R\u00e9sum\u00e9<\/strong><\/p>\nNotre th\u00e8se vise \u00e0 d\u00e9couvrir et proposer les pistes cl\u00e9s d\u2019un mod\u00e8le entrepreneurial permettant d\u2019aider les acteurs de la mise en \u0153uvre de politiques publiques \u00e0 agir plus efficacement et de mani\u00e8re plus efficiente.<\/p>\n
Ce mod\u00e8le est bas\u00e9 sur l\u2019analyse de processus, la participation d’acteur dans les changements, et la construction de repr\u00e9sentations collectives, entrepreneuriale et porteuses de sens. L’originalit\u00e9 du mod\u00e8le vient de sa dimension ma\u00efeutique qui permet d’\u00e9viter les r\u00e9sistances traditionnelles aux changements, en modifiant les mani\u00e8res de voir, de penser et d\u2019agir. Ce mod\u00e8le entrepreneurial et syst\u00e9mique de mise en oeuvre de politiques publiques a \u00e9t\u00e9 con\u00e7u, comme une alternative au mod\u00e8le de mise en \u0153uvre bureaucratique).<\/p>\n
Nous soulignons les r\u00e9sultats, implications et limites de ces deux mod\u00e8les. Nous analysons aussi comment le mod\u00e8le entrepreneurial tend \u00e0 d\u00e9velopper les comp\u00e9tences entrepreneuriales des acteurs, et des organisations, favorise les \u00e9changes, l\u2019implication au travail, la transversalit\u00e9, et la cr\u00e9ation de valeur en am\u00e9liorant la performance globale. Nous mettons en valeur les caract\u00e9ristiques de l’organisation publique entrepreneuriale, ses implications pour les acteurs, et comment elle peut \u00eatre rendue effective.<\/p>\n
Les donn\u00e9es de notre th\u00e8se viennent de deux \u00e9tudes de cas r\u00e9alis\u00e9es apr\u00e8s une recherche-action men\u00e9e pour les Minist\u00e8res de l’Int\u00e9rieur et de l\u2019Equipement de 1999 \u00e0 2002. L’\u00e9tude se concentre sur les processus de mise en \u0153uvre de politiques publiques introduisant des changements majeurs dans la strat\u00e9gie, la gestion, l\u2019organisation et la culture.<\/p>\n
Mots cl\u00e9s : Strat\u00e9gie, action, processus, syst\u00e8me de pilotage, changement, transformation, politiques publiques, r\u00e9forme de l\u2019Etat.<\/p>\n
Abstract<\/strong><\/p>\nIn France, state reforms were implemented with many difficulties, social conflicts and poor results until an entrepreneurial model of public policy implementation be developed. This model is based on process analysis, actor\u2019s involvement in changes, and construction of collective entrepreneurial representations. The model\u2019s originality comes from its maieutics dimension which allow politicians to avoid traditional resistances to changes modifying the way people see, think and act.<\/p>\n
This model called Processual Action Entrepreneuship Model (PAEM) allows to understand sociological relations of power, to anticipate potential conflicts due to antagonist interests, rationalities, purposes or attempts. It proposes actions to transcend and avoid these problems, developing a systemic entrepreneurial organization based on autonomy, responsibility, involvement, initiatives, management and steering committees.<\/p>\n
We analyse how this model allows to reveal organizational and managerial dysfunctions and how it gives indications to introduce entrepreneurship in organizations, in order to contribute to the improvement of the organization\u2019s global performance and success of changes in a social, durable and ethic perspective.<\/p>\n
\n\n\n| Directeur de th\u00e8se<\/td>\n | Henri BOUQUIN, Professeur \u00e0 l\u2019Universit\u00e9 Paris Dauphine<\/td>\n<\/tr>\n |
\n| Pr\u00e9sident de jury<\/td>\n | Anne PEZET, Professeure \u00e0 l\u2019Universit\u00e9 du Val de Marne<\/td>\n<\/tr>\n |
\n| Rapporteurs<\/td>\n | Patrick GIBERT, Professeur \u00e0 l\u2019Universit\u00e9 de Paris X Nanterre
\nAlain DESREUMAUX, Professeur \u00e0 l\u2019IAE de Lille<\/td>\n<\/tr>\n |
\n| Suffragant<\/td>\n | Yvon PESQUEUX, Professeur au Conservatoire National des Arts et M\u00e9tiers<\/td>\n<\/tr>\n |
\n| Mention<\/td>\n | Mention tr\u00e8s honorable avec les f\u00e9licitations du jury.<\/td>\n<\/tr>\n |
\n| Date de soutenance<\/td>\n | 28 juin 2006<\/td>\n<\/tr>\n |
\n| <\/td>\n | <\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n [\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n","protected":false},"excerpt":{"rendered":" [vc_row][vc_column width=\u00a0\u00bb2\/3″][vc_single_image image=\u00a0\u00bb9658″ border_color=\u00a0\u00bbgrey\u00a0\u00bb img_link_target=\u00a0\u00bb_self\u00a0\u00bb img_size=\u00a0\u00bb300×400″][\/vc_column][vc_column width=\u00a0\u00bb1\/3″][vc_column_text]Th\u00e8se de doctorat de Yannick Le Guern – Mention tr\u00e8s Honorable avec f\u00e9licitation du Jury – CREFIGE – Centre de Recherche en Finance et…<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[27,17,32,19,16,12,7],"tags":[],"_links":{"self":[{"href":"https:\/\/b1-akt.com\/FR\/wp-json\/wp\/v2\/posts\/9657"}],"collection":[{"href":"https:\/\/b1-akt.com\/FR\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/b1-akt.com\/FR\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/b1-akt.com\/FR\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/b1-akt.com\/FR\/wp-json\/wp\/v2\/comments?post=9657"}],"version-history":[{"count":4,"href":"https:\/\/b1-akt.com\/FR\/wp-json\/wp\/v2\/posts\/9657\/revisions"}],"predecessor-version":[{"id":11246,"href":"https:\/\/b1-akt.com\/FR\/wp-json\/wp\/v2\/posts\/9657\/revisions\/11246"}],"wp:attachment":[{"href":"https:\/\/b1-akt.com\/FR\/wp-json\/wp\/v2\/media?parent=9657"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/b1-akt.com\/FR\/wp-json\/wp\/v2\/categories?post=9657"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/b1-akt.com\/FR\/wp-json\/wp\/v2\/tags?post=9657"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}} |