Le budget participatif : analyse des facteurs organisationnels de l’effectivité d’un dispositif à la mode

This research examines the organizational and managerial effects of the implementation of participatory budgeting (BP), a rapidly developing mechanism in local governments. A qualitative study of two BP initiatives reveals the perception of several effects at the decision-making and political level, as well as the operational level. The mechanism reshapes public decision-making processes (balance of power, political priorities...), work organization, and managerial practices (transversality, spaces for co-creation/co-production, new tools...). Several barriers and/or enablers to the democratic effectiveness of BP are identified (coordination, work overload, need for support in acquiring new skills...). Without causing radical change, PB generates significant organizational and managerial adjustments, interesting to interpret in the context of better public value management (PVM).