As constraints on public funding become more prevalent and public policy devolves funding responsibility to the agency level in part, public organizations seek additional revenue streams. One identified private resource is philanthropy, which has seen a growth in importance over the past decade as individuals with vast sums of wealth commit a portion of their fortunes to aid society. The literature on philanthropy primarily seeks to understand donor motivations in order to aid organizational pursuit of these funds, with some scholars finding that giving is often undemocratic and can give private donors power relative to other stakeholders. What is far less understood are the effects donations have on organizational priorities. This becomes an important question for public administration as philanthropic donations to public agencies seeking additional funding. To better understand the effects of this phenomenon, this research undertook two replicative case studies in public higher education, an area where public organizations that have a long history of fundraising as well as decreased public funding. Through the lens of quasi-autonomous governmental organizations, rather than privatization, this study triangulates archival, historical, and interview data to study changes in salience of university priorities after a mega-gift is made. In the two cases studied, mega-gifts were found to have some limited effects on salience of priorities. Three different interpretations can be drawn from the findings. First, as loosely-coupled structures, higher education institutions guard against change. Second, control is a negotiated proposition and thus the potential for gifts to create change may be limited. Third, mega-gifts enable structural change, which allows some organizational actors to work with private donor to set agendas for otherwise public functions. These findings are particularly important for public policy makers, administrators, and citizens to understand and scholars to build upon as increasing numbers of public organizations seek to raise private monies. / Ph. D.

Traditionnellement, le droit des entreprises en difficulté recourt à l’autorité judiciaire pour la mise en oeuvre de ses dispositions et la réalisation de ses finalités. Toutefois, considérant l’évolution de ce droit, le traitement « tout judiciaire » des difficultés des entreprises est remis en cause. En effet, il ne s’agit plus seulement de sanctionner, mais davantage de prévenir les difficultés et de sauvegarder les entreprises, ce qui dénature l’office juridictionnel. De plus, les commerçants ne sont plus les seuls concernés par ce droit, ce qui aboutit à l’éclatement de la compétence juridictionnelle. Il y aurait lieu d’envisager d’autres modes de traitement. Prenant en compte l’existence d’un traitement administratif, connu du surendettement, mais, aussi, des entreprises, et favorisant le règlement alternatif des difficultés, une autre voie peut être proposée pour la prise en charge de l’impossibilité économique d’exécuter. La légitimité du juge, dont les interventions seraient recentrées et la compétence spécialisée, en ressortirait renforcée pour le traitement des entreprises en difficulté. / Traditionally, insolvency law appeals to the judicial authority to apply its provisions and to carry out its aims. However, regarding the evolution of this law, the exclusive judicial treatment of the difficulties is challenged. Indeed, it is no longer only to punish but more to prevent difficulties and safeguard businesses, which distorts the judicial office of the judge. In addition, traders are not the only ones affected by this law, leading to the outbreak of jurisdiction. Subsequently, there is a need to consider other modes of treatment. Taking into account the existence of an administrative process, known by over-indebtedness, but also by businesses, and promoting alternative dispute resolution of difficulties, another path can be proposed for the management of the economic impossibility of performance. The legitimacy of the judge, whose interventions would be refocused and skills specialised, would be strengthened in relation to the treatment of undertakings facing difficulties