This article aims to explore factors contributing to the failure and abandonment of strategic scanning projects and operational systems. Thirty-nine projects that were studied using action research methods are analyzed. The results suggest that failure and abandonment are provoked by combinations of factors relating to stakeholders' qualifications and experience, to the management and organization of the project system, as well as to strategic alignment and changes in the organization's internal structure. These factors include poor project impetus, uninvolved management, unqualified people, inaccurate expectations, project mismanagement, strategy misalignment, poor participation, hostile culture, insufficient budget, conflating technical and managerial problems, previous project trauma and underestimated complexity.

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This research is reporting on the pre-adoption of Strategic Scanning (S.Scan) information systems (IS). More specifically, it relates to the pre-adoption phase, that is, the emergence of the idea of such a system and the evaluation of its need for the organization, upstream of any technological consideration. The research question is the following: what are the drivers and barriers that influence the pre-adoption of a S.Scan IS? The objective of this research is to extend knowledge on a subject that has received little attention from the scholars. Research's originality relies on the use of isomorphic processes from neo-institutional framework to study pre-adoption in the field of S.Scan. On the basis of a multi-method research combining qualitative and quantitative exploratory studies in the specific field of sustainable supply chains (SSC), our results highlight 31 drivers and barriers to pre-adoption of S.Scan IS, ten of which have not been identified before, and five types of pressures. They therefore suggest that pre-adoption of S.Scan IS can be subject to both functional and institutional pressures. It can be driven either by competitiveness or conformism pressures, and hindered by performance objectives or lack of coercive pressures. Finally, these results put a question mark about the understanding of the strategic dimension of S.Scan IS by organisations, and the government's role and its responsibility for promoting SSC initiatives and for the adoption of S.Scan IS on this issue.

L’objectif de cet article est d’identifier les facteurs susceptibles de contribuer à l’échec d’un projet de VS ou d’en provoquer l’abandon. Basée sur une méthode de recherche de type recherche action, 39 projets de VS sont étudiés. Les résultats suggèrent que l’échec et l’abandon seraient provoqués par des combinaisons de facteurs relevant essentiellement des compétences et de l’expérience des parties prenantes, du management et de l’organisation du projet ou du dispositif, de leur alignement avec la stratégie et des évolutions de la structure interne de l’organisation. Certains facteurs comme l’engagement inapproprié de la direction, le manque de compétences du porteur de projet et des parties prenantes, la mauvaise définition des attentes et des objectifs ou encore la sous estimation de la complexité du projet, sont identiques à ceux évoqués par les études sur les facteurs d’échecs des projets de système d’information. L’étude fait également ressortir deux nouveaux facteurs que ces mêmes études n’évoquent pas : l’absence d’une impulsion nécessaire au démarrage du projet et l’existence d’un « traumatisme » provoqué par l’échec d’un projet antérieur.

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The aim of this paper is to analyse the impact of ‘requisite variety’ of an intercultural team on its effectiveness. Using a qualitative, longitudinal case-study method, five successive intercultural teams in one international company are analysed in order to question the effectiveness of the teams from the perspective of requisite variety. The results show that requisite variety is a necessary condition for team effectiveness. Yet, requisite variety is not easily actionable, and team processes moderate the link between requisite variety and team effectiveness. The team also needs enough time for forming, storming and norming, before requisite variety can have a positive impact on performing the task.

Résumé Démarches actionnables, enseignables, acceptables et praticables, d’entraînement à l’interprétation de signaux faibles destinées à acquérir des connaissances tacites