References of "Rondeaux, Giseline"
     in
Bookmark and Share    
Peer Reviewed
See detailManaging change in public administration: an identity approach
Rondeaux, Giseline ULg

Conference (2008, May)

Within the issue of the modernization of public administration, our initial focus is to question the existence of links between a reform within an administration and its organizational identities. Such ... [more ▼]

Within the issue of the modernization of public administration, our initial focus is to question the existence of links between a reform within an administration and its organizational identities. Such changes doubtless entail a transform of many aspects of public administration, such as organisational methods, HRM policy, the approach to planning and fulfilling its tasks, structures, terms of reference etc. This transformation involves the upgrading of operational methods and different skills and values, and results in the disruption of the organisational identity and the professional identities of members of the organisation (Fu et al., 1999; Abrams & Hogg, 1987). From empirical data collected within a Belgian Ministry, we assume that the introduction of a New Public Management reform leads to a hybridization of identity logics within public administration, but in other respects, the reform process can eventually be influenced by the identity logics. Using a longitudinal qualitative analysis, we distinguish 7 identity profiles, characterised by their reference to an identity logic (public service, public managerialism or pragmatism) and their perception of the context (congruence or dissonance). Through our case study, our hypothesis of organizational identities and reform process co-structuring appears to be valid, as shown by the hybridization of identity logics within the Ministry. Our results allow us to assume a modification of identity points of reference following a reform, as well as a reinterpretation of this reform through the identity filter. Our longitudinal approach reveals the identity dynamics, by identifying notably the shift processes from one position to another, and leads us to propose a model of contextualized identity dynamics. We are also able to show which factors produce (or are likely to produce) identity shifts, and the frame of mind of each identity profile towards change (1) as it is experienced and (2) in a projective way. These results draw attention to a number of points which provide the basis of further work on their possible application in management. The factors influencing the shift from one identity profile to another are closely linked with the concept of motivation; many studies have demonstrated the linked between different forms of identification and the attitudes or behaviour of the members of an organisation. Several studies have in fact shown the effects of compatible identity (or identification), on the construction of organisational involvement showing how identification impacts on significant attitudes and behaviours in members of an organisation, such as turnover, satisfaction, involvement, cooperation, acceptance of change or internalisation (Foreman & Whetten, 2002; Ashforth & Mael, 1989; Dutton et al., 1994; Reger et al.,1994). Moreover, the diversity of identity profiles and the ways in which they change suggest that differentiated managerial approaches are required, following the idea that there is no single way of reducing dissonance and that the ways of tackling identity issues in a context of change vary from one profile to another. Finally, the interpretative approach proposed by our analytic model could serve as the basis for developing management tools for framing and accompany change processes within an organisation. REFERENCES Abrams, D.; Hogg, M.A. (1987) «Language, attitudes, frame of reference and social identity: a Scottish dimension» Journal of Language and Social Psychology, vol.6, n°3-4, pp.201-213. Ashforth, B.E.; Mael, F. (1989), "Social identity theory and the organization", Academy of Management Review, vol. 14, pp.10-39. Dutton, J.E.; Dukerich, J.M.; Harquail, C.V. (1994) "Organizational Image and Member Identification", Administrative Science Quarterly, vol.39, pp.517-554. [less ▲]

Detailed reference viewed: 131 (6 ULg)
See detailLes identités dans le cadre de la modernisation de l’administration : frein ou levier du changement ?
Rondeaux, Giseline ULg

Conference (2008, April)

A partir de la théorie des identités organisationnelles, nous proposons d'examiner l'hypothèse d'une co-structuration des identités et des réformes: les réformes ayant un impact sur les identités, mais ... [more ▼]

A partir de la théorie des identités organisationnelles, nous proposons d'examiner l'hypothèse d'une co-structuration des identités et des réformes: les réformes ayant un impact sur les identités, mais celles-ci agissant en retour comme un filtre sur les réformes, qui dès lors seront réappropriées et mises en oeuvre de manière différenciée selon les profils identitaires en présence. Cette réflexion sera illustrée par des données empiriques provenant d'une étude de cas menée de manière longitudinale, selon une méthodologie qualitative, dans l'administration fédérale. Nous conclurons sur une série de pistes de réflexion sur les stratégies de gestion du changement au travers d'une approche basée sur les identités. [less ▲]

Detailed reference viewed: 95 (13 ULg)
Full Text
See detailRecherche-intervention en développement durable
Stassart, Pierre ULg; Mormont, Marc ULg; Pichault, François ULg et al

in Pichault, François (Ed.) La recherche-intervention peut-elle être socialement responsable ? (2008)

Les questions de développement durable sont non seulemenr complexes, mais le caractère crucial de leurs enjeux suppose en outre, de la part des chercheurs en sciences sociales, une approche renouvelée de ... [more ▼]

Les questions de développement durable sont non seulemenr complexes, mais le caractère crucial de leurs enjeux suppose en outre, de la part des chercheurs en sciences sociales, une approche renouvelée de leurs analyses et de leurs interventions. Cette approche engage des processus « multistakeholders » dont la caractéristique est d'impliquer simultanément des acteurs aux caractéristiques hétérogènes qui sont dans notre cas les acteurs de la filière bovine bio. La proposition de recherche-intervention force les chercheurs à clarifier leur relation à l'objet qu'ils étudient et la qualité de leur travail dépend de la qualité et de la légitimité des traductions successives qu'ils opkrent. Ce travail suppose de prendre au sérieux la construction de nouveaux rapports entre science de la nature, recherche technique et action collective. La question de la responsabilité sociale des chercheurs est ancrée dans cette démarche, elle renvoie à une triple dimension éthique. [less ▲]

Detailed reference viewed: 163 (45 ULg)
Full Text
See detailLes dynamiques identitaires dans l'administration en mouvement : quels défis pour le gestionnaire ?
Rondeaux, Giseline ULg

in Cahiers des sciences administratives (2008), 17

Depuis une vingtaine d’années, nombreux sont les pays qui ont mis en oeuvre une réforme de leur administration publique, inspirées du New Public Management. Ces processus de modernisation font l’objet ... [more ▼]

Depuis une vingtaine d’années, nombreux sont les pays qui ont mis en oeuvre une réforme de leur administration publique, inspirées du New Public Management. Ces processus de modernisation font l’objet d’une littérature abondante ; de multiples débats portant sur le modèle du New Public Management et ses déclinaisons évoquent ses avantages et inconvénients, sa pertinence, ses paradoxes ou encore les difficultés liées à sa mise en oeuvre ou à son évaluation. Basé notamment sur des principes d’efficience, de transparence, de responsabilité managériale, ce modèle place le client au centre de l’organisation, et entraîne une transformation de multiples aspects de l’organisation : ses modes d’organisation, sa politique de GRH, ses stratégies, sa manière de concevoir et de remplir ses missions, ses structures, ses valeurs, ses systèmes et réseaux, ses référents, etc. Cette transformation suppose la valorisation de modes de fonctionnement, de valeurs et de compétences différents, et a pour résultat un bouleversement de l’identité organisationnelle (plurielle et complexe) et des identités professionnelles des membres de cette organisation. Notre propos repose sur l’hypothèse d’une co-structuration des identités au sein de l’administration, et du contexte de mise en oeuvre de la réforme : les réformes ont certes un impact sur les identités, mais celles-ci agissent en retour comme un filtre sur les réformes, qui dès lors seront réappropriées et mises en oeuvre de manière différenciée selon les profils identitaires en présence. Nous proposons d’illustrer cette réflexion par des données empiriques provenant d’une étude de cas menée de manière longitudinale, selon une méthodologie qualitative, dans l’administration fédérale belge. Au travers de l’analyse de ces données, nous présentons une grille de lecture des dynamiques identitaires lors d’un processus de modernisation d’une administration, et concluons sur une série de pistes de réflexion sur les stratégies de gestion du changement au travers d’une approche basée sur les identités. Ces réflexions identifient certains des défis que rencontre le gestionnaire, et posent la question de ses moyens d’action et sa contribution lors de transformations de l’organisation : comment le gestionnaire peut-il, au travers d’une approche par les identités, réfléchir et agir sur le rapport des acteurs à l’organisation qui les emploie. [less ▲]

Detailed reference viewed: 129 (27 ULg)
See detailL'identité des agents face aux réformes publiques: perte de repères ou nouvelles racines?
Rondeaux, Giseline ULg

in Emery, Yves; Giauque, David (Eds.) Les dilemmes de la nouvelle gestion publique (2007)

Detailed reference viewed: 55 (8 ULg)
Peer Reviewed
See detailIdentity dynamics in post‐NPM administration: A subtle two‐step between contents and context.
Rondeaux, Giseline ULg; Pichault, François ULg

in Proceedings of the 23rd EGOS Conference: "Beyond Waltz - Dances of Individuals and Organization" (2007)

Due to the current need for modernization, many public administrations are faced with a series of reform processes, under various forms and concerning several aspects of the administration. One can ... [more ▼]

Due to the current need for modernization, many public administrations are faced with a series of reform processes, under various forms and concerning several aspects of the administration. One can reasonably suppose that these upheavals have effects on civil servants, on their relationship with the organisation and on the way they see it. Within such a large issue, our main concern is to question the existence of links between a major planned change within an administration (such as a NPM reform) and its organizational identities. Three positions can be tested: • the impact: public reforms involve the transformation of identities; • the independence: identities persist, whatever the reforms may be; • and finally, co-structuring: reforms partly modify identities, but the latter also shape the reforms process. The position we are adopting in this paper tends to fit into this third approach, resulting from empirical data collected within a Belgian Ministry: the introduction of an NPM reform leads to a hybridization of identity logics within a public administration, but in other respects, the reform process can eventually be influenced by the identity logics. Using a qualitative analysis of our empirical material, we first distinguished 6 identity profiles, characterised by their reference to an identity logic (public service, public managerialism or pragmatism) and their perception of the context (congruence or dissonance). This identity profile concept can be defined as the enactment of the context according to each logic. In other words, the confrontation of the identity logic with the perception of the context can lead to either a situation of congruence (in which the perception of the context appears to be in continuity with the identity logic) or a situation of dissonance (in which there is a break between the perception of the context and the identity logic). The position towards the context, leading to either congruence or dissonance, depends on both individual and group factors. In order to give these profiles a longitudinal dimension and to propose an analysis of identity dynamics in a temporal perspective, we then conducted a second set of interviews 12 to 18 months later, with the same sample of people we had met before. In this way, we can explain how identity profiles evolve over time. A concomitant analysis of the administration context and the identity changes allows us to reveal the links between identities and the continuous change context into which they fit. Through our case study, our hypothesis of organizational identities and reform process co-structuring appears to be valid, as shown by the hybridization of identity logics within the administration we studied. Our results allow us to assume a modification of identity points of reference following a reform, as well as a reinterpretation of this reform through the identity filter. Our longitudinal approach reveals the identity dynamics, by identifying notably the shift processes from one position to another, and leads us to propose a model of contextualized identity dynamics. From our data, we are also able to show which factors produce (or are likely to produce) identity shifts. These evolution factors are the situational events which, when they occur, entail an evolution in the perception of the context perception of either congruence or dissonance), and can lead to a transition from one identity profile to another. We also consider the frame of mind of each identity profile towards change (1) as it is actually experienced and (2) in a projective way, as it would be experienced in future (i.e. the dimensions people wish to be changed, and those they fear being changed). Such information results in several lessons for managerial consideration: it can be used as a basis to extract precious indicators for change management – on the content of change as well as how it is conducted. These observations can also be used to identify the change potential of an organisation, in the design of change management strategies, and particularly in terms of communication policies. [less ▲]

Detailed reference viewed: 54 (0 ULg)
Peer Reviewed
See detailIdentities and change in public administrations: which interaction over time?
Rondeaux, Giseline ULg

Conference (2006, September)

In the name of their modernization, public administrations are confronted to series of change processes, under varied forms and addressed to several aspects of the administration. One can reasonably ... [more ▼]

In the name of their modernization, public administrations are confronted to series of change processes, under varied forms and addressed to several aspects of the administration. One can reasonably suppose that these upheavals cause effects on civil servants, on their relation to the organisation and on the way they see it. Within such a large question, our preoccupation is to question the existence of links between a major planned change within an administration (such as a NPM reform) and its organizational identities. Three hypotheses can be tested: • the impact: public reforms involve transformation of identities; • the independence: identities persist whatever the reforms may be; • and finally the co-structuring: reforms modify partly identities, but these ones shape also the reforms process. The position we adopt in this paper tends to be inscribed in this third hypothesis: we assume indeed that the introduction of a NPM reform leads to a hybridization of identity logics within public administration, but in other respects the reform process can be eventually influenced by the identity logics. We illustrate this assumption with empirical data collected in a Belgian Ministry. According to a first qualitative analysis we distinguished 6 identity profiles, characterised by their reference to either one or the other identity logic (public service or public managerialism) and their adopted positioning (fidelity or reality) (see EGPA 2005). 12 to 18 months later, we conducted a second set of interviews with the same sample of people we met before. This leads us to give these first results a longitudinal dimension and to propose an analysis of identity dynamics in a temporal perspective. We thus explain how identity profiles evolve over time. A concomitant analysis of the administration context and the identity changes allow us to reveal the links between identities and the continuous change context in which they are inscribed. Furthermore, we also proceed to the statistical exploitation of questionnaires sent to the whole Ministry personnel, in order to broadening our empirical basis. Doing this, we attempt to estimate the relative importance of the identity profiles as they are represented within this organization. Through our case study, our hypothesis of organizational identities and reform process co-structuring appears as valid, as shows the hybridization of identity logics within the administration we studied. Our results allow us to assume a modification of identity points of reference following a reform, as well as a reinterpretation of this reform through the identity filter. Our longitudinal approach reveals the identity dynamics constructed over time, by identifying notably the shift processes from one position to another. [less ▲]

Detailed reference viewed: 13 (0 ULg)
See detailSome Issues for the Successful Implementation of an E-Government Project
Rondeaux, Giseline ULg

in Makkia, M.; Antiroikko, A. (Eds.) Encyclopedia of Digital Government (2006)

Detailed reference viewed: 22 (4 ULg)
Full Text
Peer Reviewed
See detailModernizing Public Administration: the impact on organisational identities
Rondeaux, Giseline ULg

in International Journal of Public Sector Management (2006), 19(6), 569-584

Detailed reference viewed: 30 (4 ULg)
See detailLes technologies de l'information et de la communication: un instrument de motivation des fonctionnaires
Dieu, Anne-Marie ULg; Rondeaux, Giseline ULg

in Duvillier, T.; Genard, J.-L.; Piraux, A. (Eds.) La motivation au travail dans les services publics (2003)

Detailed reference viewed: 23 (6 ULg)
See detailE-projets: la conduite du changement par la traduction
Rocher, O.; Rorive, Brigitte; Durieux, Dorothée et al

Report (2003)

Detailed reference viewed: 32 (4 ULg)
Peer Reviewed
See detailPour une télématique de service public
Rondeaux, Giseline ULg; Schoenaers, Frédéric ULg

in Revue de Gestion (2001), (printemps),

Detailed reference viewed: 18 (10 ULg)
Peer Reviewed
See detailL’administration publique et les technologies de l’information
Cornet, Annie ULg; Rondeaux, Giseline ULg

in Gestion : Revue Internationale de Gestion (2001), 26(1), 28-30

Detailed reference viewed: 26 (1 ULg)
Peer Reviewed
See detailFemmes et Hommes en entreprise : quels fondements normatifs pour la GRH ?
Rondeaux, Giseline ULg

in Actes du Xe colloque de l’AGRH (2000, November)

Colloque -

Detailed reference viewed: 24 (2 ULg)