Inter-organisational projects in french innovation clusters: the construction of collaboration

L. Calamel, C. Defelix (), T. Picq () and Didier Retour
Additional contact information
L. Calamel: CERAG - Centre d'études et de recherches appliquées à la gestion - UPMF - Université Pierre Mendès France - Grenoble 2 - CNRS - Centre National de la Recherche Scientifique
C. Defelix: CERAG - Centre d'études et de recherches appliquées à la gestion - UPMF - Université Pierre Mendès France - Grenoble 2 - CNRS - Centre National de la Recherche Scientifique
T. Picq: Euristik - Equipe de Recherche en management stratégique - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon
Didier Retour: CERAG - Centre d'études et de recherches appliquées à la gestion - UPMF - Université Pierre Mendès France - Grenoble 2 - CNRS - Centre National de la Recherche Scientifique

Post-Print from HAL

Abstract: Having received considerable attention from central government and local authorities, French innovation clusters (the so-called 'poles de competitivite') are beginning to be studied by academic researchers and evaluated by consultants. The core of their activity consists of collaborative projects, which are characterised by specific management and Human Resources practices located at the junction of different cultures and employment statuses. Almost four years after they were launched, what can we say about the dynamic of these collaborative projects? What is the reality of such collaboration when it involves multiple partnerships bringing together employees from different occupational cultures and Human Resources Management systems? The aim of this longitudinal research, which is based on the observation of two collaborative projects in one of the most largest clusters in France, is to discuss management and HR issues in such a setting. A literature review highlights the need to open up the 'black box' of collaboration within projects and encourages examination of both manager's coordination efforts and the actors' motivation to cooperate, as well as the role played by HRM practices. Thus observation of the conduct of the projects over two years reveals that collaboration, far from being a given within these projects, is the product of a process of social construction that might be fostered by better managerial support

Keywords: Inter-organisational projects in french innovation clusters; the construction of collaboration (search for similar items in EconPapers)
Date: 2012
References: Add references at CitEc
Citations: View citations in EconPapers (13)

Published in International Journal of Project Management, 2012, 30 (1), pp.48-59. ⟨10.1016/j.ijproman.2011.03.001⟩

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:halshs-00662186

DOI: 10.1016/j.ijproman.2011.03.001

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().