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Le développement durable dans les métropoles françaises : entre pilotage et hypocrisie organisationnelle

Abstract : The decentralization laws of 1982-1983 developed the role of local authorities, hence the importance of management control to improve performance (Carassus et al., 2011). Management control consists in articulating the strategy and the operational (Anthony, 1988, Bouquin, 1997 and 2004). More specifically, management control can be defined as "the process by which managers influence other members of an organization to implement organization's strategies" (Anthony, 1988). Only then can management control be used to manage an organization. It can be understood as "a management approach that links strategy and operational action" (Demeestère, et al., 2006). According to these authors, this presupposes the existence of a prior performance definition and its measurement with appropriate indicators. However, public sector, especially local authorities, have specificities which must be taken into account for the success of the control. The New Public Management (according to Hood) aims to "modernize" public action "often considered as counterproductive, by introducing a managerial rationality" (Amar and Berthier, 2007). The main challenge seems to be adaptability, of methods and tools in the public sector, given values conveyed and expectations of multiple stakeholders. Management tools seem ultimately poorly adapted to the public sector.The social responsibility of organizations and the steering of sustainable development projects in French cities could suppose a shift from "standardized" clumsily adapted to the public sector to "tailor-made" (Amar and Berthier, 2007). In this case, notion of performance must integrate users, under constraint of operational efficiency, as well as stakeholders’ expectations and their socially responsible behaviour, which may be more or less committed or forced. The objective of this research is to analyse the responsible organizational dynamics of French cities. In reference to Di Maggio and Powell, the collective dynamic relating to sustainable projects within a metropolis can result either from norms application, constraint or from imitation of other social environment actors.
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Aurélia Heurteux. Le développement durable dans les métropoles françaises : entre pilotage et hypocrisie organisationnelle. Gestion et management. Université Côte d'Azur, 2019. Français. ⟨NNT : 2019AZUR0034⟩. ⟨tel-02444122⟩

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