000			01998cam a2200265 4500500
005			20250112035456.0
041			_afre
042			_adc
100	1	0	_aLoufrani, Sabrina _eauthor
700	1	0	_a Saint-Germes, Ève _eauthor
245	0	0	_aSustainable stakeholder engagement in a territorial HRM approach: The case of the Sophia Antipolis technology cluster
260			_c2018.
500			_a11
520			_aThe 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.
690			_astakeholders
690			_aterritorial HRM
690			_aactor-network theory
690			_asustainable engagement
690			_astakeholders
690			_aterritorial HRM
690			_aactor-network theory
690			_asustainable engagement
786	0		_nRevue de gestion des ressources humaines | o 110 | 4 | 2018-12-14 | p. 18-40 | 1163-913X
856	4	1	_uhttps://shs.cairn.info/journal-revue-de-gestion-des-ressources-humaines-2018-4-page-18?lang=en
999			_c172613 _d172613