The many pieces of research examined in the preceding chapters have revealed the social importance of management tools and recognised their role, place and influence in the coordination of organisational action, thereby justifying, in return, the efforts made in the research. As an extension of this work, we would like to propose an integrating analytical framework that would allow us to examine the different facets of what we call the ‘agency’ of management tools.1 We chose this term because it accounts for the fact that tools have a capacity to act on and influence the world and human beings.