Gouvernance et leadership d’une méta-organisation innovante

Le cas d’un pôle dédié aux services médicosociaux à domicile

Governance and leadership of an innovative meta-organization. The case study of a cluster dedicated to home-care medical services

KEDGE Business School

Résumé

Alors que peu de travaux ont analysé la méta-organisation capable de soutenir l’innovation (MOI), les auteurs y contribuent en étudiant ses formes de gouvernance et de leadership. En analysant des projets d’innovation organisationnelle portés par des opérateurs de services à domicile, soutenus par un pôle de compétitivité, les résultats enrichissent le modèle de la MOI en identifiant des formes de gouvernance ouverte et de leadership vertical et horizontal. Ils identifient également l’importance à théoriser l’innovation dans ce secteur fortement institutionnalisé.

Abstract

Although meta-organizations tend to foster innovation, little research has extensively analyzed the mechanisms that support innovation (MOI) in these organizations. We will further this research by analyzing their forms of governance and leadership and by leveraging the works of Dougherty and Dunne (2011) to adopt an analytical framework for studying how such organizations encourage innovation. We investigated a regional cluster dedicated to homecare services that facilitates organizational innovation such as mergers. The results enrich both the MOI model, by identifying forms of open governance as well as vertical and horizontal leadership models, and the Dougherty and Dunne model, by proposing a fourth practice (theorization) which legitimizes innovation and mobilizes specific actors in the process. Theorization acts as a “meta-practice” which supports the development of the three others (orchestrating knowledge, strategizing and influencing public policies).