The Job Demands-Resources (JD-R) model (Bakker and colleagues) has received increasing attention in recent years, yet there is a distinct literature gap regarding its utility and value towards the international work context. In line with this, understanding how to design jobs representing enhanced climates of work engagement for internationally operating staff alludes practitioners. This thesis therefore aims to substantiate the claim that previous research applying the JD-R model has neglected the international work context and evaluate whether the model has potential to be used as a framework for managing burnout, work engagement and related outcomes beyond the use in solely national contexts. In order to do so, two review studies (systematic and meta-analytic) and two empirical studies (qualitative and quantitative) are conducted of the JD-R model in the international work context. Findings suggest: that existing JD-R literature does not consider the international work context, highlighting a distinct literature gap requiring attention, in order to achieve a holistic understanding of the model and its applicability; strong meta-analytic support for the JD-R model and the impact of variation in the international work context represented by dimensions of national culture; the JD-R model has potential for responding to the management of burnout and work engagement for international business travelers but may benefit from theoretical amendments that focus the models utility and direct scholarly research and practitioner approaches; that the model may not be as valuable as assumed for the international business traveler context, yet it is worth considering the findings in light of relevant literature and possible limitations. Overall, the findings suggest a distinct need for more research examining the JD-R model in the international work context. A number of potential theoretical amendments are suggested in a conceptual internationalized JD-R model that can be used as a foundation for future empirical work to establish the boundaries of the model and its utility. From a practitioner perspective, until more research is conducted, JD-R principles should be applied with caution. As a whole, this thesis encompasses theoretical, empirical and practical contributions relevant for scholarly and practitioner communities which can be built upon over time with regards to the proposed conceptual model.

Dans leurs processus d’innovation, les grandes entreprises subissent un manque de ressources entre Recherche et Développement appelé vallée de la mort. Le groupe Safran s’est doté d’une direction de l’innovation afin de le compenser. Son fonctionnement est fondé sur une logique d'échange avec les sociétés du groupe. Mais dans les phases amont, lorsque les échanges comportent des inconnus, ils s’interrompent brutalement. En particulier des fiches idées issues de DKCP ne sont pas explorées. Cette recherche-intervention ambitionne donc d’établir un modèle d’action collective pour échanger dans l’inconnu. Elle défend la thèse que dans l’inconnu, vendeurs et acheteurs de technologies innovantes s’engagent dans la conception de la frontière entre des technologies et des environnements.Face aux limites des modèles d’échange marchand, de décision, d’intéressement et de créativité, cette thèse adopte un modèle d’échange intégrant l’inconnu et un cadre analytique issu des théories de la conception innovante. Elle propose le modèle de l’engagement conceptif de ressources. Elle explicite les limites de l'outil conventionnel d'échange de technologies dit Technology Readiness Levels adopté chez Safran. Elle propose alors de modéliser les échanges entre vendeurs et acheteurs de technologies comme l’exploration de la frontière Technologie-Environnement en suivant le formalisme C-K T / C-K E construit. Finalement la méthode Pilotage de l'Exploration Par les Invariants Technologie-Environnement (PEPITE) est élaborée avec la direction de l'innovation Safran sur la base de deux cas d’exploration ayant effectivement passé la vallée de la mort durant l’intervention des chercheurs. / Innovation processes of large companies experience a lack of resources between Research and Development, i.e. the valley of death. Safran created its Innovation Department to counterbalance. It is based on exchanges with the subsidiaries. However such exchanges cannot be processed in most early stages, when they include unknowns. For instance, ideas generated through the DKCP method remain unexplored. This intervention-research aims at establishing a model of collective action to exchange in the unknown. It defends the thesis that, in the unknown, sellers and buyers of innovative technologies engage in the design of the boundary between technologies and environments.Facing the limits of classic models of exchanges of economy, decision, intéressement and creativity, this thesis adopts a design-theories framework. It proposes the model of design engagement of resources. It explains the limits of a common tool for exchanging technologies, i.e. Technology Readiness Levels. It proposes to model exchanges between seller and buyer as the exploration of the Technology-Environment boundary. To do so it constructs the C-K T / C-K E formalism. Finally, the method Steering Exploration Through Technology and Environment Invariants ("Pilotage de l'Exploration Par les Invariants Technologie-Environnement" (PEPITE) in French) is constructed in collaboration with Safran Innovation Department. It is based on two cases of explorations which passed the valley of death within the researchers intervention.