Since the dawn of humanity design has influenced human life. Today, facing the depletion of the socio-ecological system, increasing complex problems threaten humanity’s existence. Design has been a contributor to creating such problems, yet with appropriate tools can become a source for solutions. Design Thinking (DT) was identified as a possible approach that could contribute to Strategic Sustainable Development (SSD). The purpose of this thesis is to examine potential contributors and hindrances of the DT process with regards to SSD, and create a prototype for an integrated process that could help achieve more strategic and sustainable outcomes. With the use of the Framework for Strategic Sustainable Development (FSSD) as a lens to examine the above, along with interviews, Action Research and expert feedback, an integrated process was created. Results of the interviews and FSSD analysis helped shape two prototypes that were examined through the mentioned methods. It was indicated by participants of the Action Research and by experts that the prototype could help reach a strategic and sustainable outcome, and further refinement should be pursued. The final prototype is presented as part of the discussion, suggesting additional tools and actions that if included could create a possible Sustainable DT (SDT) process.

Face aux mutations sociales, environnementales et technologiques de notre société, la capacité de résoudre les problèmes complexes devient un incontournable. Les nouvelles philosophies du « faire » et l’élan collaboratif au sein du milieu de travail hypermoderne ne se reflètent pas systématiquement dans le design. En essayant de suivre le rythme d’un monde en transformation constante, le design d’aujourd’hui peine à se mettre à jour. Les théories portant sur l’innovation collaborative présentent des réponses pour répondre aux problèmes complexes en prônant la pratique d’une conduite à projet fluide, ou autrement dit, éco-auto-ré-organisationnelle. Or, faute d’outil opératoire, l’innovation collaborative reste encore au stade conceptuel, voire utopique. Cette thèse a comme objectif d’apporter une réflexion sur les conduites de et à projet en design dans le monde d’aujourd’hui. Partant d’un exemple précis, à savoir le Hackathon, elle explore les nouvelles façons de penser, de faire et de créer des solutions à partir d’une dynamique tout à fait innovatrice, basée sur une éthique et une pratique propre à la nouvelle société du « faire » inspirée, notamment, des hackers. Le Hackathon est ainsi analysé à travers une grille d’analyse nommée le Gyroscope du projet qui permet de souligner les principaux éléments constitutifs de la conduite à projet en relation les uns avec les autres et de saisir les spécificités requises pour que la conduite puisse répondre aux indicateurs théoriques de l’innovation collaborative. L’analyse démontre non seulement que le Hackathon est effectivement une application concrète d’une nouvelle éthique de travail, mais que sa force se trouve dans les premières étapes de la conceptualisation du projet. La question que cette analyse soulève est donc : Est-il possible d’envisager de l’étendre sur l’ensemble du processus de développement, soit de l’idéation à l’implantation ? Cette recherche présente une lecture archéologique de la discipline du design qui permet de souligner des figures emblématiques du projet à travers les périodes historiques qui ont marqué le design. La proposition d’une nouvelle figure, le Hacking design, souligne l’impact des transformations engendrées par l’hypermodernisme sur la pratique de cette discipline et le rôle du praticien, concluant ainsi que la pensée du design (Design thinking) est dorénavant dépassée par une éthique de travail qui va au-delà d’une pensée, mais implique une nouvelle posture épistémologique. De nombreuses disciplines contigües au Design, dont la Gestion, l’Entrepreneuriat et l’Ingénierie, présentent ainsi un intérêt marqué pour le Design qu’ils perçoivent comme une réponse tributaire au succès de l’innovation collaborative au sein des organisations. Les attentes envers le Design, de sa théorie à sa pratique, sont donc grandes. / Today’s hypermodern working environment is experiencing important social, environmental and technological changes pressing actors to acquire the know-how to solve complex problems. The new philosophy of "doing" and the rise of working collaboration strategies arising in our hypermodern society are not systematically reflected in design’s practice. Indeed, by trying to keep pace with a world in constant change, today's design discipline is struggling to keep up. The theories on collaborative innovation present some answers to develop this know-how by advocating a practice that deploys fluidity in projects or, in other words, an eco-auto-re-organisational strategy. However, in the absence of a practical and operational tool, collaborative innovation is still at the conceptual and utopian stage. This thesis aims to rethink project management in our hypermodern world. Starting from a specific example, the Hackathon, it explores new ways of thinking, doing and creating solutions based on an entirely innovative dynamics, grounded on an ethic and a practice specific to the new society of "doing" and inspired, in particular, by the hackers. The Hackathon is thus analyzed through an analytic grid called the Gyroscope of the project through which the actors, the actions and the organisation of the project are evaluated. The Gyroscope makes it possible to identify the project’s components in relation to each other and to understand the requirements needed to carry out each project according to the theoretical indicators of collaborative innovation. The analysis not only demonstrates that the Hackathon is indeed a concrete application of a new work ethic, but that its strength is in the early stages of the project’s conceptualization. The question that this analysis raises is: Is it possible to consider extending it to the whole development process, from ideation to implementation? This research presents an archaeological reading of the discipline of design which allows to identify the emblematic figures of the project through the historical periods that marked the design. The proposal of a new figure, the Hacking design, highlights the impact of hypermodernism's transformations on the practice of this discipline and the role of the practitioner, thus concluding that Design Thinking is now overtaken by an ethic of work that goes beyond a way of thinking, but involves a new epistemological posture. Many disciplines contiguous to Design, including Management, Entrepreneurship and Engineering, have therefore a strong interest in Design, which they perceive as a response to the success of collaborative innovation within organizations. The expectations towards the discipline of Design, from its theory to its practice are, therefore, very high.

This study examined how online social networking (OSN) leads to increased communication and collaboration across inter-firm boundaries. This online social networking behaviour represents significant opportunities to firms in the form of improved problem-solving, increased collaborative innovation and enhanced engagement with stakeholders. There are also risks inherent in the widespread use of OSNs, such as the loss of control over information flows to individuals outside the organization, potential damage to the reputation of brands and organizations, and loss of productivity due to excessive usage of OSNs during work hours. In particular, this study sought to test four research propositions, specifically, that usage of one particular OSN, LinkedIn (LI), results in: 1) an increased number of inter-firm connections; 2) an improved ability to communicate across inter-firm boundaries; 3) greater access to problem solving or innovation collaborators; 4) increased organizational problem solving or innovation ability. The study methodology involved both quantitative and qualitative research. The quantitative portion of the study involved survey research among over 500 LinkedIn (LI) users to determine changes they reported in various dimensions related to inter-firm relationship-forming, information-sharing and collaborative problem solving since using LI. The sampling approach was purposive and the sample frame consisted of the researcher’s own extended LI network, and an effort was also made to make the survey link available to all LI members through public posting in the site’s Q&A section. Though no individual or group was systematically excluded from the opportunity to take the survey, some limitations are inherent in the approach taken. The survey respondents were self-selecting, which makes it difficult to confirm that the sample is reflective of all LI users. Also, the use of the researcher’s own LI network as a key source of survey respondents may have biased the study toward more open networkers, since the researcher’s network was built up over time by practicing open networking behaviours. As a result, the sample may tend to under-represent more closed or restrictive networkers. Notwithstanding these limitations, no one particular group of respondents was excluded from the opportunity to take the survey, and the resulting data suggests that there were significant numbers of respondents who considered themselves closed networkers. Also, the spread of respondents by geographic area, occupation and age was found to resemble published statistics from LI on its user base, so it appears that the data is reasonably reflective of the LI user base, though this would be difficult to verify or measure. Qualitative research was also undertaken among senior managers at companies that have embraced the use of OSNs by staff to determine their experiences along similar dimensions. The findings from the quantitative survey showed that users of LI have experienced an increased number of social connections with individuals as a result of using LI, and that these connections are often with people in other organizations, including competitors and customers. Survey respondents also reported that they have been able to draw upon their LI networks in order to solve problems and be more innovative in their work. Analysis of the qualitative research yielded a list of suggested best practices that could be adopted by firms wishing to harness the collaborative power of OSNs. These suggested best practices have been grouped under the areas of strategy, listening, communication, guidelines, training, diffusion and measurement. Some suggested areas for future research included: the role of performance measurement and reward systems in managing OSN usage behaviour; the organizational risks of centralized versus decentralized control of messaging via OSNs; the role of training in the effective deployment of OSNs in an organizational context; and the organizational risk of increased connectedness with competitors resulting from OSN relationships. / Business Management / D.B.L.

Alors que la littérature scientifique décrète que l’innovation collaborative n’est pas une nouveauté, les définitions sont souvent contradictoires et sa mise en œuvre reste énigmatique. Par conséquent, cette thèse en sciences de gestion a souhaité apporter des clarifications et des premiers éléments de réponse à travers la problématique centrale suivante : " Comment appréhender les nouvelles formes d’organisation du travail au service de l’innovation collaborative dans le cadre des territoires inscrits dans une démarche de stratégie intelligente ? Le cas des espaces de coworking ". Plusieurs objectifs en ont découlé : 1. Analyser la dimension collaborative de l’organisation du travail afin de déceler son potentiel novateur ; 2. Identifier les processus de gestion qui favorisent l’innovation collaborative en utilisant le cas des espaces de coworking ; 3. Conjuguer ces processus au niveau d’un territoire afin de pouvoir proposer un modèle de gestion intégratif capable de démultiplier le potentiel d’innovation collaborative. La thèse s’est, donc, articulée autour de trois niveaux d’analyse : conceptuel, conjoncturel et territorial. La recherche empirique s’est concentrée sur plusieurs études de cas : 11 espaces de coworking en France et 6 espaces de coworking aux États-Unis. La triangulation des données à partir des entretiens semi-directifs, de l’analyse documentaire et de l’observation empirique a contribué à une meilleure qualité des résultats obtenus. L’analyse conceptuelle nous a permis de clarifier la notion de « nouveauté » associée aux nouvelles formes d’organisation de travail, ainsi que leur potentiel novateur, afin de pouvoir esquisser la grille d’analyse de l’innovation collaborative, le schéma conceptuel de la thèse. Le niveau conjoncturel de l’analyse propose, donc, un schéma conceptuel enrichi intégrant les éléments du terrain. Enfin, l’analyse territoriale a donné lieu à un modèle intégratif de gestion territoriale de l’innovation collaborative. Ces résultats visent, d’un côté, la prise de conscience de nouveaux enjeux associés au concept de travail collaboratif et son potentiel, notamment l’innovation collaborative ; et de l’autre, la prise de conscience de l’importance de l’espace et des trois types de communication - communication pour coordination, communication pour information, communication pour inspiration - dans la gestion de l’innovation collaborative afin d’envisager de nouvelles politiques (publiques) de gestion de l’innovation collaborative (territoriale). / While the scientific literature concludes that collaborative innovation is not a new concept, definitions are often contradictory and its implementation remains enigmatic. Therefore, this thesis in management aimed to address the issue by stating its main question as follows: "How do we capitalize on the new forms of work organization targeting collaborative innovation in regions supporting smart specialization strategies? The case of coworking spaces". As a consequence, the following research objectives have been formulated: 1. To analyze the collaborative dimension of the organization of work in order to detect its innovative potential; 2. To identify management processes that foster collaborative innovation using the case of coworking spaces; 3. To conjugate these processes at the level of a territory in order to propose an integrative management model capable of enhancing the potential of collaborative innovation. The thesis was articulated around three levels of analysis: conceptual, conjunctural and territorial. Empirical research has focused on several case studies: 11 coworking spaces in France and 6 coworking spaces in the United States. The triangulation of the data from semi - structured interviews, documentary analysis and empirical observation helped produce quality results. The conceptual analysis permitted to clarify the notion of "novelty" associated with the new forms of work organization, as well as their innovative potential; thus, this level of analysis aimed to outline the collaborative innovation analysis grid, the conceptual schema of the thesis. The conjunctural level of the analysis proposed an enriched conceptual diagram by integrating the elements of the fieldwork. Finally, the territorial analysis provided an integrative model of the territorial management of collaborative innovation. On the one hand, these results are meant to raise awareness of the new implications of collaborative work and its potential, particularly collaborative innovation; on the other hand, they emphasize the importance of space and the importance of the three types of communication - communication for coordination, communication for information, and communication for inspiration - in the management of collaborative innovation. Thus, they underline multiple opportunities to define new (public) policies for the management of (territorial) collaborative innovation.

This study examined how online social networking (OSN) leads to increased communication and collaboration across inter-firm boundaries. This online social networking behaviour represents significant opportunities to firms in the form of improved problem-solving, increased collaborative innovation and enhanced engagement with stakeholders. There are also risks inherent in the widespread use of OSNs, such as the loss of control over information flows to individuals outside the organization, potential damage to the reputation of brands and organizations, and loss of productivity due to excessive usage of OSNs during work hours. In particular, this study sought to test four research propositions, specifically, that usage of one particular OSN, LinkedIn (LI), results in: 1) an increased number of inter-firm connections; 2) an improved ability to communicate across inter-firm boundaries; 3) greater access to problem solving or innovation collaborators; 4) increased organizational problem solving or innovation ability. The study methodology involved both quantitative and qualitative research. The quantitative portion of the study involved survey research among over 500 LinkedIn (LI) users to determine changes they reported in various dimensions related to inter-firm relationship-forming, information-sharing and collaborative problem solving since using LI. The sampling approach was purposive and the sample frame consisted of the researcher’s own extended LI network, and an effort was also made to make the survey link available to all LI members through public posting in the site’s Q&A section. Though no individual or group was systematically excluded from the opportunity to take the survey, some limitations are inherent in the approach taken. The survey respondents were self-selecting, which makes it difficult to confirm that the sample is reflective of all LI users. Also, the use of the researcher’s own LI network as a key source of survey respondents may have biased the study toward more open networkers, since the researcher’s network was built up over time by practicing open networking behaviours. As a result, the sample may tend to under-represent more closed or restrictive networkers. Notwithstanding these limitations, no one particular group of respondents was excluded from the opportunity to take the survey, and the resulting data suggests that there were significant numbers of respondents who considered themselves closed networkers. Also, the spread of respondents by geographic area, occupation and age was found to resemble published statistics from LI on its user base, so it appears that the data is reasonably reflective of the LI user base, though this would be difficult to verify or measure. Qualitative research was also undertaken among senior managers at companies that have embraced the use of OSNs by staff to determine their experiences along similar dimensions. The findings from the quantitative survey showed that users of LI have experienced an increased number of social connections with individuals as a result of using LI, and that these connections are often with people in other organizations, including competitors and customers. Survey respondents also reported that they have been able to draw upon their LI networks in order to solve problems and be more innovative in their work. Analysis of the qualitative research yielded a list of suggested best practices that could be adopted by firms wishing to harness the collaborative power of OSNs. These suggested best practices have been grouped under the areas of strategy, listening, communication, guidelines, training, diffusion and measurement. Some suggested areas for future research included: the role of performance measurement and reward systems in managing OSN usage behaviour; the organizational risks of centralized versus decentralized control of messaging via OSNs; the role of training in the effective deployment of OSNs in an organizational context; and the organizational risk of increased connectedness with competitors resulting from OSN relationships. / Business Management / D.B.L.