International audienceHow can organisations and territories contribute to maintain a high level of innovation while at the same time adapting to a turbulent environment? We give an answer to this question by mobilizing the concept of resilience. In order to do this, we develop a conception of resilience based on two dimensions. First, an organisational dimension which refers to the capacity of an organisation to manage a disturbance to its environment and to develop a new pathway and, a territorial dimension which refers to the collective capacity of the actors to contribute to facilitate the development of territorial responses to external disturbances. We illustrate this double dimension of resilience by focusing on the role of pivot firm as major actor in a territory

Initial studies of modular manufacturing processes have shown that this dominant design required a fundamentally novel organisational structure of the industries. The underlying hypothesis of technological determinism merits a deeper exploration. The first part of the present paper aims at presenting the logic of this argument while making a distinction between the technological and organisational aspects of modularity. Based on this we then attempt a study of the manner in which the transition to modularity takes place in the aircraft and automobile industries. Our main conclusion is that while it may be possible to posit a convergence between these two industries, the paths followed are still quite clearly opposed.Modular production, supplier relationships, technological determinism, aircraft, automobile,

This article is concerned with the links that exist between control of interorganisational relationships and effects of proximity. We propose a theoretical framework which explains how geographical and organisational proximities reinforce formal and informal control mechanisms. This framework is then used to analyse mechanisms of control by proximity in a French aerospace cluster. We observe that formal and informal control is concentrated in a small number of groups located near the majority of the establishments members of the cluster. We also show that informal control mechanisms require a stronger geographical proximity than formal control mechanisms in order to operate.