Entrepreneuriat en équipe et vision partagée :Le cas des pôles de compétitivité

This chapter addresses the issue of entrepreneurship as a team in terms of collective innovation activities conducted in clusters. Indeed, collaborative innovation advocated in this type of network connection requires a set of territorial resources to form a knowledge network for generating innovations close to market access. However, this form of entrepreneurship as a team or « Teampreneurship" (Paturel, 2005) involves questions related to its performance because of dissonances of strategic objectives and the heterogeneity of the actors. Through a study of the business case of the competitiveness cluster called "Secure Communicating Solutions", we observe that there certainly divergent strategic intentions of stakeholders, but also a convergence vital factor to entrepreneurship in team: the orientation "market". Today, networked competitiveness requirements entail a real dynamic entrepreneurial team, and require the incorporation of a unique dimension of "innovation" and "creation of new value." However, our research highlights tension starts complementary players on two discriminant axes: the orientation "market" and innovation focus that partly explain some of the failures of competitive clusters as conceived in France.