La méta-organisation territorialisée, moteur d’apprentissages collectifs

Gadille, Martine; Tremblay, Diane‐Gabrielle; Vion, Antoine

doi:10.4000/interventionseconomiques.2156

Cited by 9 publications

(5 citation statements)

References 31 publications

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“…They can thus be seen as "context-embedded meta-organizations" (Lupova-Henry, Blili, & Dal Zotto, 2021a: Innovation-centric cluster business model: Findings from a designoriented literature review. Triple Helix Journal, forthcoming), or "organizations of organizations" whereby their constituents retain their autonomy but act collectively in the pursuit of common, system-level, goals (Ahrne & Brunsson, 2008;Gadille et al, 2013;Gulati, Puranam, & Tushman, 2012). On the other hand, clusters can be seen as institutions in their own right whereby an institutional environment conducive to innovation and learning is created within the cluster boundaries (Steiner, 2006).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…While traditionally clusters have been seen as "geographic concentrations of organizations" (Porter, 1990), a recent line of studies suggests that "managed" or organized clusters can more precisely be described as "organizations of organizations" or metaorganizations (cf. Gadille, Tremblay, & Vion, 2013;Lupova-Henry, Blili, & Dal Zotto, 2021). As such, these are not only acted upon by external forces but can themselves be deliberate actors and agents of change.…”

Section: Introductionmentioning

confidence: 99%

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Clusters as institutional entrepreneurs: lessons from Russia

2021

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In this article, we explore whether organized clusters can act as institutional entrepreneurs to create conditions favorable to innovation in their constituent members. We view self-aware and organized clusters as “context-embedded meta-organizations” which engage in deliberate decision- and strategy-making. As such, clusters are not only shaped by their environments, as “traditional” cluster approaches suggest but can also act upon these. Their ability to act as “change agents” is crucial in countries with high institutional barriers to innovation, such as most transition economies. Focusing on Russia, we conduct two cluster case studies to analyze the strategies these adopt to alter and shape their institutional environments. We find that clusters have a dual role as institutional entrepreneurs. First, these can act collectively to shape their environments due to the power they wield. Second, they can be mechanisms empowering their constituent actors, fostering their reflexivity and creativity, and allowing them to engage in institutional entrepreneurship. Moreover, both collective and individual cluster actors adopt “bricolage” approaches to institutional entrepreneurship to compensate for the lack of resources or institutional frameworks or avoid the pressures of ineffective institutions.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Clusters as institutional entrepreneurs: lessons from Russia

2021

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“…It should also be specified that meta-organizations can be made up of networks of firms or actors not bound by links of authority based on employment relationships but characterized by an objective at the systemic level. In this direction, the works of Gadille et al (2013), Ahrne and Brunsson (2010) and Kauffmann (2016) underline the existence of territorialized meta-organization. The literature on metaorganizations is rather focused on the analysis of structural characteristics.…”

Section: Introductionmentioning

confidence: 99%

Meta-Organizations and Evolution of Corridor Governance. Study of the Dakar-Bamako Logistic-Port Axis

Dia¹

2022

OJBM

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This paper deals with the importance of the implementation of meta-organizations on the governance of corridors with a particular case which is the Dakar-Bamako corridor. Firstly, the document deals with the notion of meta-organization and its consequences on the organization and on the evolution of the concept of corridor. And on this basis, justify how the metaorganization is the model that best adapts to the corridor compared to the concept of district and business ecosystem. To study this Dakar-Bamako corridor and its evolution towards a meta-organization, we conducted a qualitative study with the collection of primary data with the administration of 14 interview guides addressed to members representing the organizations, but also secondary data by using a bibliographical review and reports from ECOWAS and UEMOA, but also documents from bilateral cooperation between Senegal and Mali. The analysis of the results of an empirical study built on several stakeholders (regular actors and user actors) who are complementary in practice makes it possible, subsequently, to identify specificities in the issues that lead organizations to have to constitute themselves as a meta-organization. Commonalities are also emerging such as the increase in coordination functions and the establishment of simpler and more responsive organizational systems to facilitate governance in order to have effective and efficient transport execution throughout the corridor.

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“…Clusters constitute one possible empirical form of meta-organizations, those characterized by a spatial or territorial anchorage (Gadille et al, 2013;Lupova-Henry & Dotti, 2022). However, meta-organizations cover many other social phenomena of organized collective action among organizations, from multi-partner alliances to trade associations, cooperatives, or R&D consortia (Berkowitz & Bor, 2018).…”

Section: Introductionmentioning

confidence: 99%

Meta-organisation as partial organisation

Berkowitz¹,

Bor²

2022

Clusters and Sustainable Regional Development

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Meta-organizations often lack the monitoring and sanctioning power associated with the organization of individuals, and thus they can be considered to be partially organized.Little research investigates the extent to which meta-organizations, in general, and clusters in particular, are organized. The current meta-organization literature thus perpetuates an implicit assumption that all meta-organizations are equally incomplete.We challenge this assumption and theorize variations in meta-organizations' organizational structures. To do so, we transpose the partial organization concept and specify at the meta-organization level: 1) degrees of structural organizationality, as measured by the selective combination of membership, hierarchy, rules, monitoring, and sanctioning, and 2) degrees of what we call decisionality, that is, the extent to which each organizational component is itself the object of decisions.

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La méta-organisation territorialisée, moteur d’apprentissages collectifs

Cited by 9 publications

References 31 publications

Clusters as institutional entrepreneurs: lessons from Russia

Clusters as institutional entrepreneurs: lessons from Russia

Meta-Organizations and Evolution of Corridor Governance. Study of the Dakar-Bamako Logistic-Port Axis

Meta-organisation as partial organisation

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