Corinne Rochette

Le gestionnaire public au cœur de logiques contradictoires - Le cas des centres de services partagés

EnglishPublic organizations implement new organizational forms in order to streamline and become more efficient. Shared services centers are the concretization of this managerial perspective. Their implementation generates tensions which come from the coexistence of worlds with different logics. Our research shows that the implementation of a shared services center follows a sequential process. Each phase of development is related to new tensions that can be overcome thanks to adjustment mechanisms. Our study helps formalizing the shared services centers’ evolution process which constitutes for public managers a useful framework to anticipate and manage tensions. francaisLes organisations publiques, a des fins de rationalisation, adoptent de nouveaux modes organisationnels. Les centres de services partages s’inscrivent dans cette perspective gestionnaire. Leur mise en place genere des tensions dont l’origine reside dans la difficulte a faire coexister des mondes aux logiques differentes. Notre recherche montre que la mise en place d’un centre de services partages suit un processus sequentiel dont chacune des phases est associee a des tensions qui peuvent etre depassees grâce a des mecanismes d’ajustement. La recherche debouche sur la formalisation du processus d’evolution des CSP qui constitue pour les gestionnaires publics une grille de lecture permettant d’anticiper et de traiter les situations sensibles rencontrees.

The public brand between new practices and public values

The public brand is a relative newcomer to the public sphere. It is an expression of public marketing and an outcome of New Public Management (NPM). It is a lever that allows public organizations to get across their identity, assert their legitimacy and provide markers for the evaluation of their actions, but little research has been conducted into what it actually covers. The analytical framework of the social representation and, more specifically, that of the central core theory, makes it possible to identify, on the basis of a sample of 20 public brands, the values it carries, the influence of context on the configuration of the values and, more broadly, the use made of the public brand. Points for practitioners In a context of growing competition, a legitimacy crisis, fiscal pressures, technological revolutions that change relations with the user-client and staff, the place and operation of public organizations are being turned upside down. The brand is an important but under-exploited lever to restore legibility and legitimacy to public organizations, and also to assert its difference, express its skills and mobilize its officials. It is a way of combining traditional values and new practices dictated by performance requirements. Too many public brands are registered without coming into any real use. The establishment of the brand first calls for thought to be given to its anchoring, by defining pillar values that allow practices (that are sometimes misunderstood or poorly accepted) to be converged with the historical values associated with public services. Values are the basis of the discourse, they build the representation and are the key to the identity of public organizations. Furthermore, the field of public action is characterized by several branding levels that need to be considered according to the potential for legitimation presented by each.