Résumé
The general topic of this research is the management of performance in an inter-organizational context. In such a specific context, corporate performance depends to some large extent on human resources. We analyze more specifically people’s competences and interactions. From our theoretical reasoning, we provide a “holist” view of performance based on people’s view of performance drivers. We have developed two case studies based on longitudinal study and cognitive mapping. The results confirm first a difficult articulation between formal coordination and informal cooperation. They also show the process by which performance may be managed. The cooperation between actors and the driven performance can be analyzed through inter-individuals interactions since such actors are relatively autonomous. Empirical evidence shows the linkages between performance, competencies and cooperation.