Michel Crozier and the study of complex bureaucratic organizations: Towards the development of French strategic analysis

Un système bureaucmtique d'organisation n'est pas seulement un système qui ne se corrige pas en fonction de ses erreurs, mais c'est aussi un système trop rigide pour s'adapter sans crise aux transformations que I'évolution accélérée des sociétes industrielles rend de plus en plus fréquemment impératives.*     

The Impact of European Integration on Private Law: Reductionist Perceptions, True Conflicts and a New Constitutional Perspective

If private law is defined simply as a matter of core areas such as substantive contract, torts, property or family law, it may be doubted whether European law has significantly affected national private law systems; or conversely, whether national private law is relevant to European integration. However, this paper argues that such conclusions are misleading: while there have been very few European interventions into the core areas of civil codes or the common law, the integration process has impacted forcefully upon deeper structures of national legal systems. Challenging the institutional embeddedness of national private law, European primary and regulatory law has remodelled (public) concepts of private autonomy, the realm of private governance and the social responsibility of private actors. How then to present and evaluate this indirect impact? Drawing upon concrete examples, this paper seeks first to understand this European challenge to the interdependence of national private law, borrowing from political science's analytical tool of multi-level governance to highlight the complex interrelations between European rights and regulatory law and national private law; and secondly attempts actively to assess the legitimacy of the impact of integration upon private law with the aid of the explicitly normative theory of deliberative supranationalism. However, precisely because Europe remains in a state of flux, and dependent upon contingent political processes, no final conclusions are drawn: as is the case with so many areas subject to integrationist logic, the contours of the ‘new European private law’ cannot be laid down in advance, and are instead a long and weary matter of cooperation and fine-tuning between national and European judiciaries.     

Technology licensing contracts features and diversity

Given the nature of knowledge and characteristics of the intellectual property rights system, technological transactions tend to be governed by contracts that are costly and not highly profitable. This explains why there are so few technology licensing agreements. However, in some situations, private and specific institutions tend to enable property rights to be more precise, knowledge transfers to be easier, and technology licensing agreements to be less complex to design and to run. This explains why there is a concentration of technology licensing agreements in some industries and in some relational situations. These shed light on the design of firms’ strategies to valorize intellectual assets and of public policies to stimulate innovation and diffusion.     

Is Leadership in the Eye of the Beholder? A Study of Intended and Perceived Leadership Practices and Organizational Performance

Leadership is a matter of both intentions and perceptions, which do not necessarily always match. Because employees’ motivation and commitment are only affected by leadership if they notice it, employee‐perceived leadership is expected to have a stronger correlation with organizational performance than leader‐intended leadership. This expectation is tested for transformational and transactional leadership, as both types of practices are expected to increase performance. Using a sample of 1,621 teachers and 79 Danish high school principals, the authors find that leader‐intended and employee‐perceived transformational and transactional leadership are only weakly correlated and that only employee‐perceived leadership practices (both transformational and transactional) are significantly related to objectively measured school performance. The results show that it is important to distinguish between intended and perceived leadership and that leaders should be aware of how their practices are perceived.