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Re-appropriating a “Dispositive” in a Public Organization: The Case of Project-Based Management

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  • Nils Randriamanantena

    (LAB IAE Paris - Sorbonne - IAE Paris - Sorbonne Business School)

Abstract

This chapter examines the reappropriation of a strategic "dispositive" within a hybrid public organization: project-based management. Although this dis-positive was already locally implemented, it became, starting in 2022, a cen-tral lever of strategic transformation, supported by a dedicated team reporting directly to top management. Based on an 18-month participative research conducted within this team—combining participant observation, interviews, and document analysis—we explore the mechanisms through which the dis-positive is reconfigured by its actors. Our findings identify three concurrent mechanisms of reappropriation: strategic repositioning, redefinition of uses, and role negotiation. We show that these dynamics are closely connected to the situated mobilization of heterogeneous institutional logics—administrative, political, market, and co-construction—which actors activate as resources to stabilize, adjust, or reshape the dispositive. This research con-tributes to a better understanding of a phase still understudied in the appro-priation of dispositives.

Suggested Citation

  • Nils Randriamanantena, 2026. "Re-appropriating a “Dispositive” in a Public Organization: The Case of Project-Based Management," Post-Print hal-05631698, HAL.
    • Handle: RePEc:hal:journl:hal-05631698
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