Abstracts
Résumé
Dans le système de gouvernement britannique, il existe trois types d’organisations : les organismes centraux qui sont responsables de la coordination de l’appareil gouvernemental, les ministères qui gèrent les domaines liés aux politiques et les organisations autonomes qui sont dotées de missions plus spécialisées. On peut émettre une hypothèse selon laquelle les organismes centraux, étant à proximité des politiques, risquent d’être plus conservateurs en raison de leur tendance naturelle à éviter les risques et les questions embarrassantes pour les ministres desquels ils relèvent. Serait-il possible que l’éloignement des politiques favorise un plus grand espace pour innover ? Le présent article teste cette hypothèse à l’aide de données obtenues dans les candidatures au Prix de la gestion innovatrice de l’Institut d’administration publique du Canada. Excepté le cas des entreprises publiques, dont les résultats n’étaient pas significatifs, l’hypothèse est confirmée. La création d’agences gouvernementales permet l’innovation.
Abstract
In the Westminster tradition of government, there are three types of organizations: the central agencies that coordinate the entire state apparatus, the departments that manage policy domains and the more autonomous agencies that have more specialized missions. The hypothesis could be made that the central agencies are closer to politics and more likely to be more conservative, trying to avoid risk and questions to the ministers. Is it possible that being further from politics allows having more space to innovate? Using data from the Canadian Management Innovation Award, we test this hypothesis. Apart of the results on public enterprises where the results are not significative, the hypothesis is confirmed. Agentification allows innovation.
Appendices
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