Réalisations Actes de Conférences

20162015

2016

Gouvernance
Performance
Défis Humains
Innovation

2015

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Delerue, H. Sicotte, H., Drouin, N. 2015 Asset protection in R&D alliances: asset type and contract functions, Academy of Management Conference, Vancouver, 7-10 august
Comment les contrats protègent-ils les différents actifs investis dans les relations d’alliance? Les auteurs analysent les fonctions des contrats et distinguent les actifs protégés par les droits de propriété et les connaissances. La recherche empirique a été menée sur des alliances de R&D du secteur de la biotechnologie. Les résultats montrent que les différences dans la capacité à protéger les actifs découlent de l’adéquation du type d’actif à la fonction appropriée du contrat.

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Aubry, M. & Tryggestad, K. When clinical practice met evidence-based activism: knowledge lobbying in organizational healthcare reform projects, The Nordic Academy of Management 12-14 August 2015, Copenhagen, Danemark
Une des tendances actuelles dans le secteur de la santé est de transformer les pratiques de soins de santé en pratiques fondées sur la preuve. Cependant, quand les connaissances intégrées dans la pratique rencontrent les connaissances empiriques codifiées et décontextualisées, un certain nombre de défis se posent. Les auteurs étudient ces défis en mettant l’accent particulièrement sur la manière dont les exécutants -des approches fondées sur la preuve- développent des stratégies pour surmonter les défis liés au processus de transformation.
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Aubry, M., (in collaboration with Harvey, J.). Project Management and Process Management: A Tale of Two Communities, International Research Network on Organizing by Projects June 22-24, 2015 London, UK.
Le document explore les champs de la gestion de projet et de la gestion des processus. Une comparaison est effectuée entre les paradigmes dominants de ces deux domaines. Un modèle intégré est proposé: modèle pertinent pour les communautés de pratiques ou de recherche.


Aubry, M., (en collaboration avec Jia, G., Müller, R., Brunet, M., Mou, Q., Liu, Y., et al.) The impact of sociological context on the early phases and the role of the PMO as a coordination mechanism: learning from construction megaprojects in China, International Research Network on Organizing by Projects June 22-24, 2015 London, UK.
Ce document fournit un cadre conceptuel pour étudier les mégaprojets et les bureaux de projets ; il trouve ses fondements dans: la théorie des conflits sociaux, les mécanismes de gouvernance, et, les organisations multi-bureaux de projet. L’étude empirique sera faite à partir de huit études de cas approfondies, dont quatre prévues en Chine


Brunet, M. & Aubry, M. The value of a governance framework: a conceptualization for public infrastructure projects, International Research Network on Organizing by Projects June 22-24, 2015 London, UK.
Au cours de la dernière décennie, certains gouvernements ont adopté des modèles de gouvernance afin d’améliorer la performance des projets d’infrastructure. Quel est l’intérêt d’un cadre de gouvernance pour un gouvernement? Reconnaissant l’importance des institutions, et en supposant un gouvernement démocratique, les principales raisons évoquées sont liées à une efficacité accrue, une légitimité et la responsabilité. Les principales contributions de cet article sont d’offrir des ponts conceptuels entre les domaines interdisciplinaires de l’administration publique et la gestion de projet, et de proposer un cadre conceptuel


Delerue, H., Drouin, N., Sicotte, H. Petit, Y.  Project termination: a project portfolio approach of drug discovery and development project in biopharmaceutical firms, International Research Network on Organizing by Projects June 22-24, 2015 London, UK.
La gestion d’un nouveau pipeline de produits est complexe et une série de compromis doit être fait entre la maximisation des rendements économiques attendus et la minimisation des risques. Les taux d’attrition restent très élevés. Cet article tente de comprendre les causes de ces taux. Il étudie l’impact des caractéristiques du portefeuille de projets sur l’arrêt des projets. Les résultats montrent qu’il existe un chemin de dépendance quant aux échecs et réussites relatifs au développement des technologies et que les caractéristiques des portefeuilles expliquent l’arrêt des projets. Cependant, les différentes formes d’interdépendance entre les projets n’ont pas toutes le même effet.


Bonneau, I., Hobbs, B., Bentein, K.  Shared Leadership in Project Teams, International Research Network on Organizing by Projects June 22-24, 2015 London, UK.
The goal of the present paper is to contribute to the understanding of leadership in project teams. It draws heavily on recent research from the field of organizational psychology, which posits that shared leadership is both empirically present in knowledge-based teams and an appropriate theoretical framework for studying them. An innovative methodology that incorporates both quantitative and qualitative methodologies and captures the evolution of the team and leadership within the team as it evolves over time has been developed and is tested here on a case study of a multidisciplinary project team

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Bonneau, I. The application of social network analysis to understand shared leadership development across time, The International Network for Social Network Analysis Conference. 23-28 Juin, 2015 Brighton, UK.
The purpose of our study is to explore the development of shared leadership, as a dynamic process involving social network analysis. A time sensitive methodology that collects and analyses qualitative and quantitative data simultaneously and in a coordinated fashion has been developed. Social network theory is particularly well suited to the study of leadership in general and of shared leadership in particular because it emphasizes the relationships between individuals and the influence they exert on each other. The objective is to contribute to the understanding of shared leadership in project teams and to methodological developments. This research is one of a limited number of studies that has examined the development of shared leadership over time.

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Drouin N., (en collaboration avec Müller, R., Vaagaasar, A. L., Nikolova, N., Sankaran, S.) 2015. The sociocognitive space for linking horizontal and vertical leadership, Asia-Pacific Researchers in Organisation Studies Conference 2015, December 9-11, 2015, Sydney, Australia
Leadership has become a central theme in the project management literature. Two major streams emerged, the person-centered or vertical stream, which focuses on the leadership role and skills of project managers, and the team-centered or horizontal stream, which, among others, recognizes the distributed forms of leadership in projects. Both streams are described separately in the literature. However, project reality has to deal with both forms of leadership simultaneously. Literature suggests that horizontal leadership supplements, but does not replace, vertical leadership. Even for that to happen, vertical leadership must provide sociocognitive space in the form of structures and shared frameworks for the team to engage in horizontal leadership. Little is known so far about the implementation of these sociocognitive spaces in projects. This conceptual paper addresses this shortcoming by developing propositions from existing literature to model the dynamics of the relationship between vertical and horizontal leadership.

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Sicotte, H., Drouin, N. & Delerue, H. 2015. Performance of NDP projects : Measures from different sources, European Academy of Management, 17-20 June 2015, Warsaw, Poland.
This empirical study explores the comparability and appropriateness of results provided by several measures of NPD performance in three different phases of a research program. Performance measures were classified according to their type (multidimensional construct or aggregate), focus (project or product) and source of evaluation (e.g. team leaders, project members, R&D directors; CEO or R&D managers). Results point out that specific measures of NPD performance provide assessments that are not always comparable. S/F measure presents itself as a moderator since most of the relations change in strength between the two subgroups. The relation between effectiveness and efficiency is weakened in a failure project for all supplier respondents but not for the client representative. Overall, this relation stays quite the same for the supplier view over the three studies but not for the client who sees a constant relation over success and failure. As for the two other measures, correlation of product success with project evaluation is strong and negative for failure but not significant for successes.

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Simard, M. & Laberge, D. Project-Based Organizing: The Unexpected Trajectory of the Project to the Crisis.  System Sciences (HICSS), 2015 48th Hawaii International Conference on IEEE, 2015. p. 4426-4435.
Being in the field when a crisis occurs cannot be planned. According to the literature, it is in those moments that the structure becomes more evident. This case study provides an opportunity for such research, its particularity being that the crisis state develops following a sudden awareness about the project critical situation. This awareness is caused by the unexpected arrival of a new executive, forcing a rapid change in the analytical framework. This change, combined with radical actions taken by that individual, provokes swift changes in discourses followed by the outbreak of a crisis. Our results show how the development of unmanaged problems within the project, and the permanent organization, may gradually lead the project trajectory into a negative spin, until a crisis triggers. Furthermore, our reuse of some notions coming from the crisis management literature enables us to deeper our understanding of crises in projects.

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Romero, A., (in collaboration with Marcellis-Warin, N. Lefebvre, E., Castro-Bendavid, L.) 2015. Technology acceptance, acceptability and appropriation, 15h Annual International Business Conference: Teaching, Research and Practice, Jacksonville, Florida, 2015
This paper attempts to go beyond technology adoption and diffusion by exploring the concepts of acceptance, acceptability and appropriation. These three concepts seem to be ill-defined and need some theoretical clarifications. Furthermore, they are rarely explored in past empirical research. The paper focuses on ICTs (information and communication technologies), and, more specifically, on RFID (Radio Frequency Identification). Do technology acceptance, acceptability and appropriation represent key concepts that should be considered to understand the implementation of RFID? The answer seems to be positive as two main observations arise from the empirical data. First, it could be stated that if technology is accepted, acceptable and appropriated, then it is fully used. By extension, acceptance, acceptability and appropriation could be significant not only in explaining the extent of use of a technology (partial use vs. full use), but also the reasons why a technology was initially adopted and then discarded. Second, empirical results reject the presence of a chronological order between the three concepts. For instance, appropriation does not follow acceptance, even initially. Rather, acceptance, acceptability and appropriation coexist at any time during the implementation process and the dynamic interplay between the three concepts needs to be further investigated.

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Ben Abdallah, S., Therrien, P.-M., and, Sicotte, H. A Real Options Approach to Project Portfolio Management, R&D Management Conference, Pisa, June 23-26, 2015.
L’approche des options réelles permet d’évaluer l’efficacité, la facilité de mise en œuvre, et la qualité des informations obtenues par les praticiens et les experts non-financiers lors de la sélection des projets et de ses priorités. Une recherche-action a été menée au cours de laquelle les participants ont été interrogés pour identifier et analyser les processus de sélection et de hiérarchisation des projets dans un portefeuille en utilisant l’analyse des options réelles par rapport à l’analyse financière plus traditionnelle.