4. Conclusion

The expansion of networks of organizations, such as competitiveness clusters, is tending to redefine the human resources management model initially restricted to the corporate sphere. By implementing innovative practices, HRM in these networks of organizations is able to generate performance in the organizations involved. After several years' experience in a competitiveness cluster, and the difficulties associated with project management, we felt it would be appropriate to co-construct tools that could help network leaders perform their jobs more effectively.

In this article, we have also identified practices implemented in other types of organizational networks. Through three innovative territorial schemes, we demonstrate the positive externalities generated in terms of performance and learning dynamics for employees and organizations.

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