Patent Related Indicators for Assessing Knowledge-Generating Institutions: Towards a Contextualised Approach

This contribution aims at examining the extent to which patent related indicators are relevant for shedding light on the notion of excellence within knowledge-generating institutions. Traditionally, excellence has been looked upon as the ability to create interesting and valuable new scientific concepts, theories and data. From such a perspective, scientific excellence can be assessed through scientometric measures of publication output and impact. The recent interest in the entrepreneurial phenomenon within knowledge-generating institutes justifies efforts to examine the relevancy of broadening the set of indicators used to assess such institutions into the direction of entrepreneurial excellence. In this paper we will examine the relevancy of using patent data in order to delineate such additional, more entrepreneurial oriented, indicators. The arguments and findings presented in this respect will lead us to a plea for the use of these indicators in a contextualized manner.     

Minority Political Inclusion in Mikheil Saakashvili's Georgia

Georgia's Rose Revolution promised sweeping economic and political reforms, designed in part to enhance the livelihoods of ethnic and religious minority populations. The Rose events, however, occurred concomitantly with a surge in ethnic unrest. This article examines this paradox, arguing that the three major policy goals of the Saakashvili regime: the devolution of power to minorities, anti-corruption reform and state capacity building, have resulted in contradictory policy outcomes that have disproportionately hurt ethnic and religious minority enclaves.     

The reciprocal dynamics of organizing and sense‐making in the implementation of major public‐sector reforms

Abstract: Drawing on a longitudinal study from the early years of implementation of health‐care networks in Quebec, this article describes how public‐sector managers deal with complex challenges when both organizational structures and organizational strategies are radically transformed simultaneously. The new organizations studied had to completely re‐shuffle roles and responsibilities of their management teams while making sense of their new mandate of developing a population‐focused approach to health problems – all the time maintaining day‐to‐day operations. The four health‐care networks studied proceeded somewhat differently to meet these reciprocal challenges. The study reveals the importance of balancing organizing initiatives (focused on structures) with “sense‐making” initiatives (focused on strategies), of developing capacities for sense‐making through the creation of key “sense‐maker/sense‐giver” positions whose occupants are able to ensure that conceptual activities engage people working at different levels, even as organizational structures are in flux, and of mobilizing external constraints and influences as opportunities and resources in sense‐making and organizing. Sommaire : Se fondant sur une étude longitudinale des premières années de la mise en œuvre des réseaux de soins de santé au Québec, cet article décrit la manière dont les gestionnaires du secteur public font face à des défis complexes, alors que les structures et les stratégies organisationnelles sont radicalement transformées simultanément. Les nouveaux organismes étudiés ont dû complètement remanier les rôles et les responsabilités de leurs équipes de gestion et comprendre leur nouveau mandat d'élaborer une approche axée sur la population pour ce qui est des problèmes de santé, tout en maintenant leurs activités au jour le jour. Les quatre réseaux de soins de santéétudiés ont travailléà relever ces défis réciproques d'une manière assez différente. L'étude révèle l'importance de trouver un équilibre entre les initiatives consistant à organiser (axées sur les structures) et les initiatives consistant à interpréter les faits (axées sur les stratégies) ; de perfectionner les capacités à interpréter les faits grâce à la création de postes clés d'«interpréteurs de faits», dont les titulaires veilleraient à ce que des activités conceptuelles fassent intervenir les gens travaillant à différents niveaux même lorsque les structures organisationnelles fluctuent continuellement; et enfin de tirer parti des contraintes et influences externes comme autant d'occasions et de ressources pour interpréter et organiser les faits.