Résumés
Résumé
Les logiques de cohérence constituent un outil d’analyse capable de rendre compte du mode de construction de la cohérence par les acteurs. Construites à partir des théories explicatives de la stratégie, elles comportent néanmoins des éléments de différence et même de contradiction dans leur structure. Sachant que tout cadre analytique est fondé sur une philosophie particulière, la présente étude tente de comprendre ces différences à partir des paradigmes épistémologiques et fournit, par la suite, une grille d’analyse permettant de tester chaque logique de cohérence sur le plan empirique.
Mots-clés :
- Logiques de cohérence,
- planification,
- enseignement supérieur,
- paradigme épistémologique
Abstract
Coherence rationales are an analytical tool able to account for the mode of construction of coherence by the actors. Built from the explanatory theories of strategy, they appear nevertheless with elements of difference and even contradiction in their structure. Knowing that every analytical framework is based on a particular philosophy, the present study tries to understand these discrepancies from the epistemological paradigms and provides, thereafter, an analytical grid allowing to test each coherence rationale empirically.
Keywords:
- Coherence rationales,
- planning,
- higher education,
- epistemological paradigm
Parties annexes
Bibliographie
- Altameem, A. A., Aldrees, A. I., & Alsaeed, N. A. (2014). Strategic Information Systems Planning (SISP). World Congress on Engineering and Computer Science, 3.
- Arnaboldi, M., & Azzone, G. (2005). Incrementalism and strategic change : A university’s experience. International Journal of Educational Management, 19(7), 552-563. https://doi.org/10.1108/09513540510625590
- Atkinson, M. M. (2011). Lindblom’s lament : Incrementalism and the persistent pull of the status quo. Policy and Society, 30(1), 9-18. https://doi.org/10.1016/j.polsoc.2010.12.002
- Avenier, M.-J., & Gavard-Perret, M.-L. (2018). Inscrire son projet de recherche dans un cadre épistémologique. In Marie-Laure Gavard-Perret, D. Gotteland, C. Haon, & A. Jolibert (Éds.), Méthodologie de la recherche en sciences de gestion réussir son mémoire ou sa thèse (3e éd., p. 344). Pearson.
- Blichfeldt, B. S., & Smed, K. M. (2020). PBL in today’s mass university : Incrementalism as a coping strategy for students. Journal of Further and Higher Education, 44(6), 856- 864. https://doi.org/10.1080/0309877X.2019.1627297
- Boateng, P. A., Amponsah, E. B., Akafo, V., & Yamoah, P. (2015). Strategic Planning Process Formality : A Model.
- Brunsson, N. (1982). The irrationality of action and action rationality : Decision, ideologies and organizational actions. Journal of management studies, 19(1), 29-44. https://doi.org/10.1111/j.1467. 64861982.tb00058.x
- Chance, S., & Williams, B. (2009). Assessing University Strategic Plans : A Tool For Consideration. Education Planning, 18(1), 38-54. https://doi.org/10.21427/D7022N
- De Ketele, J.-M., & Gerard, F.-M. (2007). La qualité et le pilotage du système éducatif. In La qualité en éducation. Pour réfléchir de demain (p. 19 38). Presse de l’Université du Québec.
- Degn, L. (2015). Sensemaking, sensegiving and strategic management in Danish higher education. Higher Education, 69(6), 901-913. https://doi.org/10.1007/s10734-014-9812-3
- Donaldson, L. (2015). Structural contingency theory. International Encyclopedia of the Social and Behavioral Sciences, 23(2), 6009-6014. https://doi.org/dx.doi.org/10.1016/B978-0-08-097086-8.73110-2
- Elbanna, S., Thanos, I. C., & Jansen, R. J. G. (2020). A literature review of the strategic decision-making context : A synthesis of previous mixed findings and an agenda for the way forward. M@n@gement, 23(2), 42-60. https://www.cairn.info/revue-management-2020-2-page-42.htm
- Fonkeng, G., & Ntembe, A. (2009). Higher education and economic development in Africa : The case of Cameroon. Educational Research and Review, 4, 231-246.
- Fowles, J. (2014). Funding and Focus : Resource Dependence in Public Higher Education. Research in Higher Education, 55(3), 272-287. https://doi.org/10.1007/s11162-013-9311-x
- Fullan, M., & Quinn, J. (2018). La cohérence : Mettre en action les moteurs efficaces du changement en éducation. PUQ.
- Girod-Séville, M., & Perret, S. (2003). Fondements épistémologiques de la recherche. In R. A. Thiétart (Éd.), Méthodes de recherche en management (2e éd., p. 13-33). Dunod.
- Gordon, G., & Fischer, M. (2011). Accounting strategy to improve public higher education management. Journal of Accounting and Finance, 11(3), 11 25.
- Innes, J. E., & Booher, D. E. (2018). Planning with Complexity : An Introduction to Collaborative Rationality for Public Policy (2e éd.). Routledge.
- Kamuzinzi, M., de Ketele, J. M., & Bonami, M. (2009). Les visées de l’action de planification en éducation. Revue française de pédagogie, (167), 85-100. https://doi.org/10.4324/9781315147949
- Kholmuminov, S., Kholmuminov, S., & Wright, R. E. (2019). Resource dependence theory analysis of higher education institutions in Uzbekistan. Higher Education, 77(1), 59-79. https://doi.org/10.1007/s10734-018-0261-2
- Kováts, G. (2018). The change of organizational structure of higher education institutions in Hungary : A contingency theory analysis. International Review of Social Research, 8(1), 74-86. https://doi.org/10.2478/irsr-2018-0009
- Laroche, H. (1995). From Decision to Action in Organizations : Decision-Making as a Social Representation. Organization Science - ORGAN SCI, 6(1), 62-75. https://doi.org/10.1287/orsc.6.1.62
- Marzukhi, M. A. (2020). Sustainability discourse in participatory planning : The case of Malaysia. International Journal of Urban Sustainable Development, 12(2), 236-250. https://doi.org/10.1080/19463138.2020.1719497
- Masengesho, K., Bonami, M., & De Ketele, J. M. (2009). Modèle d’analyse des conceptions et des pratiques de planification. Revue française de gestion, (5), 55-83. https://www.cairn.info/revue-francaise-de-gestion-2009-5-page-55.htm#pa1
- Mbella Mbappé, R., Zamo Akono, C., & Ndjebakal Souck, E. (2021). Planning Coherence Rationales : The Case of the Cameroonian Higher Education Programmes Development. Journal of Higher Education Policy And Leadership Studies, 2(4), 100-119. https://doi.org/10.52547/johepal.2.4.100
- Mbengue, A., & Ouakouak, M. L. (2012). Planification stratégique rationnelle et performance de l’entreprise : Une étude internationale. Management international, 16(4), 117-127. https://doi.org/10.7202/1013153ar
- Mintzberg, H. (1987). The Strategy Concept I : Five Ps for Strategy. California Management Review, 30(1), 11-24. https://doi.org/10.2307/41165263
- Mintzberg, H. (1990). The design school : Reconsidering the basic premises of strategic management. Strategic Management Journal, 11(3), 171-195. https://doi.org/10.1002/smj.4250110302
- Mintzberg, H. (1994). Grandeur et décadence de la planification stratégique. Dunod.
- Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). Strategy Safari : A Guided Tour Through The Wilds of Strategic Management. The Free Press.
- Mintzberg, H., & Quinn, J. B. (1996). The Strategy Process : Concepts, Contexts, Cases. Prentice Hall.
- Mintzberg, H., & Waters, J. (1990). Studying Deciding : An Exchange of Views Between Mintzberg and Waters, Pettigrew, and Butler. Organization Studies, 11(1), 001-006. https://doi.org/10.1177/017084069001100101
- Ngu, S., & Teneng, P. (2020). Unlocking Graduates’ Employability : The Case of Technical High School Graduates of the Diamaré Division, Far North Region, Cameroon. American Journal of Educational Research, 8, 705-717. https://doi.org/10.12691/education-8-9-13
- Nguyên-Duy, V., & Luckerhoff, J. (2006). Constructivisme/positivisme: où en sommes-nous avec cette opposition. Les actes, 5, 4-18.
- Norhafezah, Y., Awang-Hashim, R., Valdez, N., & Yaacob, A. (2018). Managing diversity in higher education : A strategic communication approach. Journal of Asian Pacific Communication, 28, 41-60. https://doi.org/10.1075/japc.00003.yus
- Ololube, N. P. (2013). Educational management, planning and supervision : Model for effective implementation (1re éd.). SpringField.
- Pfeffer, J., & Salancik, G. R. (2003). The External Control of Organizations : A Resource Dependence Perspective (2e éd.). Stanford University Press.
- Rasolofo-Distler, F., & Zawadzki, C. (2013). Epistémologie et méthodologie des CIFRE : Illustration par des thèses soutenues en Finance Contrôle Stratégie. Finance Contrôle Stratégie, 4-16. https://doi.org/10.4000/fcs.1406
- Riverin-Simard, D., Spain, A., & Michaud, C. (1997). Positions paradigmatiques et recherches sur le développement vocationnel adulte. Cahiers de la recherche en éducation, 4(1), 59 -91. https://doi.org/10.7202/1017375ar
- Robbins, S., DeCenzo, D., Coulter, M., & Rüling, C. C. (2014). Management: L’essentiel des concepts et pratiques (9e éd.). Pearson France.
- Simon, H. A. (1955). A behavioral model of rational choice. The quaterly journal of economics, 69(1), 99-118.
- Starbuck, W. (1983). Organizations as Action Generators. American Sociological Review, 48(1), 91-102. https://doi.org/10.2307/2095147
- Van de Ven, A. (2007). Engaged Scholarship : A Guide For Organizational and Social Research. Oxford University Press.
- Weick, K. E. (1995). Sensemaking in Organizations. SAGE Publications.
10.7202/1013153ar