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Faith in Empire is an innovative exploration of French colonial rule in West Africa, conducted through the prism of religion and religious policy. Elizabeth Foster examines the relationships among French Catholic missionaries, colonial administrators, and Muslim, animist, and Christian Africans in colonial Senegal between 1880 and 1940. In doing so she illuminates the nature of the relationship between the French Third Republic and its colonies, reveals competing French visions of how to approach Africans, and demonstrates how disparate groups of French and African actors, many of whom were unconnected with the colonial state, shaped French colonial rule. Among other topics, the book provides historical perspective on current French controversies over the place of Islam in the Fifth Republic by exploring how Third Republic officials wrestled with whether to apply the legal separation of church and state to West African Muslims.

The introduction situates the book in the broader historiography of French empire and missionary studies. It introduces the key French and African actors and power brokers in colonial Senegal and explains the structure of French colonial rule in the colony. It emphasizes the importance of local power dynamics on the ground, rather than metropolitan ideology or high level colonial policy in the establishment and governance of empire.

Cette étude met en perspective la culture managériale et les normes éthiques dans les Big Four afin de voir en quoi la culture managériale rend possible ou, au contraire, difficile l’application de l’éthique définie par ces cabinets. Les résultats d’une analyse thématique de trente-huit entretiens semi-directifs menés auprès d’anciens et actuels collaborateurs des établissements français des Big Four révèlent comment certaines caractéristiques de la culture managériale – l’uniformisation, la communication, le chiffre, la compétition statutaire, l’esprit de cour – peuvent interférer avec la mise en œuvre des normes éthiques affichées par ces cabinets : la qualité du service au client, l’esprit d’équipe, le développement professionnel, l’accomplissement individuel. Ces interactions conduisent à des dilemmes que cette étude entend préciser. Ethical norms and managerial culture : which interactions ? The case of Big Four This study compares managerial culture and ethical norms to see how managerial culture in the Big Four makes possible or difficult the enforcement of ethical standards. The results of a thematic analysis of thirty-eight semi-structured interviews with current and former employees of the Big Four show how certain characteristics of the managerial culture in the Big Four – standardization, communication, quantitative objectives, competition between employees, “court” spirit – can interfere with the implementation of ethical norms : quality of service, team spirit, professional development, individual achievement. These interactions lead to dilemmas that this study aims to clarify.