000			01598cam a2200217 4500500
005			20250112061831.0
041			_afre
042			_adc
100	1	0	_aCoblence, Emmanuel _eauthor
700	1	0	_a Vivant, Elsa _eauthor
245	0	0	_aCan design become a part of the state administration? Three paths for the institutionalization of public innovation
260			_c2017.
500			_a66
520			_aThis article explores the institutionalization process—through a specific organizational setting—of public policy design. Our analysis is based on the empirical study of three apparatuses of public innovation at three different administrative scales in France (national state, region, department). Beyond similar characteristics of emergence, we show that the anchoring, development, and legitimacy of these IOTs (Innovation-Oriented Teams) largely depend on organizational tactics. Above all, their institutionalization relies on a process of “metabolization” of design methods that is specific to each IOT and that allows them to enroll key actors such as elected representatives and managers. We conclude by highlighting the pragmatic and careful aspects of their strategy—and their plastic approach to design—that enables them to move forward to a hybridization of public bureaucracies.
690			_aInstitutionalization
690			_apublic innovation
690			_adesign
690			_alaboratory
786	0		_nSciences du Design | o 5 | 1 | 2017-05-19 | p. 52-68 | 2428-3711
856	4	1	_uhttps://shs.cairn.info/journal-sciences-du-design-2017-1-page-52?lang=en
999			_c228373 _d228373