Contenu du sommaire : Des communautés pour nourrir l'innovation des entreprises

What happens after the expert leaves? This research analyses a case study of expertise and post-expertise in psychosocial risks at work (PSR), based on the conditions of appropriation (or non-appropriation) of the recommendations by those involved in a healthcare clinic. The author highlights a process of strategic reversal and prevented translation, enabling him to discuss the issue of strategic appropriation of management tools and systems in occupational health management.

Management tools convey a managerial philosophy and a representation of organizational relationships. How do these are inscribed into a technical substrate, i.e. in the artifact that is supposed to bear them? By considering them as texts, this article brings to light a more concrete and situated reality of managerial thinking which is inscribed in management tools. Our approach allows understanding management tools as artifacts (local and manipulable by individuals); provides a method for managers aiming at reading and writing management tools; and offers an original pedagogical method for management tools teaching.

The authors examine how the social contribution of companies, which are included in SRI funds, can be defined. Focusing on quality of relations between stakeholders, they propose a definition of the company's social contribution, based on an approach combining a composite index and qualitative interviews. The article highlights in particular on how the capability approach, used in development economics, enable to identify the conditions for a quality relationship within a company and between its stakeholders, while revealing social issues specific to each company context.

This article highlights the role of internal communities of experts in supporting innovation. In the case of a technology company, it studies communities, composed of experts from different functions (R & D and downstream), has been set up by the organization to cover the fields of strategic skills related to the key challenges in terms of innovation. This article shows precisely how these communities contribute to innovation, in particular through their role of accompanying decisions at the different phases of the innovation process.

In many companies, communities are viewed as pools of valuable innovations. The challenge for these companies is to capture and exploit these innovations without disturbing communities. Starting from an overview of the different forms of relations between innovation communities and companies, as well as their possible constraints to the diffusion of innovation, this article proposes an alternative form based the conception of organizations as “communities-of-communities”, inspired by the work of American pragmatist philosophers. Applied to a digital startup, this perspective reveals other facets of the innovation process: the duality between company and innovation communities fades and it is a social process, enabling to build a community within the company, that comes to light.

In a competitive, fast-changing environment, new roles appeared in organizations to promote innovation, including the Purchaser-Innovation function. These employees oversee environment monitoring and implement innovative projects in Purchasing. How do these hybrid managers build their new, ill-defined professional identity? Rooted in identity theory, this paper uses the findings from two empirical cases to show the central role of community and landscape of practice on the identity construction of these new roles of innovator.

The aim of the research is the identification of the attitudinal effects of co-creation on the internal customers who co-create with the company issuing the approach. Based on a qualitative method with semi-directive interviews conducted with employees engaged in a co-creation process, the findings highlight a positive effect of co-creation in the internal customer's perception of external prestige as well as the perception of organizational support, thereby improving organizational learnings, job satisfaction and organizational commitment.