Abstract EN:

In the realm on neo-institutional theory, diffusion refers to the spread of institutional principles or practices with little modification through a population of actors (Strang and Meyer, 1993). Early institutional scholars have argued that diffusion based on institutional pressures leads to isomorphic or homogenous outcomes in populations of organizations (Mimichi and Fein, 1999; Scott 2001 for a review). DiMaggio and Powell (1983) have argued that three logics intervene in diffusion : actors adopt because they believe that it is the appropriate or legitimate way to operate; actors adopt because they face much uncertainty, do not know what to do, then imitate what those around thern; and actors adopt because they believe it is in their material interests to do so in order to garner resources from their environment. Competence Management, i. E. Literally the management of competences, can be considered as a new practice, a new rule, andor a new management technology in the field of Hurnan Resource Management, depending on one's theoretical preferences (Scott, 2001 : chapter 4: 71 and following). It has been viewed as a route to better management, and is but one component of the so-called New Public Management (NPM). Starting in the mid-1980s, a reforrn movement to change publiosector management practices, now known as New Public Management (NPM), took roots in many OECD countries (Hood, 1990, 1995). NPM emphasizes economy, eficiency and effectiveness of public services. The focus shifis from policy making to management, especially to generic management skills, and from process accountability to accountability based on results (Osborne and Gaebler, 1992). Public organizations would become more effective if their organizational and managerial processes were inspired by private organizations. Therefore, what public organizations actually imitate are rationalized myths, i. E. Stories constructed by actors of exemplary organizations. Public Management is essentially dialectic, and competing values and paradox affect organizations. We study examines the influence of institutional pressures on Human Resource Practices in public organizations. We develop and test institutional mechanisms that support non-isomorphic change, i. E. Increased institutional variety in HR practices. Specifically, we examine several determinants of variety increase in the competence management of French Large Municipalities : the managerial values of chief human resource executives (CHRE) or chief administrators (Le. Competence management perception), and institutional factors. To account for heterogeneity, we use one dependent variable that measures the degree of adoption (i. E. Intensity) of Competence Management by Municipalities. Empirical results support the view of institutionalization as variety increase.