inertie institutionnelle – English Translation – Keybot Dictionary

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  www.oecd.org  
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Le rapport de l’OCDE note toutefois que le système d’innovation russe demeure pénalisé par plusieurs facteurs, notamment un très faible niveau d’activité de R D et d’innovation dans les entreprises, le manque de concurrence ainsi que la prévalence de la corruption, et la faiblesse des infrastructures et de la réglementation. De plus, les initiatives de réforme se heurtent souvent à la résistance active de groupes d’intérêts bien établis ou à l’inertie institutionnelle.
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But, the report says, Russia’s innovation system continues to be undermined by several factors, including very low levels of R&D and innovation activities in firms, a lack of competition and high levels of corruption, and weak infrastructures and regulations. Efforts to reform are also often frustrated by active resistance from established groups or institutional inertia.
  scc.lexum.org  
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76. Au cours du processus de négociation collective, l'employeur adopte nombre de politiques sans motif inavoué, mais également dans un état d'esprit «neutre». Il arrive fréquemment que les politiques instituées par l'employeur en réaction à des pressions externes, comme les négociations collectives, persistent du fait d'une «inertie institutionnelle».
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76.              Many policies are adopted by employers in the collective bargaining process without an ulterior motive, but also with a "neutral" state of mind on the part of the employer.  Often policies of employers instituted as a result of reaction to outside pressures, such as collective bargaining, persist as the result of "institutional inertia."  The Board's interpretation of the subjective test would make it impossible for any of these policies to be justified subsequently as a bona fide occupational requirement, even where there is objective justification for such a policy.  In certain cases, such as the present case, such a consequence would be to the prejudice of hard-won protections negotiated by the employees for their collective benefit.  The Board has transformed the straight forward requirement that an employer may not have a discriminatory motive and has given McIntyre J.'s formulation of this concept in Etobicoke a life far beyond what was intended or is necessary.
  parl.gc.ca  
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Mis à part l'inertie institutionnelle — ce sera très laborieux l'année où le changement sera fait, mais les choses iront mieux par la suite —, y a-t-il des désavantages à modifier la date du dépôt du budget?
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We've had some discussion about changing the time of the budget to the fall. There's, I think, agreement this would be a good thing, in the sense of better aligning the timing of the estimates and the budget, and that strikes me as important. However, it's been like this for a hundred years or more, and that's never happened. I'm sure we're not the first to come up with this argument, so apart from institutional inertia—it'll be a pain one year to make the change, but from then on it will be better—are there any arguments against such a change in the date of the budget?
  csc.lexum.org  
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76. Au cours du processus de négociation collective, l'employeur adopte nombre de politiques sans motif inavoué, mais également dans un état d'esprit «neutre». Il arrive fréquemment que les politiques instituées par l'employeur en réaction à des pressions externes, comme les négociations collectives, persistent du fait d'une «inertie institutionnelle».
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76.              Many policies are adopted by employers in the collective bargaining process without an ulterior motive, but also with a "neutral" state of mind on the part of the employer.  Often policies of employers instituted as a result of reaction to outside pressures, such as collective bargaining, persist as the result of "institutional inertia."  The Board's interpretation of the subjective test would make it impossible for any of these policies to be justified subsequently as a bona fide occupational requirement, even where there is objective justification for such a policy.  In certain cases, such as the present case, such a consequence would be to the prejudice of hard-won protections negotiated by the employees for their collective benefit.  The Board has transformed the straight forward requirement that an employer may not have a discriminatory motive and has given McIntyre J.'s formulation of this concept in Etobicoke a life far beyond what was intended or is necessary.
  5 Hits www.journal.forces.gc.ca  
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C’est un processus cyclique qui exige une nouvelle mentalité et une nouvelle culture. C’est pourquoi un organisme comme l’ACT peut servir de catalyseur, puisque c’est une caractéristique bien connue de la gestion du changement qu’elle est contrecarrée par l’inertie institutionnelle.
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For decades, the management of change has provided business professionals with controversial subject matter to explore and debate. The 1990s were especially rife with articles and books touting the opportunities and pitfalls associated with ‘change management’, ‘continuous improvement’, and ‘re-engineering’ — three of a host of buzzwords developed by the gurus. To cope with change, many organizations created temporary staff divisions that were intended to remain in existence only as long as the march towards an ‘end-state’ continued. Today, however, it is acknowledged that change may not be a march towards an end state at all, but instead may be a perpetual state of affairs. So the next step in the transformation of ‘change management’ would seem to be the creation of specific organizations whose mandate is to manage change, and, further, to promote innovation, experimentation and lateral thinking. Change has gone from being a negative activity that needed to be managed to a positive one that should be promoted and encouraged.
  www.nato.int  
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Admettre qu'elles doivent désormais constituer le principe organisateur de l'Alliance s'avère toutefois difficile en raison de l'inertie institutionnelle et de la crainte que cela affaiblirait encore le tissu déjà fragilisé de l'OTAN.
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The reasons for this disconnect between reality and ideology do not primarily lie in blindness to the new challenges. After all, stabilisation operations are today widely recognised as NATO's chief concerns. Yet to admit that they must now be NATO's organising principle is made difficult both by institutional inertia and the worry that to do so would further weaken the already strained fabric of the Alliance. There is fear that a division of labour between military "stabilisers" and "fighters" would undermine Alliance cohesion and lead to a two-tier organisation in which some countries would only do one, not both. Moreover, in this way, nations would be able to renege on their commitments to the higher end of military engagements in favour of what are supposedly cheaper stabilisation tasks. Two-tier forces would soon produce a two-tier mindset. The gap between European and US levels of military preparedness would widen still further.