Cette thèse doctorale s’attache à fournir une théorisation du Développement Economique Local (DEL) dans les Pays les Moins Avancés (PMA). Elle présente également une synthétisation des conditions et des hypothèses que les programmes et les institutions peuvent provoquer pour obtenir un changement durable dans les territoires. Un tel changement est prévu dans le but de conduire les PMA vers une trajectoire de développement. Le sujet de thèse est placé dans le cadre de la problématique des axes stratégiques du développement local et des choix de sociétés dans les Pays les Moins Avancés.La recherche, qui s’appuie sur une étude de cas de financement de développement local, est réalisée avec quatre sources de données qualitatives collectées de 2014 à 2017 sur le terrain d’une économie moins avancée. La posture épistémologique utilisée commence par déterminer la nature des problèmes identifiés et les spécificités des Pays les Moins Avancés. L’approche constructiviste pragmatique a permis de répondre et d’expliquer des phénomènes observables relatifs aux processus aboutissant au développement économique local suite à des financements appropriés.Les résultats de ce travail ont mis en évidence le cadre empirique du développement local dans les PMA.Les contributions de cette thèse de doctorat sont à plusieurs niveaux. D’abord elles sont d’ordre théorique, à travers un éclairage du système de gouvernance locale dans les Pays les Moins Avancés. Le cadre théorique spécifique aux PMA est approfondi et a permis de développer un ensemble de préconditions du développement local dans les PMA. Ensuite, les contributions de ce travail portent sur les politiques de développement et les politiques publiques.Nous proposons à partir de mécanismes de financements dit « mixtes » des stratégies de financements adaptées aux particularités des PMA en nous basant sur deux piliers du développement local dans les économies les moins avancés : la gouvernance locale et les entrepreneurs. Le modèle théorique et les préconditions au DEL permettent d’avoir une vue d’ensemble des stratégies à mettre en œuvre pour créer le cercle vertueux du DEL dans ces économies. / This doctoral thesis aims to provide a theorization of Local Economic Development (LED) in the Least Developed Countries (LDC). It also presents a synthesis of the conditions and assumptions of programs and institutions to reach transformative and sustainable change in local territories. Such a change is intended to drive the LDCs towards a sound development trajectory. The topic of the thesis is placed within the framework of the strategic options of local development and the choice of societies in the Least Developed Countries.The research, based on a case study of local development financing, is carried out with four qualitative data sources collected from 2014 to 2017 in the field of a less advanced economy. The epistemological posture starts by the nature of the problems identified and the specificities of the Least Developed Countries. The pragmatic constructivist approach made it possible to answer and explain observable phenomena related to the problem of identifying processes leading to local economic development following appropriate funding mechanism.The results of this doctoral research have highlighted an empirical framework for local development in LDCs.The contributions of this doctoral thesis numerous. First, they are of a theoretical nature, through an understanding of the local governance system in the least developed countries. The theoretical framework specific to the LDCs is thus analysed and allows to develop a set of preconditions for local development in the LDCs. Secondly, the contributions of this work deal with development policies and public policies.Indeed, we propose financing strategies adapted to the specificities of LDCs based on the two pillars of local development in the least developed economies: local governance and entrepreneurs, on the so-called "mixed" financing mechanisms. The theoretical model and LED preconditions provide an overview of strategies to implement the virtuous circle of LED in these economies.

Successful organizations continually seek ways to improve productivity, reduce and control costs, and increase efficiency. Governmental entities also are driven by the need for increased efficiency and accountability in public service for their constituents.There is a continuing need for better tools and a number of government entities have turned to performance management systems due to their promise of improvement in various areas of productivity and accountability. This research focused on one such system, Six Sigma, which has recently experienced widespread adoption in industry in the United States, internationally, and in some government organizations. In this study Six Sigma was compared and contrasted with several performance management systems, and its effects and organizational cultural impacts on one organization were examined.The study investigated the financial implications and perceptions of organizational cultural change resulting from the Six Sigma system implementation in a large government enterprise. The first part of the study used the organization’s published financial information from 1997 through 2006 to determine whether there was a tangible financial benefit of implementing Six Sigma. The analysis indicated that the financial implications were statistically significant and quantified them as material and relevant to the organization’s two major business units.The second component of the research explored differences in organizational culture and attitudes among and between selected employee groups through the use of interviews and a survey instrument. Interviews were also conducted with a purposive sample of the executives who were involved in the decisions to implement Six Sigma. The Organizational Culture Inventory© and Organizational Effectiveness Inventory™ survey instruments were used to measure the organizational culture perceptions of the employee groups. Discriminant function analysis results suggested that the various groups shared a common organizational culture, which supports the null hypothesis that there were no differences in the organizational cultural perceptions among the organizational groups investigated.