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Changement et management :une analyse de deux organisations publiques en France et en Belgique

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  • Jan Mattijs
  • Jean-Jacques Viala

Abstract

La mise en œuvre de réformes des administrations publiques, et plus spécifiquement le changement organisationnel, se heurtent à des obstacles récurrents. On peut pourtant identifier dans le secteur public des organisations qui prétendent avoir fait aboutir des changements importants et revendiquent certains succès objectifs. Le présent article, en rapprochant deux de ces organisations – l’une en France, l’autre en Belgique, confirme les trois hypothèses suivantes: il y a des changements importants observables dans l’organisation, les prestations et la culture des organisations étudiées, mais il reste problématique de parler de succès à long terme; le changement résulte d’un travail de traduction et d’adaptation d’outils de gestion entre autres, travail méticuleux et long fait par des acteurs qui développent des intérêts communs et mobilisent des compétences particulières pour le réaliser; ce processus débouche sur une intégration très étroite du management dans les modes de fonctionnement des organisations qui à son tour remet en question la généralité des « leçons » qui peuvent en être tirées. Autrement dit, le mode d’adaptation du « management », voire de telle ou telle méthode, est à réinventer à chaque fois.

Suggested Citation

  • Jan Mattijs & Jean-Jacques Viala, 2011. "Changement et management :une analyse de deux organisations publiques en France et en Belgique," Working Papers CEB 11-031, ULB -- Universite Libre de Bruxelles.
  • Handle: RePEc:sol:wpaper:2013/95375
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    1. repec:dau:papers:123456789/13775 is not listed on IDEAS
    2. Pettigrew, Andrew M., 1997. "What is a processual analysis?," Scandinavian Journal of Management, Elsevier, vol. 13(4), pages 337-348, December.
    3. Chris McLean & John Hassard, 2004. "Symmetrical Absence/Symmetrical Absurdity: Critical Notes on the Production of Actor-Network Accounts," Journal of Management Studies, Wiley Blackwell, vol. 41(3), pages 493-519, May.
    4. repec:dau:papers:123456789/1094 is not listed on IDEAS
    5. Orton, James Douglas, 1997. "From inductive to iterative grounded theory: Zipping the gap between process theory and process data," Scandinavian Journal of Management, Elsevier, vol. 13(4), pages 419-438, December.
    6. Pollitt, Christopher & Bouckaert, Geert, 2004. "Public Management Reform: A Comparative Analysis," OUP Catalogue, Oxford University Press, edition 2, number 9780199268498.
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