Keywords
Awards & distinctions
- 2012 Best Paper Award, Academy of Management
Team
Transformation du secteur de la santé, valeurs en santé, parcours ville-hôpital
Biography
Frédéric Kletz is a researcher whose work lies at the intersection of management science, health system organization, and innovation in hospitals. His research analyzes the organizational dynamics and structural transformations of healthcare institutions, particularly as a result of public sector reforms and management tools derived from new public management. He also explores issues related to the integration of digital technologies—such as digital pathology and artificial intelligence—into medical practices, assessing their impact on diagnostic processes and professional interactions. A significant portion of his work focuses on the patient’s role in the care continuum, examining the ways in which patients are involved in co-constructing treatment pathways and the organizational conditions that foster this participation. His analyses draw on qualitative methodologies, combining case studies, intervention research, and comparative approaches, to shed light on the tensions between standardization and personalized care, as well as the challenges of disseminating innovations within a restrictive regulatory context.
Publication(s)
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2026
The Digital Lab: Practical digital workflow and integration of AI for routine in pathology, through the example of prostate cancer; [Laboratoire numérique : workflow digital en pratique et intégration de l’IA en pathologie de routine, à travers l’exemple de la prostate] DOI : 10.1016/j.annpat.2026.01.011
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2025
Et Dieu créa la Terre… et Riveline énonça « le coût d’un bien n’existe pas »
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2025
La transformation numérique de l’hôpital: comment collaborer avec les start-ups?: Le cas de la mise en place d’une activité de télésurveillance comme mise en dispositif organisationnel
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2025
Les pratiques prudentielles des coordonnateurs en santé face à l’incertitude : proposition de typologie et enjeux professionnels associés.
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2025
La justice organisationnelle passe-t-elle par la justesse de son instrumentation ? L’exemple de la répartition des ressources médicales au sein d’un département hospitalo-universitaire d’anesthésie-réanimation-médecine périopératoire pilotée par un calcul d’effectif.
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2024
Operating Room Organization and Methodology of Surgical Activity Regulation DOI : 10.1001/jamasurg.2023.8100
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2024
Comprendre et agir : les organisations de santé sous le scalpel de la recherche-intervention,
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2024
Quelle inscription dans la durée pour les collaborations intersectorielles (CIS) nées pendant la crise Covid ? Propositions à partir d’une étude exploratoire,
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2023
The Patient as an Actor in His Care Pathway: Insights From the French Case DOI : 10.1177/11786329231196029
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2023
Interaction Between Regulation and Organization: The Case of the Hospital System
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2023
Le gouvernement de la santé à l’ère de l’audit : ce que nous enseigne l’étude de la certification des comptes sur la régulation hospitalière,
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2023
L’émergence d’une nouvelle figure de coordonnateur d’innovations dans le champ sanitaire: le chef de projet e-parcours.
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2022
L’intégration des enjeux de la logique de parcours dans les politiques publiques en santé: une lecture au prisme des régimes de gouvernementalité.
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2022
Le regroupement des hôpitaux publics : l’action publique en régime d’apprentissage
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2022
La coordination: d’une fonction à un métier ? Le cas des coordonnateurs dédiés en santé.
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2022
Restructurer une activité hospitalière en adoptant une technologie numérique : enjeux d’attractivité et de refonte des métiers,
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2021
Transforming French Health System by Local Innovation: How to Ensure the Replicability of an Innovative Project?; [Innover localement pour transformer le système de santé: comment s’assurer de la réplicabilité d’un projet innovant ?] DOI : 10.3917/inno.pr2.0107
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2021
Comprendre la dynamique et les enjeux de coordination des parcours de santé: proposition d’un cadre d’analyse à partir des phénomènes de rupture.
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2020
Accès aux soins et territoires : comment articuler action collective locale et action publique ?.
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2019
Innovation with the Patient: A Renewal by Organizational Design; [L'innovation avec le patient: Un renouvellement par le design organisationnel] DOI : 10.3917/inno.pr2.0069
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2018
The French health care funding system for research and innovation in oncology; [Place des missions d'intérêt général (MIG) relatives à la recherche et à l'innovation dans le financement des établissements de santé en cancérologie] DOI : 10.1016/j.bulcan.2018.03.006
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2016
When the management of nurse absenteeism becomes a cause of absenteeism: A study based on a comparison of two health care facilities DOI : 10.1111/jonm.12262
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2016
Stratégie territoriale, coopération, outils de gestion : le big bang des big data,
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2015
Analysis of hospital outpatient care of a rare disease: Cystic fibrosis; [Analyse de la prise en charge hospitalière ambulatoire de la mucoviscidose] DOI : 10.3917/spub.153.0363
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2015
Audience participation in cultural projects: Bringing the organization back in
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2015
Gouvernance et développement des réseaux de santé. Le cas de la télétransmission en électroencéphalographie
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2014
New public management and the professions within cultural organizations: One hybridization may hide another DOI : 10.1177/0020852313512580
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2014
La tectonique des pôles
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2013
Santé au travail et travail en santé. La performance des établissements de santé face à l’absentéisme et au bien-être des personnels soignants
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2012
Les outils de gestion dans les organisations culturelles : de la critique artiste au management de la création
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2012
Réformes de l’hôpital, crise à l’hôpital : une étude des liens entre réformes hospitalières et absentéisme des personnels soignants,
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2008
From position to profession: Are managerial staff better acknowledged as a result?; [Du statut au métier l'encadrement y gagne-t-il en reconnaissance?] DOI : 10.3917/rfap.128.0689
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2008
Du statut au métier : l'encadrement y gagne-t-il en reconnaissance ? Analyse d'une démarche de modernisation de la GRH publique,
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2006
Analyser une politique publique par le biais des métiers : le cas de la politique des publics dans le secteur culturel
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2006
Connaissance, reconnaissance et identité des métiers. Un nouvel outil de GRH au chevet des métiers de la médiation culturelle ?,
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2002
Taking decisions on new curricula in french universities : do disciplinary criteria still prevail ?,
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2001
Savoir actif et changement dans les organisations : l’introduction du PMSI réforme-t-elle le pilotage du système hospitalier ?,
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1999
Renouveler le rôle de la tutelle par une nouvelle instrumentation de gestion : le cas des grandes écoles de fonctionnaires
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1998
Economic evaluation of hematopoietic growth factor using French DRG data; [Utilisation du PMSI pour l'evaluation economique des facteurs de croissance hematopoietiques]
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1996
Des métiers face au public
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1996
Pilotage d’établissements scolaires : évaluation et auto-évaluation,
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1993
Buffon dans l'entreprise
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1990
La médiation introuvable ou la gestion d'une activité Face Public,
Projects
- Dynamique de transformation du secteur de la santé Lead Investigator
- L'impact organisationnel des technologies de santé (DM,...) Lead Investigator
- Financement du secteur hospitalier, enjeux, outils et effets
- Organisation des activités culturelles, médiation culturelle, valeurs de l'art Lead Investigator
Teaching
General Accounting
The objective of this course is to help students better understand the accounting and economic logic of businesses, as well as key accounting concepts (financial results, share capital, depreciation and provision mechanisms, self-financing, etc.), in order to prepare them for future interactions with various stakeholders in the business world (bankers, shareholders, etc.), and to raise their awareness of how these stakeholders use this information, as well as its limitations (accounting conventions, fictitious cash flows, etc.). Classes will be organized into half-day sessions of 3 hours, consisting primarily of practical sessions during which students will complete applied exercises designed to explore the key concepts of this course.
Accounting VS
Elective Course Period (October and January)
General Accounting II
Accounting Issues. Review of General Accounting—Reading a Balance Sheet and an Income Statement. The Concept of Cash Flow from Operations Discussion of the concept of provisions and the value provided by the accounting profit. What kind of performance does it reflect? Introduction to other ways of interpreting accounting results: environmental accounting Reading a universal registration report Discussion of corporate value (using the example of a merger or acquisition) Possibly, the basics of cost accounting.
Cost Assessment
Challenges in Cost Estimation: Credit, Intermediate Consumption, and Durable Goods. Costs in Accounting. The cost of durable goods. Costs and stakeholder perspectives General definition of costs. Integrating cost calculation into an organizational context Practical examples.
Testimonials
Testimonials from stakeholders on management, management tools, and business models • union representative • social and solidarity economy (SSE) stakeholder • environmental transition stakeholder • corporate law expert • executive of a mission-driven company • reading of a universal registration document
Healthcare Management
The ES program is primarily based on meetings with stakeholders in the healthcare sector and those leading its transformation and reorganization. They share their firsthand experiences or expertise on ongoing transformations: directors of ARS (Regional Hospitalization Agencies), hospital administrators, startup founders, patient advocacy groups, medical innovation leaders, and others. Whenever possible, on-site visits are prioritized (visits to an emergency medical service [SAMU], an outpatient surgery unit, or a health center for migrants, etc.). Each year, a specific focus is given to the entire module, such as for example, the role of digital technology and new technologies in the sector’s transformation, the integration of sustainable development principles into the hospital sector, approaches to reforming the sector, ongoing developments to better manage care pathways, or the issue of system financing and its sustainability.
The Value of Art
• The Values of Art: Intrinsic Value of a Work of Art, Commercial Value, Cultural and Historical Value, The Power of Works of Art • The Artist: The status of the artist and their works; artists’ committees as guardians of a work’s integrity: o The works of Signac o The works of Picasso • The Challenges of Expertise o Authentication of works o The Importance of Catalogs Raisonné • Factors Influencing Valuation and Market Mechanisms o Private Sales and Auctions: The Example of Impressionist and Modern Art at Christie’s • The Collector o What Is the Value of Artworks to a Collector? o The value of art within an estate • The curator o How is the museum value of a work of art determined? o What are the mechanisms for showcasing works and collections? • Restoration and handling of works of art o The restorer assesses the state of preservation of a work of art. o How does the restorer bring works of art to life? What tools are at their disposal? • Looting and its consequences o The history of the painting’s provenance
Scientific Management/Business Organization and Performance (GS/OPE) track
Organization of Group Activities for the 2nd and 3rd Years All elective activities, which take place during the 2nd year and at the beginning of the 3rd year over approximately six weeks, are designed to prepare students for their 3rd-year elective project. In the second year, the elective offers an introduction to management, based primarily on two activities: a business simulation (3.5 days), providing hands-on experience with the major functions of a business and the process of making strategic decisions, an exercise focusing on the history of management ideas and practices (5 days), which, among other things, allows students to assess the contribution of mathematical tools to understanding and mastering how businesses operate. At the beginning of the third year, during a one-month intensive block, this training is expanded upon through various modules designed to introduce students to the different tools and methods in the field of study and to make them aware of the conditions under which these are applied in organizations. During this time, students interact with practitioners and researchers. These modules focus on the following topics: industrial safety management, human resources management, business financing and development, and corporate governance. This program is supplemented by a multi-day industrial field trip focused on a cross-cutting theme (e.g., parent-subsidiary relationships; subcontracting management centered on a major client in a specific employment region; innovation and business networks; offshore policies for IT services; etc.). The Elective Project The elective project, conducted in pairs, takes up the entire time allocated to the elective in the third year, beginning in late October. The topics can be very varied (see examples below) and cover diverse settings (businesses, but also hospitals, museums, local governments, etc.). The question posed always corresponds to a real challenge faced by the managers of the host organization. Students are encouraged to analyze the problem—and even reframe it—as well as to propose solutions and attempt to implement them in practice. Students receive very close supervision from the elective’s instructors, who meet with them for about two hours per week. This approach stems from the observation that theoretical instruction provides only limited insight into the realities of business life, whereas the accounts of the experiences students in the program have had in their field of study offer numerous opportunities for educational enrichment.
Engineering and Health Research (Research Quarter)
Option Santé et vivant
Management de la transformation des secteurs du sanitaire et du social (MT3S)
PhD supervision
- 2026 Health third-place in health and prevention: digital and collaboration with startups as a lever for transforming hospitals towards prevention BOHÉLAY Line
- 2022 Transforming the healthcare system through digital technology? An approach to hospital telehealth through the implementation of systems GAIDA Myriam
- 2020 Structure the internal governance of the public hospital RAMALHO VALE CAVALCANTE Rafael
- 2018 Healthcare system mutations and care pathway logic: challenges of complexity, coordination, and public action AUBERT Isabelle
- 2016 Changing perspective to rethink public action differently? The case of medical deserts through the lens of care pathways GIUSTI Igor
- 2016 Le rôle des acteurs externes dans la gestion du changement : le cas de l’univers hospitalier BALY Olivvier
- 2014 Regrouper pour mieux gouverner ? Le cas des hôpitaux publics français CAZIN Léo
- 2008 La managérialisation des musées : une analyse par les régimes de signification COBLENCE Emmanuel
- 2006 L’institutionnalisation des espaces artistiques déterritorialisés : De la construction des nouveaux modes de l’art à la transformation des modes d’action publique AUBOUIN Nicolas
- Les droits culturels L. Boisard Le Coat