Claude Rochet
Biographic Data
| ID | 5817882 |
|---|---|
| NAME | Claude Rochet |
| GIVEN NAMES | Claude |
| FAMILY NAME | Rochet |
| SIGNATURE | ROCHET C |
| AFFILIATIONS | University Paul Cézanne - Aix-Marseille , France |
| ORCID | 0000-0001-5823-7869 |
| VERIFIED | Yes |
| TOTAL WORKS | 6 |
| TOTAL CITATIONS | 3 |
| WORKS AS AUTHOR | 6 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2004 |
| LATEST PUBLICATION YEAR | 2012 |
| H-INDEX | 1 |
Pour une logique de l'indiscipline – Réflexions sur l'éthique de la décision publique, autour du livre d'Alasdair Roberts. The Logic of Discipline
Dans un ouvrage qui fait le bilan de trente ans de réformes de l’administration publique – The Logic of Discipline – le professeur Alasdair Roberts, directeur du Centre Rappaport de droit et de politique publique à l’université Suffolk – démonte le système de croyances qui a imprégné ces réformes : la réduction des politiques publiques à la gestion, le transfert des services publics vers des agences autonomes, et montre la faiblesse méthodologiqu…
No philosophy, please, we are managers’. Public Management and the common good
Public management, as an academic discipline, has been, up to now, inspired by a managerialist approach, axiologically neutral, which cast aside the great questions regarding the ends of public life, those of the common good and of the ‘good life’ that were at the very basis of classical political philosophy. Governing has been reduced to ‘governancing’, relying on the presupposition that good means automatically leading to good ends. Based on cr…
The use of an information system as a legitimate subversive agent
The introduction of France's Constitutional Bylaw on Budget Acts (LOLF) in 2006 and its concept of performance-based management implies a profound reengineering of the relationship between the central government and the autonomous agencies in charge of implementing policy. In this paper , we examine the case of French scientific research policy, which is carried out via a network of 160 universities and 40 specialized scientific agencies, all of …
Crisis as change strategy in public organizations
According to the common vision, the public sector is strongly change-resistant. Is this justified? In this research, we adopt the Northian distinction between institutions and organizations by focusing on the latter and their capability for change. We try to identify the strategically most effective lever to operate an organizational change in the public sector. We first review the literature on change strategies and their setting in the context …
The common good as an invisible hand
Public management has been dominated by the quest for efficiency and has left us with fundamental ethical questions that remain unresolved. It is argued that Machiavellian thought may provide us with concepts and tools applicable to ruling societies confronted with uncertainties and change that are (1) in line with the most recent insights into institutional evolution and (2) appropriate to solve complex decision-making problems. The common good …
L'impact de la Lolf
The Impact of the Act on Public Finance Laws (LOLF) : Key Issues in the Strategic Round table organised at ENA on September 30,2003 The Act on public finance laws (LOLF) not only provides for a new set of budgetary rules. It introduces a change of considerable amplitude, to the extent that it will give rise to a new type of management and a new concept of the administration, based on piloting through results. This deep transformation raises a cer…
Pour une logique de l'indiscipline – Réflexions sur l'éthique de la décision publique, autour du livre d'Alasdair Roberts. The Logic of Discipline
Dans un ouvrage qui fait le bilan de trente ans de réformes de l’administration publique – The Logic of Discipline – le professeur Alasdair Roberts, directeur du Centre Rappaport de droit et de politique publique à l’université Suffolk – démonte le système de croyances qui a imprégné ces réformes : la réduction des politiques publiques à la gestion, le transfert des services publics vers des agences autonomes, et montre la faiblesse méthodologiqu…
Crisis as change strategy in public organizations
According to the common vision, the public sector is strongly change-resistant. Is this justified? In this research, we adopt the Northian distinction between institutions and organizations by focusing on the latter and their capability for change. We try to identify the strategically most effective lever to operate an organizational change in the public sector. We first review the literature on change strategies and their setting in the context …
The common good as an invisible hand
Public management has been dominated by the quest for efficiency and has left us with fundamental ethical questions that remain unresolved. It is argued that Machiavellian thought may provide us with concepts and tools applicable to ruling societies confronted with uncertainties and change that are (1) in line with the most recent insights into institutional evolution and (2) appropriate to solve complex decision-making problems. The common good …
L'impact de la Lolf
The Impact of the Act on Public Finance Laws (LOLF) : Key Issues in the Strategic Round table organised at ENA on September 30,2003 The Act on public finance laws (LOLF) not only provides for a new set of budgetary rules. It introduces a change of considerable amplitude, to the extent that it will give rise to a new type of management and a new concept of the administration, based on piloting through results. This deep transformation raises a cer…
Crisis as change strategy in public organizations
According to the common vision, the public sector is strongly change-resistant. Is this justified? In this research, we adopt the Northian distinction between institutions and organizations by focusing on the latter and their capability for change. We try to identify the strategically most effective lever to operate an organizational change in the public sector. We first review the literature on change strategies and their setting in the context …
The common good as an invisible hand
Public management has been dominated by the quest for efficiency and has left us with fundamental ethical questions that remain unresolved. It is argued that Machiavellian thought may provide us with concepts and tools applicable to ruling societies confronted with uncertainties and change that are (1) in line with the most recent insights into institutional evolution and (2) appropriate to solve complex decision-making problems. The common good …
The use of an information system as a legitimate subversive agent
The introduction of France's Constitutional Bylaw on Budget Acts (LOLF) in 2006 and its concept of performance-based management implies a profound reengineering of the relationship between the central government and the autonomous agencies in charge of implementing policy. In this paper , we examine the case of French scientific research policy, which is carried out via a network of 160 universities and 40 specialized scientific agencies, all of …
No philosophy, please, we are managers’. Public Management and the common good
Public management, as an academic discipline, has been, up to now, inspired by a managerialist approach, axiologically neutral, which cast aside the great questions regarding the ends of public life, those of the common good and of the ‘good life’ that were at the very basis of classical political philosophy. Governing has been reduced to ‘governancing’, relying on the presupposition that good means automatically leading to good ends. Based on cr…
Pour une logique de l'indiscipline – Réflexions sur l'éthique de la décision publique, autour du livre d'Alasdair Roberts. The Logic of Discipline
Dans un ouvrage qui fait le bilan de trente ans de réformes de l’administration publique – The Logic of Discipline – le professeur Alasdair Roberts, directeur du Centre Rappaport de droit et de politique publique à l’université Suffolk – démonte le système de croyances qui a imprégné ces réformes : la réduction des politiques publiques à la gestion, le transfert des services publics vers des agences autonomes, et montre la faiblesse méthodologiqu…
Political science (6 works) · Public Administration (5 works) · Public Administration (5 works) · Business (3 works) · Computer Science (3 works) · Law (3 works) · Law (3 works) · Sociology (3 works) · State (computer science (3 works) · Humanities (2 works)