Thesis--Stockholm. / Includes bibliographical references (p. [330]-345).

Th. univ.--Pharm., expertise des nuis.--Montpellier 1, 1978. / Index.

Le processus de mondialisation a modifié la configuration des relations internationales avec l'apparition de plusieurs organisations qui sont des moteurs de cette évolution. La mondialisation peut être définie comme un processus multidimensionnel caractérisé par une interdépendance dans tous les domaines et conduisant à une concurrence croissante. Elle est ainsi la manifestation du libéralisme international qui constitue à l'heure actuelle l'idéologie dominante. Elle véhicule un "sans frontièrisme" mettant fin au mythe du territoire en tant que cadre principal des relations internationales. Elle défie ainsi l'État en même temps qu'elle utilise son cadre territorial comme un moyen d'expression. L'OMC et l'OHADA sont les deux acteurs principaux de ce processus à des échelons différents : la première au niveau international, la seconde au niveau régional. Ces deux organisations sont-elles alors contradictoires ou bien complémentaires? En d'autres termes, pouvons-nous observer des interactions entre elles? Le principe de l'auto-affirmation de la supériorité traditionnelle du droit international ou universel leur est-il applicable? La concurrence pouvant intervenir entre elles conduit-elle à une cohabitation pacifique ou conflictuelle? Telles sont les questions auxquelles nous allons tenter de répondre. / The process of globalization has led to the emergence of new players' international organizations- giving thus a new configuration to the international relations. Globalization can be defined as a multidimensional process characterized by the interdependence in all the areas and leading to an increasing competition. It is the manifestation of international liberalism which is currently the dominant ideology. This process implies the existence of a world without borders which ends the myth of the territory as the main framework of international relations. State is no longer considered as the major player on its own territory. Rather, new policies that include non state players are needed. The WTO and the OHADA are two main players in this process at different levels: the first at the international level, the second at the regional level. Are these two organizations contradictory or complementary? In other words, do they interact? Is the principle of self-assertion of the superiority of traditional international or universal law applicable to them? Does the competition that may occur between them lead to a peaceful or a conflicting coexistence? These are the main issues that the present study will try to tackle.

No / This article explores the `lifeworld theories¿ of organizations held by organizational actors, gathered from staff and managers of two `organizations¿ as they went through a process of merger. Using Henri Lefebvre¿s theories of place and space read through a postmodernist lens to interrogate the data, we discovered amongst staff theories of the organization as place, arising out of the material territory in which they worked. Amongst managers and those whom we call directors/chief executives there was a contrasting theory of organization as space, based upon a sense of an immaterial space occupied by a metaphysical organization. Rather than finding a dualistic distinction between organization and agents, we found the organization and organizational members collapsed in upon each other, with managerial identities fused with and inseparable from that of `the organization¿; chief executives requiring the existence of an impossible organization that could exist only in their minds; and non-managerial employees refusing to identify anything called `an organization¿.

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This thesis investigates the use of ideas and insights from the new sciences of chaos and complexity in organisations, especially in organisational change interventions. It contends that organisations are still dominated by approaches derived from classical, traditional science and that these are no longer very helpful. Newer approaches to organisational life are emerging, including the learning organisation, and these offer innovative ways forward. Other more radical ideas are also emerging from understandings derived from the new sciences. It uses a detailed case study of the Open University to explore the use of a range of change theories in introducing change into a complex, complicated, traditional organisation. The change process studied used ideas drawn from modern notions of strategic change but also some ideas available in the literature which draws on insights from the new sciences. Stacey's (1992, 1993, 1996) work particularly his 9 point complexity theory of organisation (1996) is used to provide a theoretical framework. This thesis concludes that the new sciences offer an effective and innovative way of introducing organisational change and offers a transition model of strategy which may serve as an enabling bridge between classical notions of change and a new sciences approach. It supports and builds upon Stacey's work by showing the benefits of using of self organising principles, especially self organising teams, as part of a strategic change intervention. Further it adds to the ideas on the human dynamics of change, suggests ways in which to introduce such a strategic change process and offers an additional interpretation of the development of teams in organisations.

The purpose of this study is to explore understandings of leadership and creativity and how they are seen to connect in particular arts organisations located in Adelaide. Creativity and artistic practice are generally agreed as being at the core of an arts organisation's mission. The subjects of the study are arts organisations in receipt of government subsidy. Given changes to the environment for subsidised arts organisations, particularly over the past decade, the study explores the possible impact of differing expectations of the leadership role of arts organisations and the possible impact on the organisation's creativity.