Sat, Apr 20, 2024
[Archive]
Volume 2, Issue 4 (DECEMBER ISSUE 2021)
johepal 2021, 2(4): 100-119 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
MBELLA MBAPPÉ R, ZAMO AKONO C, NDJEBAKAL SOUCK E. (2021). Planning Coherence Rationales: The Case of the Cameroonian Higher Education Programmes Development. johepal. 2(4), 100-119. doi:10.52547/johepal.2.4.100
URL: http://johepal.com/article-1-153-en.html
URL: http://johepal.com/article-1-153-en.html
Abstract: (1653 Views)
This study discusses programmes planning at the level of the Ministry of Higher Education in Cameroon. It aims at showing the coherence it implies in a context of mismatch between policies and facts. After having shown that coherence follows a rationale, theories used in the field of planning were explained: rationalist theory, incremental theory, contingency theory, ex-post rationalist theory, sensemaking-sensegiving theory, resource dependence theory and discursive theory. Based on this theoretical framework, seven coherence rationales have been highlighted: rationalist coherence, incremental coherence, contingent coherence, post-rationalist coherence, sense coherence, resource dependence coherence, and discursive coherence. Relying on practice-based theorizing methodology, this study used documents as data. The analysis reveals the dominance of the rationalist coherence rationale. This result expresses organization rigidity, which does not allow sufficient interaction with its environment.
Type of Study: Research |
Subject:
Special
Received: 2021/08/10 | Accepted: 2021/12/8 | Published: 2021/12/30
Received: 2021/08/10 | Accepted: 2021/12/8 | Published: 2021/12/30
References
1. Abdourhaman, I. (2018). La déclinaison de la professionnalisation dans le secteur de l’enseignement au Cameroun. Éducation et francophonie, 45(3), 128-144. [DOI]
2. Ansoff, H. I. (1968). Corporative Strategy: An Analytic Approach to Business Policy for Growth and Expansion. New York: McGraw-Hill.
3. Atkinson, M. M. (2011). Lindblom’s lament: Incrementalism and the persistent pull of the status quo. Policy and Society, 30(1), 9-18. [DOI]
4. Baille, C. (2016). Un retour aux fondamentaux : Contrôle de gestion-cohérence : Le cas d’un groupe de concessions automobiles [Thèse de doctorat non publié, Université Montpellier]. [Article]
5. Brunsson, N. (1985). The Irrational Organization: Irrationality as a Basis for Organizational Action and Change. New York: Wiley.
6. Chaffee, E. E. (1985). Three model of strategy. Academy of Management Review, 10(1), 89-98. [DOI]
7. Chia, R. (1995). From modern to postmodern organizational analysis. Organization Studies, 16(4), 579-604. [DOI]
8. Chia, R., & King, I. W. (1998). The organizational structuring of novelty. Organization, 5(4), 461-478. [DOI]
9. De Ketele, J.M., & Gerard, F.M. (2007). La qualité et le pilotage du système éducatif. In La qualité et le pilotage du système éducatif (1re éd.), (pp. 19-38). Québec: Presses de l’Université du Québec.
10. Dewulf, A., & Biesbroek, R. (2018). Nine lives of uncertainty in decision-making: Strategies for dealing with uncertainty in environmental governance. Policy and Society, 37(4), 441-458. [DOI]
11. Direction des accréditations universitaires et de la qualité. (2020). Cartographie des diplômes de l’Enseignement Supérieur au Cameroun. Ministère de l’Enseignement Supérieur du Cameroun.
12. Donaldson, L. (2015). Structural contingency theory. In J. D. Wright (Ed.), International Encyclopedia of the Social & Behavioral Sciences (2nd ed.), (pp. 609 614). USA: Elsevier Ltd. [DOI]
13. Donnadieu, G., & Karsky, M. (2002). La systémique, penser et agir dans la complexité. Paris: Éditions Liaisons.
14. Faludi, A. (1978). Essays on Planning Theory and Education. UK: Pergamon Press Ltd.
15. Fonkeng, G. E., & Ntembe, A. N. (2009). Higher education and economic development in Africa: The case of Cameroon. Educational Research and Review, 4(5), 231-246.
16. Fredrickson, J. W. (1984). The comprehensiveness of strategic decision processes: Extension, observations, futures directions. Academy of Management Journal, 27(3), 445-466. [DOI]
17. Fullan, M., & Quinn, J. (2018). La cohérence : Mettre en action les moteurs efficaces du changement en éducation. Canada : Presses de l'Université du Québec.
18. Hendry, J., & Seidl, D. (2003). The structure and significance of strategic episodes: Social systems theory and the routine practices of strategic change. Journal of Management Studies, 40(1), 175-196. [DOI]
19. Hillman, A. J., Withers, M. C., & Collins, B. J. (2009). Resource dependence theory: A review. Journal of Management, 35(6), 1404-1427. [DOI]
20. Hussenot, A. (2016). Introduction au tournant processuel. In F. de Vaujany, A. Hussenot & J. F. Chanlat (Éds.), Théories des organisations: Nouveaux tournants (pp. 261-278). Paris: Economica.
21. Hytönen, J. (2016). The problematic relationship of communicative planning theory and the Finnish legal culture. Planning Theory, 15(3), 223-238. [DOI]
22. Janssen, F. (2016). Introduction. In F. Janssen (Ed.), Entreprendre: Une introduction à l’entrepreneuriat (2e éd.), (pp. 19-27). Bruxelles: De Boeck Supérieur.
23. Jarzabkowsky, P. (2005). Strategy as Practice: An Activity-Based Approach. Thousand Oaks, CA: SAGE Publications Inc.
24. Jarzabkowsky, P., & Seidl, D. (2008). The role of meetings in the social practice of strategy. Organization Studies, 29(11), 1391-1426. [DOI]
25. Kafimbou, H., Sanon, J., Ouedraogo, A., Zoundi, J., & Sanon, K. (2011). Enseignement supérieur et développement socio-économique au Burkina Faso. Afr educ dev issues, 3, 24-51.
26. Kamuzinzi, M., Bonami, M., & De Ketele, J. M. (2009a). Modèle d’analyse des conceptions et des pratiques de planification. Revue française de gestion, 35(195), 55-83. [DOI]
27. Kamuzinzi, M., De Ketele, J. M., & Bonami, M. (2009b). Les visées de l’action de planification en éducation. Revue française de pédagogie. Recherches en éducation, 167, 85-100. [DOI]
28. Laroche, H. (1995). From decision to action in organizations: Decision-making as a social representation. Organization Science, 6(1), 62-75. [DOI]
29. Lindblom, C. E. (1959). The science of “muddling through”. Public Administration Review, 19(2), 79-88. [DOI]
30. Marchesnay, M. (2004). Management Stratégique. Les Éditions de l’ADREG.
31. Mbengue, A., & Ouakouak, M. L. (2012). Planification stratégique rationnelle et performance de l’entreprise : Une étude internationale. Management International, 16(4), 117-127. [DOI]
32. Ministère de l’Economie, de la Planification et de l’Aménagement du territoire. (2010). Document de stratégie pour la croissance et l’emploi.
33. Ministère de l’Emploi et de la Formation Professionnelle. (2016). Plan d’Action National pour l’Emploi des Jeunes 2016-2020.
34. Ministère de l’Enseignement Supérieur du Cameroun. (2015). Annuaire statistique.
35. Ministère de l’Enseignement Supérieur du Cameroun. (2016). Annuaire statistique.
36. Ministère de l’Enseignement Supérieur du Cameroun. (2017). Annuaire Statistique.
37. Ministère de l’Enseignement Supérieur du Cameroun. (2018). Annuaire statistique.
38. Ministère des Postes et Télécommunications. (2016). Plan stratégique Cameroun numérique 2020.
39. Mintzberg, H. (1982). Structure et dynamique des organisations. Paris, France: Editions d’Organisation.
40. Mintzberg, H. (1990). The design school: Reconsidering the basic premises of strategic management. Strategic Management Journal, 11(3), 171-195. [DOI]
41. Mintzberg, H. (1994). Grandeur et décadence de la planification stratégique. Paris: Dunod.
42. Mintzberg, H., & Waters, J. (1990). Studying deciding: An exchange of views between Mintzberg and Waters, Pettigrew, and Butler. Organization Studies, 11(1), 001-006. [DOI]
43. Pech-Varguez, J. L. (2003). Cohérence et cohésion de l’équipe de direction dans la petite et moyenne entreprise : Le cas des hôtels familiaux au Yucatan [Thèse de Doctorat non publié, HEC]. [Article]
44. Peters, T., & Waterman, R. H. (1982). Le prix de l’excellence. Dunod: Paris.
45. Pfeffer, J., & Salancik, G. R. (2003). The External Control of Organizations: A Resource Dependence Perspective (2e éd.). Stanford, California: Stanford University Press.
46. Quinn, J. B. (1982). Managing strategies incrementally. Omega, 10(6), 613-627. [DOI]
47. Robbins, S., DeCenzo, D., Coulter, M., & Rüling, C. C. (2014). Management: L’essentiel des concepts et pratiques (9e éd.). France: Pearson France.
48. Sandercok, L. (1998). The death of modernist planning: Radical praxis for a postmodern age. In M. Douglass, & J. Friedmann (Eds.). Cities for Citizens: Planning and the Rise of Civil Society in a Global Age (pp. 163-184). Chichester, New York: John Wiley and Sons.
49. Simon, H. A. (2004). Les sciences de l’artificiel (4e éd.). Paris, France: Gallimard.
50. Sotarauta, M. (1998). Teaching a futures-seeking communicative policy process. American Behavioral Scientist, 42(3), 449-461. [DOI]
51. Starbuck, W. H. (1983). Organizations as action generators. American Sociological Review, 48(1), 91-102. [DOI]
52. Starbuck, W. H. (1985). Acting first and thinking later: Theory versus reality in strategic change. In J. M. Pennings (Ed.), Organizational Strategy and Change: New Views on Formulating and Implementing Strategic Decisions (pp. 366-372). San Francisco: Jossey-Bass.
53. Travaillé, D., & Dupuy, Y. (2014). Le système des tableaux de bord et la cohésion stratégique et organisationnelle. In M. Bollecker, & G. Naro (Eds.), Le controle de gestion aujourd’hui: Débats, controverses et perspectives (pp. 31-44). Paris: Vuibert.
54. Weick, K. E. (1995). Sensemaking in Organizations. Thousand Oaks, CA: SAGE Publications, Inc.
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
