lang="en">technological innovation</term>
                <term xml:lang="en">Generative Artificial Intelligence</term>
                <term xml:lang="fr">Intelligence artificielle générative (IAG)</term>
                <term xml:lang="fr">Managers intermédiaires</term>
                <term xml:lang="fr">Théorie de l'activité</term>
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              <p>This research aims to analyze how generative artificial intelligence (AI) transforms the roles and competencies of middle managers. By employing activity theory (Engeström, 1987) and examining Top-Down and Bottom-Up organizational dynamics, it explores the tensions and opportunities created by the adoption of AI. The methodology is based on semi-structured interviews conducted in three types of organizations (large enterprise, mid-sized company, and SME), complemented by a qualitative data analysis. The findings reveal that generative AI, beyond being technological tools, emerge as strategic resources redefining managerial practices. Middle managers play a pivotal role in balancing bottom-up innovation with governance requirements while developing technical, human, and conceptual skills. This study provides a conceptual framework to understand these organizational transformations and offers practical recommendations to support managers in navigating this technological transition.</p>
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              <p>&lt;div&gt;&lt;p&gt;Cette recherche vise à analyser comment les intelligences artificielles génératives (IAG) transforment les rôles et compétences des managers intermédiaires. En mobilisant la théorie de l'activité (Engeström, 1987) et en étudiant les dynamiques organisationnelles Top-Down et Bottom-Up, elle explore les tensions et opportunités créées par l'adoption des IAG. La méthodologie repose sur des entretiens semi-directifs menés dans trois types d'organisations (grande entreprise, ETI et PME), complétés par une analyse qualitative des données. Les résultats révèlent que les IAG, au-delà d'être des outils technologiques, deviennent des ressources stratégiques, redéfinissant les pratiques managériales. Les managers intermédiaires jouent un rôle clé en conciliant innovation ascendante et exigences de gouvernance, tout en développant des compétences techniques, humaines et conceptuelles. Cette étude propose un cadre conceptuel pour comprendre ces transformations organisationnelles et offre des recommandations pratiques pour accompagner les managers dans cette transition technologique.&lt;/p&gt;&lt;/div&gt;</p>
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