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dc.contributor.authorDreveton, Benjamin*
dc.contributor.authorBerland, Nicolas*
dc.date.accessioned2010-01-11T13:00:18Z
dc.date.available2010-01-11T13:00:18Z
dc.date.issued2006
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/2868
dc.description.abstractfrThe implementation of management control devices in the public sector is a very difficult challenge, especially if these devices come from private sector. Through two case studies, this paper analyses how two public organizations have implemented management control systems. We point out that both public organizations studied have developed a complex set of practices around their management control systems. Despite some apparent failures, the implemented systems are not merely myths about the running of public organizations, but instead produced some unanticipated effects.en
dc.language.isoenen
dc.subjectcontrôle de gestionen
dc.subjectsecteur publicen
dc.subjectManagement publicen
dc.subjectpilotage de la performanceen
dc.subject.ddc658.4en
dc.subject.classificationjelM.M2.M20en
dc.subject.classificationjelL.L1.L10en
dc.subject.classificationjelL.L3.L33en
dc.titleManagement control system in public administration: beyond rational mythsen
dc.typeChapitre d'ouvrage
dc.identifier.citationpages227-242en
dc.relation.ispartoftitleAccounting Reform in the Public Sector: Mimicry, fad or Necessityen
dc.relation.ispartofeditorScheid, Jean-Claude
dc.relation.ispartofeditorLande, Evelyne
dc.relation.ispartofpublnameRésedau Cigaren
dc.relation.ispartofpublnameExperts Comptables Mediaen
dc.relation.ispartofpublcityParisen
dc.relation.ispartofdate2006
dc.relation.ispartofpages347en
dc.contributor.countryeditoruniversityotherIAE de Poitiers; France
dc.description.sponsorshipprivateouien
dc.subject.ddclabelDirection d'entrepriseen
dc.relation.ispartofisbn2-35267-022-5en
dc.description.halcandidateoui
dc.description.readershipRecherche
dc.description.audienceInternational
hal.person.labIds220789*
hal.person.labIds1032*
hal.identifierhal-01667068*


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