En raison de l’éventail, de la diversité et de la complexité des déterminants de la santé, les bénéfices recherchés par les efforts de promotion ne peuvent généralement être générés sans la collaboration de plusieurs organisations. Toutefois, le développement d’une collaboration durable n’est pas facile. Cet article est le fruit d’une recherche empirique portant sur une collaboration durable en promotion de la santé. Les données ont été recueillies dans le cadre d’une étude longitudinale qui examine les principaux évènements qui ont marqué la collaboration au cours d’une période de vingt ans. L’analyse montre que la collaboration inter organisationnelle est un phénomène complexe digne de sa réputation, et elle invite les chercheurs comme les praticiens à distinguer les enjeux de la collaboration autour de projets spécifiques et ceux liés à ce que nous appelons la collaboration durable.
BarryMMBattel-KirkBDempseyC.The CompHP core competencies framework for health promotion in Europe. Health Educ Behav. 2012; 39: 648–662.
2.
HancockT.Vers des villes saines : Le projet canadien. Promot Santé. 1987; 26: 2–4.
3.
JonesJBarryMM.Factors influencing trust and mistrust in health promotion partnerships. Glob Health Promot. 2018; 25: 16–24.
4.
LucumíDISchulzAJTorres-GilJEGonzalesLRamírezK.Establishing a local coalition for addressing social determinants of hypertension in Quibdó (Colombia): a description and reflection on the process. Glob Health Promot. 2018; 1–10.
5.
AnsellCGashA.Collaborative governance in theory and practice. J Public Adm Res Theory. 2008; 18: 543–571.
6.
De MontignyJGDesjardinsSBouchardL.The fundamentals of cross-sector collaboration for social change to promote population health. Glob Health Promot. 2017; 1–10.
7.
BrysonJMCrosbyBCStoneMM.The design and implementation of Cross-Sector collaborations: propositions from the literature. Public Adm Rev. 2006; 66: 44–55.
8.
HuxhamCVangenS.Doing things collaboratively: realizing the advantage or succumbing to inertia?Organ Dyn. 2004; 33: 190–201.
9.
EmersonKNabatchiTBaloghS.An integrative framework for collaborative governance. J Public Adm Res Theory. 2012; 22: 1–29.
10.
GrayB.Collaborating: Finding Common Ground for Multiparty Problems. San Francisco: Jossey-Bass; 1989. (The Jossey-Bass management series).
11.
HuxhamCVangenS.Managing to Collaborate: The Theory and Practice of Collaborative Advantage. London; New York, NY: Routledge; 2005.
12.
IsraelBEngESchulzAParkerE.Introduction to Methods in Community-Based Participatory Research for Health. Dans: Methods in Community-Based Participatory Research for Health. San Francisco, CA: Jossey-Bass; 2012, pp.3–38.
13.
OsborneS.The new public governance?Public Manag Rev. 2006; 377–387.
14.
ThomsonAMPerryJL.Collaboration processes: inside the black box. Public Adm Rev. 2006; 66: 20–32.
15.
GazleyB.The current state of interorganizational collaboration: lessons for human service research and management. Hum Serv Organ Manag Leadersh Gov. 2017; 41: 1–5.
HuxhamCVangenS.Managing Inter-Organisational Relationships. Dans: Managing in the Voluntary Sector: A Handbook for Managers in Voluntary and Non-profit Making Organizations. London, UK: International Thompson Business Press; 1996, pp.202–216. (Management and Finance in Public Services Series).
18.
VangenSHayesJPCornforthC.Governing cross-sector, inter-organizational collaborations. Public Manag Rev. 2015; 17: 1237–1260.
19.
VangenSHuxhamC.Achieving collaborative advantage: understanding the challenge and making it happen. Strateg Dir. 2006; 22: 3–5.
20.
VangenSHuxhamC.Building and using the theory of collaborative advantage. Netw Theory Public Sect Build New Theor Framew. 2013; 51–67.
21.
CharreireSDurieuxF.Explorer et tester. Dans: Méthodes de recherche en management. Paris: Dunod; 1999, pp.57–80.
22.
PettigrewAM. Longitudinal field research on change: theory and practice. Organ Sci. 1990; 1: 267–292.
23.
YinRK.Case study research: design and methods. 3e éd.Thousand Oaks, Californie: SAGE; 2003.
24.
GlaserBGStraussAL.The discovery of grounded theory: strategies for qualitative research. Chicago: Aldine; 1967. (Observations).
25.
CorriveauAM. L’émergence d’un modèle de concertation interorganisationnelle en contexte municipal : le cas de Sherbrooke Ville en santé. [Sherbrooke]: Université de Sherbrooke; 2009.
26.
RobsonC. Real world research. 2e éd. Oxford: Blackwell Publishing; 2002.
27.
ATLAS.Ti [Internet]. Scientific Software Development GmbH; Disponible à: https://atlasti.com/
28.
LangleyA.Strategies for theorizing from process data. Acad Manage Rev. 1999; 24: 691–710.
29.
StraussALCorbinJM.Basics of qualitative research: techniques and procedures for developing grounded theory. Thousand Oaks: Sage Publications; 1998.
30.
MilesMBHubermanMA.Analyse des données qualitatives. 2e éd. Belgique: De Boeck; 2003. 626 p.
