Economic development partnerships in France : an empirical investigation of inter-organisational learning processes

This dissertation focuses on partnership learning in the context of economic development policy implementation. In the field of business support services, local partnerships' ability to engage in inter-organisational learning can shape the effectiveness of their services, their impact on regional development and governance systems. Where partners are able to change their partnership'S tacit norms and values, strong synergies could be achieved, sustainable double-loop learning may occur. But when a partnership is unable to transcend each collaborating partner's agenda, organisational rivalry, conflict of interest and power struggles can inhibit collaborative learning. We need to understand the processes that underpin partnership learning and unveil how partnerships can overcome the crises and conflicts bound to occur during their existence. The empirical investigation of the issues outlined above is conducted in the context of the French government's Reseau de Diffusion Technologique initiative. The study is conducted using a case study format, following interpretive traditions in social sciences. Presence Rhone-Alpes (PRA) and Reseau Nord Pas de Calais Technologie (NPC) were selected as polar cases. The findings indicate that the broad notion of partnership learning can be analysed in terms of social learning and process learning. Specifically, process learning (linked with the implementation of operational goals) is strongly dependent on pre-requisite tacit knowledge developed through social learning. Indeed the comparative analysis demonstrated that although both partnerships had similar problems, only PRA was able to resolve the deep-rooted causes of crises it experienced through the progressive creation of a governing elite in the region. The presence of such an elite, with clear - albeit tacit- rules for decision making, facilitated partnership "process learning", which meant that negotiations over operational objectives, partnership strategy and even regional policy became opportunities to exert influence and collective power as opposed to instances where collaborating organisations fought to protect their individual turf.EThOS - Electronic Theses Online ServiceDe Montfort University. Faculty of Business and LawGBUnited Kingdo