Management des compétences et organisation par projets: une mise en évidence des leviers de gestion conjointe

In a context of reinforcement of the project-based organizations, the question of the competence management becomes today a key stake for companies as well as for research in management sciences. The question for the firms is to jointly manage the competence development and the development of innovating products and services. If the literature recognizes the need of an articulation between competence management and project-based organization, however contributions are limited in the specification of levers of action, to manage competences together with projects. The objective of this article is to clearly highlight the different levers of this joint management. Our research rests on a qualitative approach, centred on a multiple case study, led within four project-based firms, evolving in different branches of industry (IBM, HEWLETT-PACKARD, ARKOPHARMA and TEMEX). The analysis of our four cases, confronted with the existing literature, enables to identify and discuss eighteen levers of action ensuring the joint management of competences and projects. Moreover, from an analysis by themes of these levers, we show that the articulation between competence management and project-based organization, structures itself around three key dimensions: knowledge management, human resource management and strategy.