Who drives an officer’s career, the individual or his institution? The case of French officers

Bibliographic Data

ID9962277
AuthorsGabriel Morin (ESCE Business School, France, corresponding author), Véronique Chanut (Paris II Panthéon-Assas, France)
Year2020
Volume86
Issue2
Pages388-406
Publication date2020-06-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueInternational Review of Administrative Sciences (JOURNAL)
Journal identifiersISSN: 0020-8523 • E-ISSN: 1461-7226
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/0020852318768005
OpenAlexW2884472835
LanguageEN
Citations received1
References cited17

The phenomenon of managerialisation, whose impact is being felt by the state, as well as its elites, helps bring about the emergence of the individual. The military is not immune to the organisational transformations that follow in its wake. By analysing the career path of French officers, this study explores the effects of this managerialisation. The research question as formulated sets out to determine whether it is the individual or his institution that drives the career of the French officer. The empirical study is based on very dense primary data collected from actors who play a key role in forming the French military elites: general officers, in some cases, directors of military schools, who have, in turn, been students, instructors and designers of this career path of the military leader. The results reveal that despite an unprecedented process of civilianisation within the military institution, the career of military leader is proving to be more immutable. The career path of the French officer can thus be read as a marker of military institutional identity

Epistemology · Institution · Management · Military personnel · Officer · Phenomenon · Political science · Politics · Public relations · Sociology · State (computer science · Defense, Military, and Policy Studies · Education, sociology, and vocational training · Law · Military, Security, and Education Studies

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