“Natural” risks and catastrophes appeared in the international arena in the early 1990s. A real « world » of “natural” catastrophes has emerged internationally and has become more and more institutionalized. This study raises questions such as: how has this space been built? How do actors legitimize its necessity? What does it tell us about the way the contemporary world manages fears globally? A diachronic approach of this double process of internationalization and institutionalization allows the author to situate the phenomenon in the historical and global context, and notably of a context of transformation of the notion of security. The sociological analysis of the main multilateral organizations that contribute to forming this space invites us to apprehend the various lines of tension that cross over, and to foresee its complexity. Despite the many attempts to make this space appear as a “community” of sense and practices, strong disparities characterize the actors’ approaches.

Facing a very complex environment with many economical, geopolitical and climate uncertainties and risks, National and International Oil Companies have been looking for a more rationale organizational structure to hold out against competition. This is the problem Pemex – the Mexican National Oil Company - which is third-ranked in world oil production, has been facing with. The reform process is not easy: it implies changes to the Constitution. With the recent democratization of the political regime, none of the major political parties alone is dominant in the Congress and has the capacity to push through such changes. Since the beginning of the nineties, the teams who governed Pemex tried to reply the following questions: Which kind of organizational mechanisms would allow Pemex to conserve its condition as a National Company and, in the same time, to be managed with the private sector principles and criteria? More concretely, is it possible to stimulate a market context inside a state monopoly without modifying the text of the Constitution? How can a new labor culture be created when the very influential Oil Trade Union has been maintaining a corporatist logic of the ancien régime? How to introduce criteria for corporate social responsibility when secrecy has been part of the traditions in the management of the company? What kind of evaluation is it possible to make nowadays about the reforms those managers offered?

The study of the population movements caused by the major Chinese hydraulic projects reveals the true extent of the change which has come about in relations between the State and society in China. The construction of the Three Gorges dam – which led to considerable controversy both within China and beyond – is a prime case in point. As well as its social consequences, this infrastructure project has ramifications in the political, economic and legal domains, notably because of the forced migrations which it has entailed. The manner in which this question has been managed – both by central government, which planned the project, and by the provincial governments, which had to manage time constraints and financial and human resources at first hand – illustrates the extent to which the country has moved away from the authoritarian approach which had currency under the rule of Chairman Mao. The study of the project provides insights into the manner in which the authorities on the ground actually applied the directives received from the Centre, and into the difficulty encountered by the rulers in Beijing in ensuring that their centralised vision of the new China holds sway. The way in which the sensitive issue of forced migrations has been managed highlights what is at stake in the disputes between the various players, i.e. officials in the many ministries concerned, local and provincial authorities, displaced populations and host populations. The specific modes of justification employed by each group provide pointers towards an understanding of the complexity of China's new "civil society".