Factors constraining the appropriation of management instruments in Moroccan public establishments

Résumé

Public sector reform, inspired by the major principles of New Public Management, places performance at the heart of public action, and is increasingly leading public organizations to adopt management measures and instruments like those used in the private sector to make organizations and their players more accountable. Indeed, the worldwide spread of management instruments can be explained by neo- institutional theory (DiMaggio and Powell, 1983).

The adoption of these management instruments by Moroccan public organizations has been by mimicry. These organizations have difficulty integrating these instruments, which require appropriation to an environment characterized by "resistance to change". In this research work, we believe that if there are difficulties in the appropriation of these management instruments by Moroccan public organizations, more particularly public establishments, they could be caused by several factors, namely cultural differences between the instruments, which interweave organizational values that belong to the practices of the countries in which they were developed, and the organizational culture into which they will be grafted, political and regulatory pressures, …etc.

The aim of this research is to inventory all the factors constraining the appropriation of management instruments in the Moroccan public sector establishments and to propose a conceptual model that integrates these factors.