Le processus de création d’une entreprise par une équipe d’entrepreneurs est un phénomène multidimensionnel. A cet effet, cette recherche essaye de classifier les équipes entrepreneuriales, de déterminer les différents facteurs favorisant la prise de décision d’équiprendre et d’extraire les processus d’engagement équipreneurial à partir des perceptions des équipreneurs. La vérification adopte une approche qualitative par l’intermédiaire d’un entretien approfondi et son analyse sur la base de l’approche avancée par Miles et Huberman (2003) et des analyses lexicales et linguistiques par l’intermédiaire de deux logiciels : IRamuteQ et TROPES. Les résultats mettent en relief deux formes équipreneuriales : les entreprises équipreneuriales et les entreprises collectives. Le processus de création varie selon cette typologie. En effet, cette étude essaie de rechercher un processus type qui prédit le mieux la création d’entreprise en équipe et qui peut être utile aux opérateurs en entrepreneuriat. / The process of firm creation by a team of entrepreneurs is a multidimensional phenomenon. This search tries to classify the entrepreneurial teams, to determine the various factors favoring the decision-making of team entrepreneurship and to extract the processes of entrepreneurial team commitment from the perceptions of the teams. The verification adopts a qualitative approach through an in-depth interviews analysis based on the approach presented by Miles and Huberman (2003) and lexical and linguistic analyses through two software: IRamuteQ and TROPES. The results demonstrate two forms of entrepreneurial teams: ‘’equipreneurial’’ firms and collective firms. The process of creation varies according to this typology. Indeed, this study tries to look for a typical process which predicts the new firm creation by a team and which can be useful for the operators in entrepreneurship.

The goal of this dissertation was to explore the key factors and managerial mechanisms that influence performance of inter-organizational collaborative teams. Specifically, this research addressed five key constructs: inter-organizational collaboration relationships, project characteristics, team process, managerial mechanisms, and team performance of inter-organizational collaborative teams. Data for this study was collected via semi-structured interviews within two stages. In the first stage, interviews were done with the executives, focusing on the inter-organizational relationships, managerial mechanisms and the performance of the inter-organizational collaborative team from strategic perspectives. The next stage involved with interviews with the team members to collect the information regarding team process more thoroughly. The results suggested that (1) Inter-organizational relationships positively affect the inter-organizational team process. (2) Project Characteristics also play a role in the team process of inter-organizational collaboration. (3) Inter-organizational team process have positively influence on the performance of inter-organizational collaborative teams. (4) Managerial mechanisms, such as mutual learning, and organizational culture, also have influences on the team process and team performance of inter-organizational collaborative teams. However, we had few findings about the team incentives program or any other formal mechanisms that promote the team process and team performance.