Calculability as politics in the construction of markets: the case of socially responsible investment in France

This paper examines some of the processes by which power constitutes calculability and, in so doing, shapes the construction of markets. We combine insights from performativity studies about calculability with Lukes’ ‘radical view of power’ to investigate how multiple facets of power are mobilized to influence the creation and activities of calculative agencies in the process of market construction. An in-depth longitudinal study of the French socially responsible investment market shows how organizations acting as calculative agencies become sites of power through calculability. We identify how power is exercised over, through and against these calculative agencies by a variety of actors in order to build their position in the socially responsible investment market. Our results complement the broader question of the ‘government of economic life’ by showing how micro-level power games interact with the macro-politics of market building through calculative agencies. In so doing, our paper sheds light on neglected aspects of the changing geopolitics of calculative power in market construction and suggests approaching ‘calculability as politics’ when studying the construction of markets

Implementing managerial innovations: Lessons from two case studies

Objectives: To address the challenges of implementing managerial innovations in hospitals. Setting: Two mid-size French public hospitals. Methods: Longitudinal case studies. Results: In the two cases presented, managerial innovations (new financial dashboards) were considered central by both clinicians and management to adapt to recent institutional changes and increased economic pressures. However, these innovations failed to support the change processes as initially expected, even though actors did grow accustomed to new approaches, roles, and modes of reasoning in the process. Conclusion: When implemented in a specific organisational context, management tools interact strongly with the environment, therefore creating local situations that depend both on the tools and the sociotechnical context. In practice, the tools' actual functions may be richer than merely that of a control or decision support. Therefore, some key points need to be addressed by managers to better support the process at work when implementing innovations. � 2015 MA Healthcare Ltd