Sustainable stakeholder engagement in a territorial HRM approach: The case of the Sophia Antipolis technology cluster
Loufrani, Sabrina
Sustainable stakeholder engagement in a territorial HRM approach: The case of the Sophia Antipolis technology cluster - 2018.
11
The purpose of this article is to better understand how the sustainable engagement of stakeholders is built in a territorial HRM approach. Our empirical study focuses on the territorial HRM approach implemented by the Sophia Antipolis technology cluster. Thanks to the actor-network theory, our research reveals the mechanisms of engagement that make actors become stakeholders, engaged durably in this approach: the capacity of stakeholders to (re)problematize the initial project quickly and in several directions; solid and regular incentive measures, driven by a digital platform and active multichannel communication; intensive enrollment, while maintaining pre-existing roles for better resistance to counter-enrollment processes and for social acceptability of the relational consequences of the measures; polyphonic management led by a duo of “translators,” transformed into “boundary spanners” (the project manager and the digital platform). These mechanisms can be considered as key factors for success in the sustainable engagement of stakeholders in a territorial HRM approach.
Sustainable stakeholder engagement in a territorial HRM approach: The case of the Sophia Antipolis technology cluster - 2018.
11
The purpose of this article is to better understand how the sustainable engagement of stakeholders is built in a territorial HRM approach. Our empirical study focuses on the territorial HRM approach implemented by the Sophia Antipolis technology cluster. Thanks to the actor-network theory, our research reveals the mechanisms of engagement that make actors become stakeholders, engaged durably in this approach: the capacity of stakeholders to (re)problematize the initial project quickly and in several directions; solid and regular incentive measures, driven by a digital platform and active multichannel communication; intensive enrollment, while maintaining pre-existing roles for better resistance to counter-enrollment processes and for social acceptability of the relational consequences of the measures; polyphonic management led by a duo of “translators,” transformed into “boundary spanners” (the project manager and the digital platform). These mechanisms can be considered as key factors for success in the sustainable engagement of stakeholders in a territorial HRM approach.
Réseaux sociaux