Public Management Reform. A Comparative Analysis

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Qu'est-ce que la critique ?

https://tandfonline.com/doi/pdf/10.1080/14494035.2017.1321232

Learning in the bath-tub: the micro and macro dimensions of the causal relationship between learning and policy change

Les règles du jeu

How do actors organize after crisis? Do they «simply» return to normal? The post-crisis phase is anything but a linear process. Actors and their practices may be transformed by learning from crises and by implementing the lessons. In this volume, 19 contributors from 7 countries analyse how learning happens after crisis in a dynamic political environment where framings, strategies, discourses, interests and resources interact. Exploring various policy sectors, they ask whether and in what ways organizations in charge of crisis management perform well. Where political responsibility is located? What changes do lessons trigger at political, organizational and individual levels? The book answers these questions by addressing issues like blame and responsibility but also the influence of communication, social dynamics and the institutional environment.

Organizing after crisis: The challenge of learning

This contribution proposes to articulate the New Institutionalism with the Social Regulation Theory with the aim of studying the organizational regulation of societal risk. As the New Institutional background provides a framework for grasping how levels of regulation articulate, the Social Regulation theory deconstructs the social dynamics underpinning organizational regulations occurring at the level of the public agencies in charge of managing societal risk. Taken in their institutional context, organizational responses to societal risk can then be depicted as the result of organizational interactions and compromises between the actors involved in their formulation. The case of the Advisory Committee of the Belgian Food Safety Agency is developed for illustrating the explanatory potential of the model. La presente contribution propose d‟articuler le Neo-Institutionnalisme et la Theorie de la Regulation Sociale dans le but d‟etudier la regulation organisationnelle du risque societal. Alors que l‟apport neo-institutionnaliste constitue un cadre pour saisir l‟articulation entre niveaux de regulation, la Theorie de la Regulation Sociale permet de deconstruire les dynamiques sociales s‟operant au sein des agences publiques en charge de la gestion du risque societal. Prises dans leur contexte institutionnel, les reponses organisationnelles adressees au risque societal peuvent ainsi etre decrites comme resultant des interactions sociales et des compromis entre les differents acteurs impliques dans leur formulation. Le cas du Comite Consultatif de l‟Agence belge de Securite Alimentaire est deploye afin d‟illustrer le potentiel explicatif d‟un tel modele.

Understanding the organizational regulation of societal risk through the combination of New Institutionalism and Social Regulation Theory. A proposal

Post-crisis learning is a challenge for public organizations, and especially for agencies which handle health and environmental risks. This article investigates how the Belgian Food Safety Agency settles mechanisms for drawing lessons from crises while ensuring day-to-day routine. The framework by Crozier and Friedberg is used as a guideline to consider both the actors and the system, both strategic games and institutional constraints. The article helps in understanding the institutional logics underpinning how the public organizations learn from societal risk and crisis. Centralization and openness appear to be guiding principles, resulting from the learning games. They also generate tensions that the actors’ games manage by defining new rules for cooperation. Both the practice (through our case study) and the theory (combining actors and institutions) broaden the lens of policy analysis for what policy-making at organizational level concerns.

Post-crisis learning in public agencies: what do we learn from both actors and institutions?

Cet article analyse la reorganisation du controle dans un contexte de distanciation, en etudiant l’introduction d’un dispositif de teletravail dans deux departements d’une entreprise biopharmaceutique belge L’etude de cas longitudinale presentee ici pointe, parallelement a un accroissement de l’autonomie des teletravailleurs, une extension des dispositifs de surveillance et une intensification de la disciplinarisation Dans une tradition de recherche critique, la mobilisation de la perspective foucaldienne permet de mettre en lumiere la dynamique de reorganisation du controle entre flexibilite et disciplinarisation, tout en pointant sa visee individuelle et sa portee subjectivante Cette recherche amene a repenser le developpement du teletravail au cœur d’un binome flexibilisation-discipline, plutot que flexibilite-controle tel qu’etudie par ailleurs

Flexibilité et disciplinarisation: Repenser le contrôle en situation de distanciation

Dans cet article, nous etudions la maniere dont les journees d’integration dans les grands cabinets d’audit intiment a l’auditeur de se confesser pour devenir le professionnel attendu. Nous ne cherchons pas a faire la critique du metier, mais decrivons les discours et pratiques de confession par lesquels les journees d’integration facilitent l’integration des recrues. Au moyen d’une etude ethnographique, nous montrons que ces journees forment un ensemble de discours-cadres se structurant autour de l’adoption d’une position basse, de la confession de ses faiblesses et de leur depassement par leur mise en valeur financiere. Elles permettent de comprendre comment l’introspection et la narration de soi participent a la construction de l’auditeur et definissent de facon fondamentale son professionnalisme.

Ethnographie des journées d’intégration dans un grand cabinet d’audit

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