Emergence of strategic management practices and devices within changing French public agencies Online publication date: Sat, 07-Mar-2015
by Christian Mahieu
International Journal of Strategic Change Management (IJSCM), Vol. 3, No. 3, 2011
Abstract: Using a qualitative research approach, we discuss emerging strategic practices in French public agencies. Focusing on strategic practices according to the new theories on strategy process, our results contribute to better understanding of organisational requirements and mechanisms for strategic dialogue. In France, public agencies are going through a transitional period because of the emergence of utility demands. Within this context, we find out how these agencies are inventing new managerial practices in order to legitimise the exploration of new activities, how they develop a process that allows them to design and deploy these activities, and how original roles and managerial positions emerge at the same time: putting together a strategic apex; building processes and organisational devices; and developing the social construction of the players needed for such a dialogue. Our approach could help to design better management development devices using strategic and dialogical situations and mechanisms as learning processes.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Strategic Change Management (IJSCM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook