通过协调过程和指导机构进行变革。以法国中央政府财政信息系统为例

IF 2.7 4区 管理学 Q2 PUBLIC ADMINISTRATION
Samuel Defacqz, C. Dupuy
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引用次数: 0

摘要

最近的学术研究侧重于公共部门组织如何实施协调机制,从而关注协调作为一个过程。本文研究了导致法国中央国有企业合唱部际财务信息系统实施的协调过程。Chorus是一个不太可能在法国拿破仑政府的不利背景下展开的协调过程的案例。Chorus的目标是将所有部委的行政服务连接到一个共享的信息系统,而以前各部委使用自己的系统和应用程序。基于对协调机制的文献研究,并关注现有机构和参与协调过程的行动者的作用,本文的分析有两个主要结果。首先,AIFE -“金融信息机构État”,即负责执行《合唱》的机构,通过逐步制定基于网络的部际战略,引导了这一进程。其次,AIFE引导的协调导致了法国国家金融和会计结构通过分层变化过程的革命性变化。因此,本文通过研究法国最近的改革及其结果,有助于对公共行政最近在中央一级加强协调的变化进行实证分析。这篇文章表明,公共部门组织中的协调过程是上下文敏感的,并且依赖于负责这些过程的“变革代理人”的行为。在不利于变革的环境中(例如,孤立的结构、否决者的存在),建立敏捷、足智多谋和自主的变革代理人是关键。当否决者可能反对结构性变革时,本文建议建立基于网络的协调过程,旨在促进渐进进化,从而引发变革。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
A transformative change through a coordination process and a steering agency. The case of the financial information system of the French central state
Recent scholarship has focused on how coordination mechanisms are implemented by public sector organizations, thereby paying attention to coordination as a process. This article studies the coordination process that resulted in the implementation of the interministerial financial information system of the French central state—named Chorus. Chorus is a case of an unlikely coordination process rolled out in the non-conducive context of the French Napoleonic Administration. Chorus aimed at connecting all ministries’ administrative services to a shared information system, while ministries were previously using their own systems and applications. Based on the literature on mechanisms of coordination, and focusing on the role of existing institutions and the actors involved in the coordination process, the analysis has two main results. First, AIFE—“Agence pour l’informatique financière de l’État”, the agency in charge of the implementation of Chorus—steered the process by developing a stepwise network-based interministerial strategy. Second, the coordination steered by AIFE resulted in a transformative change of the French state's financial and accounting structures through a layering process of change. Thereby, the article contributes to the empirical analysis of public administrations’ recent changes toward increased coordination at the central level by studying recent reforms in France and their outcomes. Points for practitioners This article shows that coordination processes within public sector organizations are context sensitive and depend on the behavior of the “agents of change” in charge of these processes. In contexts that are non-conducive to transformative change (e.g. siloed structures, presence of veto players), the set-up of agile, resourceful and autonomous change agents is key. When veto players may oppose structural change, the article suggests setting up network-based coordination processes aiming at incremental evolutions inducing transformative change.
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来源期刊
CiteScore
6.10
自引率
4.30%
发文量
0
期刊介绍: IRAS is an international peer-reviewed journal devoted to academic and professional public administration. Founded in 1927 it is the oldest scholarly public administration journal specifically focused on comparative and international topics. IRAS seeks to shape the future agenda of public administration around the world by encouraging reflection on international comparisons, new techniques and approaches, the dialogue between academics and practitioners, and debates about the future of the field itself.
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