Essentially this study is founded upon the culture-specific thesis that organisational processes are influenced to a large extent by the cultural settings in which they operate. Hence management processes such as the management of innovations in organisations; ought to be culturally relative. The main objectives of this study are: i to identify, the major cultural values of the Sarawak Malays of relevance to the facilitation or inhibition of "innovatogenic" behaviour in an organisational context ii to identify, assess and evaluate active strategies used to nurture "innovatogenic" behaviour in some Malay organisations in response to these cultural influences, with due attention being paid to both thoses trategies which exploit any positive influence and those which aim to overcome any negative influence of such cultural values iii to highlight issues worthy of consideration in developing 'culturally' appropriate' strategies to nurture 'innovatogenic' behaviour (In particular, the study aims to demonstrate that (i) the innovation process is culture specific and (ii) any strategies employed must take a holistic approach and ensure that the both the structural aspects and ideational aspects of such strategies are congruent with each other). A qualitative research involving two phases of fieldwork was employed: Phase 1 . The Key Informant Interview. Unstructured interviews were conducted with twenty senior managers. These managers were purposely selected for their vast experience in managing Malay workers, both at managerial and operative levels. These interviews focused on two aspects: (a) their views and perspectives regarding Malay cultural values and beliefs and whether these values and beliefs had any impact on their 'innovation producing' behaviour. (b) The strategies used to incorporate these values and beliefs into their managerial philosophies and practices. Phase 2. Case studies of three selected organisations. A month was spent in each of three organisations; collecting information on eight key aspects of the organisations: strategic focus, management/leadership style; management attitude/orientation- . infrastructure, task structure, ideas management, performance management and orgarlisational climate. Both interview and survey methods of data collection were employed. The Ekvall's Creative Climate Questionnairew as then used to assesst he creative climate of the organisations. Data analysis was guided by a conceptual framework that linked the capability. means, and motivation of individuals to behave' innovatogenrically' with the structural and ideational features of the organisation. The main findings of the study indicate that (i) Malays are very concerned with maintaining harmonious relationship with superiors and peers. A tendency for collective behaviour, a need for personalised relationships, deference to leaders, loyalty to group and leader, and a focus on social benefit of an action to group and self were key features of this realtionship orientation Consequently, Malay organisations seem to be characterised by socially determined form of work relationship and priorities that are not conducive to the generation and exploitation of ideas. ii Organisational behaviour is culture specific: the social beliefs , values and customs of a society and the concomitant impact of these on organisational behaviour is significant and cannot be ignored. Subjective interpretations of strategies, procedures and practices by members of an organisation shapes their behaviour in relation to them. As such, an organisation cannot be made innovative through the introduction ( or imposition) of new strategies or mechanismws ithout due considerationsto the dominanti deationalm oder elating to theses trategiesa nd mechanism.

This thesis deals with the way that values get taken up by managers and leaders in international non-governmental organisations (INGOs), organisations which already have a rich history of public appeals to values. By ”values‘ I take to mean those generalised and idealising statements, such as the aspiration to ”mutual respect‘, ”equity and justice‘ ”honesty and transparency‘ in dealings with others, which usually accompany the organisation‘s vision and mission statements. The thesis sets out the argument that modern management methods based on systems thinking have been imported largely uncritically into the INGO sector, and in situations where the future is uncertain, or where there is difficulty or conflict, managers often attempt to cover over this conflict or uncertainty with an appeal to values which pictures an idealised future or an imaginary unity. Further, the thesis attempts to explore this phenomenon and to uncover some of the ethical issues that arise in the process of an appeal to unity when I am engaged as a consultant in working with managers in the INGO-sector. The thesis considers how my own practice as a consultant has changed and developed as a consequence of considering these phenomena more intensely and acting on the conclusions from these reflections. The research was prompted by my feelings of being co-opted into a process that encouraged conformity in INGOs in a way that left me feeling uncomfortable. In exploration of this discomfort and as student in a faculty pursuing the conceptual development of professional practice I have drawn broadly on the phenomenological tradition of research as a way of better understanding what I was encountering and how to make better sense of it. The method underpinning this thesis uses narrative, and reflection on narrative with a community of enquirers, which has included both fellow students on the course, as well as a wider group of interested academics. I have used as my research material my own experience of working with INGOs as a consultant and have reflected on those occasions when the discussion of values is very much to the fore. It has also meant my locating the discussion of values in a wider discourse of philosophy, sociology and psychology and mounting a critique of the dominant paradigm for understanding values in current management and organisational change literature, which is often understood as a tool for management to bring about employee alignment. Instead, I have set out an emergent understanding of values as radically social phenomena arising in the daily interaction between engaged human beings. I argue that, because of our interdependence, we are obliged to renegotiate our value commitments on a daily basis as a way of working out how we can continue together. This has involved developing a different understanding of the relationship between self and other, and a more nuanced insight into the workings of groups and the relationships of power that arise between people. Engaging with values in INGOs as a consultant invited into conversations in INGOs has thus involved my paying attention to power relating between myself and others, and the dialectic between the good and the right. Reflecting on the ethical aspects of my own consultancy practice has involved an investigation into what we might mean by ethical practice, which is generally understood to be following a series of linear rules and paradigms. I have begun to develop in its stead a theory of consultancy practice based on concepts of mutual recognition and mutual adjustment that create more space for movement within the broader social processes that can severely constrain what it is and is not possible to say and do. This thesis contributes to knowledge in the field of the management of INGOs by being one of the first to offer a critique of accepted paradigms of management theory, particularly as it relates to the appeal to values as part of strategy formation. Moreover, the emergent and social theory of values that I develop as a foil to more orthodox understandings of the role of values in the management of INGOs is also unique. My arguments concerning the ethical practice of consultancy in the domain, underpinned by a dialectical engagement of self and other, are particularly relevant to the field in which I am involved where the encounter with difference is inevitable. In the literature on management of INGOs, where research on consultancy practice is still rather thin and orthodox, my argument for a different understanding of ethical practice offers a considerable divergence of approach. In pointing to the similarities between the pressures facing INGO and private sector organisations I have also called into question the uniqueness that many scholars claim for the current management practice in INGOs. My attempts to use narrative and reflection on narrative as a method that strives to articulate what a different practice might look like should also make a new contribution to the debate about method, and ways of discussing management practice, in international development.

Texte remanié de: Dissertation--Wirtschaftswissenschaft--Berlin--Freie Universität, 2006. / Bibliogr. p. 337-369.

This study aimed to critically analyze the purposes and uses of Monitoring and Evaluation (M&E) within NGOs. It proceeded from the criticisms often levelled against M&E with regards to its relevance and its numerous failures. Moreover, if development programme interventions are already justified through useful services rendered to beneficiaries, what impact does development assistance projects like M&E have in the lives of individual beneficiaries of these programmes, especially considering the fact that significant resources and time are expended on M&E? Prompted by this question, the study investigated the strengths and challenges experienced by NGOs in using M&E in programme implementation. Given the numerous and diverse definitions of M&E and its diversity in practice among organizations, it was necessary to carry out the investigation through a case study; using a qualitative research method. The Centre for Criminal Justice (CCJ) was chosen for the case-study, given its history of the use of M&E in its outreach programme implementation. A semi-structured interview was used to gather data from a sample of seven members of the organization from different levels, ranging from management, the evaluator, head office staff and implementation staff who are either directly or indirectly involved in a vital way in the M&E process. This was to solicit diverse and in-depth responses from different perspectives on the purposes and uses of M&E within the organization. Findings revealed that the organization has institutionalized a well-structured, top-down and ongoing monitoring process to gather data daily from the services provided by the implementation staff. It also boasts an ongoing M&E system that follows the three-year cycle of the programme. This is besides other M&E related research carried out in the organization. The study found that some of those involved in the M&E process within CCJ have little or no understanding of the role of M&E within the organization. The implementation staff, for instance, who gather routine monitoring data, were found not to understand the full significance of their services to the M&E and development process as a whole. Beneficiaries were found not to understand the role of M&E within the organization and the impact it has on the services which they receive. The implications of such lack of knowledge to the development process is based on the assertion that the ‘objectives of social development programmes should be to help the indigenous communities or underprivileged groups (such as women, landless labourers, ...) develop the organizational capacity and knowledge needed to identify and satisfy their own needs’ (Valadez & Bamberger 1994: 9). In other words, if their participation should have more relevant outcomes, they need to be aware of what they are engaged in. This is a precondition for sustainable development and ownership of the development process. When this is lacking, there can be resistance or poor participation in the process and the threat of paternalism. The dilemma is that M&E is very technical.

The idea of \'management control\' regards stability within the organisational environment, in the sense of directing the behaviour of employees towards some set of \'organisational\' objectives. More than a collection of managerial artefacts, however, this signifier labels a specific set of objects and practices, which typify a regime of practices \'management control\' at the same time that they are driven, enabled and constrained by it. In this sense, diverse \'organisation\'-like social and political logics are materialised through these objects and practices and through the crystallised regime of practices, then being recognised as \'management control\'-like constitutive logics. Throughout the exercise of such logics - political institutions of social logics - a \'management control\'-like organisational discourse is constituted, hence constituting the \'management control\'-like \'organisation\', then being experienced as a typical \'management control\' organisation. The organisation - and the \'management control\'-like organisation - does not happen as a random phenomenon, but it happens out of the constitution of \'management control\'-like organisational discourse. The present thesis develops the arguments towards this essential description, working on post-structuralist discourse theory and following a retroductive circle of problematisation, theory construction and persuasion/intervention for research in social sciences, willing to answer the research question regarding the dynamic whereby \'management control\' logics are articulated and thus constitute contextually-specific organisational discourses. A case study has been developed at the Enterprise, a family-owned metallurgic business, and five theoretical contributions are then proposed, regarding the dynamic process of constituting the organisation, the conceptual difference between discourse theory and institutional theory, the powerful role of political actors for instituting, de-instituting and re-instituting social logics, the relevance of using management accounting artefacts as tools for materialising \'management control\' social logics, and the materialisation of \'management control\'-like hegemonic discourse through the feedforward process with the articulation of the regime of practices. / A ideia de \'controle gerencial\' refere-se a estabilidade no ambiente organizacional, no sentido de direcionar o comportamento dos empregados em direção a um conjunto de objetivos \'organizacionais\'. Mais do que uma coleção de artefatos gerenciais, entretanto, este significante rotula um conjunto específico de objetos e práticas, os quais tipificam um regime de práticas \'controle gerencial\' ao mesmo tempo em que são direcionados, habilitados e limitados por ele. Nesse sentido, diversas lógicas sociais e políticas tipo \'controle gerencial\' são materializadas por meio desses objetos e dessas práticas e por meio do regime de práticas cristalizado, então sendo reconhecidas como lógicas constitutivas tipo \'controle gerencial\'. Ao longo do exercício dessas lógicas - instituição política de lógicas sociais - um discurso organizacional tipo \'controle gerencial\' é constituído, então constituindo a \'organização\' tipo \'controle gerencial\', então sendo experienciada como uma típica organização de \'controle gerencial\'. A organização - e a organização tipo \'controle gerencial\' - não acontece como um fenômeno aleatório, mas acontece pela constituição de discurso organizacional tipo \'controle gerencial\'. A presente tese desenvolve os argumentos visando a essa descrição essencial, trabalhando sobre teoria pós-estruturalista do discurso e seguindo um círculo retrodutivo de problematização, construção teórica e persuasão/intervenção para pesquisa em ciências sociais. Um estudo de caso foi desenvolvido na Enterprise, uma empresa metalúrgica familiar, e cinco contribuições teóricas são então propostas, considerando o processo dinâmico de constituição da organização, a diferença conceitual entre teoria do discurso e teoria institucional, o papel poderoso dos atores políticos para instituição, deinstituição e reinstituição de lógicas sociais, a relevância de usar artefatos de contabilidade gerencial como ferramentas para materialização de lógicas sociais \'controle gerencial\', e a materialização de discurso hegemônico tipo \'controle gerencial\' por meio do processo de realimentação com a articulação do regime de práticas.

The idea of \'management control\' regards stability within the organisational environment, in the sense of directing the behaviour of employees towards some set of \'organisational\' objectives. More than a collection of managerial artefacts, however, this signifier labels a specific set of objects and practices, which typify a regime of practices \'management control\' at the same time that they are driven, enabled and constrained by it. In this sense, diverse \'organisation\'-like social and political logics are materialised through these objects and practices and through the crystallised regime of practices, then being recognised as \'management control\'-like constitutive logics. Throughout the exercise of such logics - political institutions of social logics - a \'management control\'-like organisational discourse is constituted, hence constituting the \'management control\'-like \'organisation\', then being experienced as a typical \'management control\' organisation. The organisation - and the \'management control\'-like organisation - does not happen as a random phenomenon, but it happens out of the constitution of \'management control\'-like organisational discourse. The present thesis develops the arguments towards this essential description, working on post-structuralist discourse theory and following a retroductive circle of problematisation, theory construction and persuasion/intervention for research in social sciences, willing to answer the research question regarding the dynamic whereby \'management control\' logics are articulated and thus constitute contextually-specific organisational discourses. A case study has been developed at the Enterprise, a family-owned metallurgic business, and five theoretical contributions are then proposed, regarding the dynamic process of constituting the organisation, the conceptual difference between discourse theory and institutional theory, the powerful role of political actors for instituting, de-instituting and re-instituting social logics, the relevance of using management accounting artefacts as tools for materialising \'management control\' social logics, and the materialisation of \'management control\'-like hegemonic discourse through the feedforward process with the articulation of the regime of practices. / A ideia de \'controle gerencial\' refere-se a estabilidade no ambiente organizacional, no sentido de direcionar o comportamento dos empregados em direção a um conjunto de objetivos \'organizacionais\'. Mais do que uma coleção de artefatos gerenciais, entretanto, este significante rotula um conjunto específico de objetos e práticas, os quais tipificam um regime de práticas \'controle gerencial\' ao mesmo tempo em que são direcionados, habilitados e limitados por ele. Nesse sentido, diversas lógicas sociais e políticas tipo \'controle gerencial\' são materializadas por meio desses objetos e dessas práticas e por meio do regime de práticas cristalizado, então sendo reconhecidas como lógicas constitutivas tipo \'controle gerencial\'. Ao longo do exercício dessas lógicas - instituição política de lógicas sociais - um discurso organizacional tipo \'controle gerencial\' é constituído, então constituindo a \'organização\' tipo \'controle gerencial\', então sendo experienciada como uma típica organização de \'controle gerencial\'. A organização - e a organização tipo \'controle gerencial\' - não acontece como um fenômeno aleatório, mas acontece pela constituição de discurso organizacional tipo \'controle gerencial\'. A presente tese desenvolve os argumentos visando a essa descrição essencial, trabalhando sobre teoria pós-estruturalista do discurso e seguindo um círculo retrodutivo de problematização, construção teórica e persuasão/intervenção para pesquisa em ciências sociais. Um estudo de caso foi desenvolvido na Enterprise, uma empresa metalúrgica familiar, e cinco contribuições teóricas são então propostas, considerando o processo dinâmico de constituição da organização, a diferença conceitual entre teoria do discurso e teoria institucional, o papel poderoso dos atores políticos para instituição, deinstituição e reinstituição de lógicas sociais, a relevância de usar artefatos de contabilidade gerencial como ferramentas para materialização de lógicas sociais \'controle gerencial\', e a materialização de discurso hegemônico tipo \'controle gerencial\' por meio do processo de realimentação com a articulação do regime de práticas.