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            <title xml:lang="en">Territorial public management of foreign direct investment projects. A contribution to territorial intelligence.</title>
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                <authority type="supervisor">Evelyne Lande</authority>
                <authority type="supervisor">Alsones Balestrin</authority>
                <authority type="jury">Benjamin Dreveton (Président du jury)</authority>
                <authority type="jury">Damien Talbot [Rapporteur]</authority>
                <authority type="jury">Robert Fouchet (Rapporteur)</authority>
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                <term xml:lang="en">Territorial intelligence device</term>
                <term xml:lang="en">Public management</term>
                <term xml:lang="en">Public management and territorial attractiveness</term>
                <term xml:lang="en">Triple helix</term>
                <term xml:lang="en">Actor network theory</term>
                <term xml:lang="en">Foreign direct investment FDI</term>
                <term xml:lang="en">Strategy as practice</term>
                <term xml:lang="fr">Investissement direct étranger IDE</term>
                <term xml:lang="fr">management public</term>
                <term xml:lang="fr">intelligence territoriale</term>
                <term xml:lang="fr">Sociologie de la traduction</term>
                <term xml:lang="fr">Triple hélice</term>
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              <p>Prospecting, attracting, locating and anchoring foreign direct investment (FDI) projects in a country is now a major challenge for economic and political leaders. Public management actors (technicians, elected officials, citizens) then question themselves on the type of management and territorial economic intelligence to be implemented in order to facilitate the anchoring of these projects. The literature on this subject is rich in research on attractiveness factors and the determinants of location but has been very little addressed from the perspective of management sciences. In order to understand the reasons for the success or failure of the implementation of such projects, it is then relevant to question the process of territorial public management in order to understand what underlies the implementation and anchoring of an FDI project during its life cycle. Based on qualitative case studies, we study the links between the process of implementing an FDI project and its inclusion in the territorial ecosystem for i) a Chinese project in France in the telecommunications sector and ii) a South Korean project in Brazil in the semi-conductor sector. On the basis of an initial historical study produced using primary and secondary public sources as well as confirmatory interviews with involved stakeholders, we propose secondary analyses from the perspective of translation sociology associated with the "strategy as practice" framework. By challenging a traditionally linear view of the project life cycle and identifying key managerial events and practices, we better understand the process and how territories demonstrate, or not, strategic agility. Relations between universities, companies and government are also analysed in terms of supporting territorial attractiveness. Considering the attractiveness of FDI projects from a collaborative perspective thus provides new empirical evidence and explanations of the phenomenon. We can then propose the following managerial implications: i) the use of a triple helix strategy is an attractive factor for the location of an exogenous investment, ii) the entrepreneurial university is an attractive factor when locating an exogenous investment and iii) contemporary public policies must be involved in complex networks with the community to successfully locate and anchor an exogenous investment.</p>
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              <p>Prospecter, attirer, localiser et ancrer sur un territoire des projets d’investissements directs étrangers (IDE) est désormais un enjeu fort pour les responsables économiques et politiques. Les acteurs du management public (techniciens, élus, citoyens) s’interrogent alors sur le type de management et d’intelligence économique territoriale à mettre en œuvre en vue de faciliter l’ancrage de ces projets. La littérature sur ce sujet est riche de recherches sur les facteurs d’attractivité et les déterminants de la localisation mais a très peu été abordée sous l’angle des sciences de gestion. Afin de comprendre les raisons du succès ou de l’échec de l’implantation de tels projets, il est alors pertinent d’interroger le processus du management public territorial dans l’objectif de comprendre ce qui sous-tend la mise en œuvre et l’ancrage d’un projet d’IDE durant son cycle de vie. A partir d’études de cas qualitatives, nous étudions les liens entre le processus d’implantation d’un projet d’IDE et son inscription dans l’écosystème territorial pour i) un projet chinois en France dans le secteur des télécommunications et ii) un projet sud-coréen au Brésil dans le secteur des semi-conducteurs. Sur la base d’une étude initiale historique produite à l’aide de sources publiques primaires et secondaires ainsi que des entretiens de confirmation avec des parties prenantes impliquées, nous proposons des analyses secondaires au prisme de la sociologie de la traduction associée au cadre strategy as practice. En remettant en cause une vision classiquement linéaire du cycle de vie du projet et en identifiant les événements et pratiques managériales clés, nous comprenons ainsi mieux le processus et la manière dont les territoires font preuve, ou non, d’agilité stratégique. Les relations entre universités, entreprises et gouvernement sont aussi analysées en termes de soutien à l'attractivité territoriale. Considérer l'attraction des projets d’IDE du point de vue de collaborations fournit ainsi de nouvelles preuves empiriques et explications du phénomène. Nous pouvons alors proposer les implications managériales suivantes : i) l'utilisation d'une stratégie de triple hélice est un facteur attractif pour la localisation d'un investissement exogène, ii) l'université entrepreneuriale est un facteur attractif lors de la localisation d'un investissement exogène et iii) les politiques publiques contemporaines doivent être impliquées dans des réseaux complexes avec la communauté pour réussir à localiser et à ancrer un investissement exogène.</p>
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