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Entreprises publiques --- Innovation --- Cadres (personnel) --- Politique économique

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Public organisations have endured various politically imposed changes; such turbulency can influence the functioning of organisations. It is however remarkable that academics in public administration do not examine such changes, while academics in management studies plea for a historic turn. In public administration studies, changes are only considered for starting or ending events or explain survival. This thesis argues that the accumulation of changes must be examined in order to comprehend the possible impact on organisations. In particular, this dissertation examines if there is a link between history and autonomy. After defining how history and autonomy are perceived in this research, the theoretical framework is illustrated. To support the idea of a link between history and autonomy, this dissertation is based on theories of external legitimacy, organisational memory and legacies, and historical institutionalism. The analysis is performed using a quantitative approach, as well as the BSAD, for the data concerning history, and COBRA database for the data regarding autonomy. The regression analysis demonstrates how changes have a negative impact on personnel autonomy, while financial autonomy appears immune to changes. The conclusion emphasises the academic and practical added value of the research results and provides suggestions for future research.