Bibliographic record
Abstract
Our work is about local and public organizations. More precisely, we are interested in metropolitan organizations. These are public establishments with metropolitan strategic responsibilities such as the development and management of an institutionalized territory. Thence, our metropolitan public organisations are also recognized authorities. We present them as complex organizations, evolving in complex environments. The discussion is oriented towards the paradoxical nature of these organizations. A paradox implies the presence of contradictory and mutually exclusive elements, which operate concurrently (Cameron, Quinn, 1988). It corresponds to a situation where something is the actor and the arena of its action at the same time (Barel, 1989). All paradoxes are a consequence of contradictions and all create situations where a choice is forbidden 1. In addition, paradoxes have a relativist nature, an interactive dimension and they follow a dialectic rule (Seltzner, 1986, Ford, Backoff, 1988). Paradoxes suffuse the lives of metropolitan organizations. For instance, they lack complete authority to manage their territory, that is, they must exercise their attributions and legal competencies without the means of control and coercion on their stakeholders. The hardships of choice are such that: they do not choose the territory to manage, their competencies, or their status. While an organization can delimitate strategic intentions, their implementation is not a legal obligation and, above all, it depends significantly on stakeholders and its close environment. In brief, metropolitan organizations have some decisional and organizational capacities, but they are intrinsically dependant and strongly constrained by their environment. As a consequence, the metropolitan management is set at the crossroad of context and strategic intent, or of determinism and voluntarism. However, metropolitan organizations can resolve the paradoxes of their initial situation, thanks to a paradoxical management style. Thus, our aim is to explore the particular case of public organizations with two intentions. First, we want to demonstrate that these organizations experience a situation of paradoxical management. Also, we want to grasp what are the management tools of these organizations. Understanding the modalities of the management of paradoxes is our second goal.
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How this classification was reachedexpand
Full frame distilled prediction
Teacher imitationNot calibrated prevalence, not ground truth. Human validation pending. Learned from the 10,348 direct Codex labels and 10,348 direct Gemma labels. Candidate is the union of thresholded teacher heads; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels or direct frontier model labels.
Codex and Gemma teacher scores by category
| Category | Codex | Gemma |
|---|---|---|
| Metaresearch | 0.019 | 0.003 |
| Meta-epidemiology (narrow) | 0.000 | 0.000 |
| Meta-epidemiology (broad) | 0.000 | 0.000 |
| Bibliometrics | 0.000 | 0.003 |
| Science and technology studies | 0.002 | 0.002 |
| Scholarly communication | 0.001 | 0.000 |
| Open science | 0.003 | 0.001 |
| Research integrity | 0.000 | 0.001 |
| Insufficient payload (model declined to judge) | 0.001 | 0.000 |
Machine scores (provisional)
The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.
Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.
score_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from itClassification
machine, unvalidatedMachine predicted; a candidate call from one teacher head, not a consensus.
How this classification was reached, model by model and score by score, is at the end of the page under "How this classification was reached".