This thesis explores the “project” in the entrepreneurial context, specifically the project- based view of start-ups. Start-ups are defined as entrepreneurial new ventures which have unstable business models, an open and simple organisational structure and which utilize innovative strategies for their development. The concept of temporary organisation is placed within the entrepreneurial context to define possible scenarios for the project-based view. The study is guided by the following research questions: How does a project-based view unfold in the start-up context? What is the impact of embracing a project-based view for a start-up? There is a limited number of studies elaborating on the link between project management and entrepreneurship. This study aims at contributing to an evolving body of knowledge integrating project management and entrepreneurship by building new theory regarding the application of the project metaphor by start-ups. Based on the existing research linking project management and entrepreneurship through the concept of the temporary organisation, this study explains the process of embracing a project- based view of start-ups as well as its implications on start-ups. These findings will be supported by the development of a visual model and propositions for further research. The study is using grounded theory as a research methodology which is considered to be appropriate given the nascent state of the previous research as well as the underlying research questions. In total eleven unstructured and semi-structured interviews were conducted with start-ups which comply with the synthesized start-up characteristics. The data analysis benefited from using open, axial and finally, selective coding as suggested by the grounded theory approach. Answering the first research question, the study’s findings are reflected in a model which explains how the project-based view unfolds. Overall, the process of a project- based view takes two directions: the external and the internal project-based view. The external project-based view - meaning that the whole start-up is seen as a temporary organisation - starts once the start-up team members decide to commit themselves to the project when the entrepreneurial opportunity is constructed. The start-up is then seen as being temporary due to external pressure and a bounded time period. However, although being temporary, the start-up still aims to transit to a permanent state. The internal project-based view suggests that the start-up’s strategy making process is followed by the strategy realization which is performed either by a sequence or by a multi-project approach, or a combination of both. Regarding the second research question, a project- based view enhances the start-ups’ operational and dynamic capabilities.

Notre recherche vise à identifier pour notre partenaire socio-économique, le Pôle services à la personne PACA (PSP PACA), les manières possibles dont il peut soutenir l’activité d’innovation de ses adhérents et des acteurs du champ des services à domicile. Nous avons dans un premier temps, à l’aide de revues de littérature, bâti un modèle théorique d’analyse nous permettant de mettre en évidence l’ensemble des activités cognitives, politiques, constructives et productives, fondamentales dans la conduite de projet entrepreneuriaux visant à transformer ou à renforcer un champ. Nous nous sommes pour cela appuyés sur une littérature portant sur la perspective fondée sur le projet, et sur trois ensembles de littérature sur l’appropriation d’objets de conception. Nous avons ensuite mobilisé ce modèle d’analyse dans la lecture approfondie de deux cas de projets conduits par le PSP sous forme d’actions collectives. La mobilisation de ce modèle d’analyse nous a permis d’examiner les dispositifs (organisationnels, d’animation, d’accompagnement, …) mis en place par l’équipe du pôle au niveau des actions collectives, et leur incidence sur les activités qui s’y sont déroulées. Celle-ci nous a également permis d’identifier, en contexte, les éléments qui ont été par la suite appropriés ou adoptés par les opérateurs de services, durant la conduite de leurs propres projets. Nous avons alors mis en évidence un certain nombre de leviers d’ordre méthodologique, sur lesquels peut s’appuyer l’équipe du pôle pour optimiser l’organisation et l’animation de telles actions collectives. Ces résultats nous ont alors conduits à émettre trois principaux axes de discussion théorique / Our research aims to identify, for the PSP PACA our socio-economic partner, the possible ways to support the innovation activity of its members and the home-care services field players. Firstly, based on an expanded literature review, we built a theoretical model of analysis allowing us to highlight all the cognitive, political, constructive and productive fundamental activities in the implementation of entrepreneurial projects intended to transform or strengthen a field. Thus, we rely on a project-based view literature and on three sets of literature on the appropriation of human artefacts. Secondly, we mobilized this model of analysis in the in-depth reading of two cases of projects carried out by the PSP PACA, setting up collective actions. Mobilizing this analytical model allowed us to examine the different ways (organization, collective animation and individual support) by which the PSP team carried out theses collective actions, and their subsequent impact on the activities. It also allowed us to identify, in context, the elements that were appropriated or adopted by the participants while conducting their own projects. We then highlighted a certain number of methodological levers, on which the team of the cluster can rely to optimize - according to its aims and its orientations - the organization and the animation of such collective actions. We articulated these levers according to four different modalities in order to facilitate their mobilization by participants or project carriers. These results then led us to put forward three main axes of theoretical discussion