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PurposeThis study analyzes the role of regional cooperative banks in identifying and financing small and medium-sized enterprises (SMEs) from a proximity perspective. Access to finance is a major challenge for SMEs. Regional cooperative banks can remove this barrier based on cooperative bank's characteristics and geographic proximity to SMEs. Understanding the interplay between these financial actors and firms can contribute to a better support of SMEs development.Design/methodology/approachThe results are based on a case study of eight SMEs located in southwestern France. Interviews were conducted with two regional cooperative funds and eight SMEs. The interview guide included questions related to the company, the projects financed and how financing was accessed.FindingsResults reveal that a combination of three forms of proximity allows regional cooperative banks and SMEs to establish effective financing operations. They show that regional cooperative banks are key players in the existing financing mechanisms for SMEs. Such financing is often used to gain access to larger players at a later stage. The findings suggest the need for public policies that promote the integration of financing actors in regional ecosystems to advance SMEs' development.Originality/valueThis article examines how SMEs access financing, with a focus on regional cooperative banks, which have received little attention in the literature. Moreover, the relationships between these actors are studied through the lens of proximity. Regional cooperative banks are able to finance projects that may have been overlooked by traditional banks due to trust-building local dynamics.

Cet ouvrage propose des clés accessibles à tous pour comprendre et gérer des projets innovants. À partir de la définition des concepts fondamentaux, des outils opérationnels utilisables au quotidien sont présentés et mis en situation, accompagnés de pistes d'approfondissement. Le lecteur pourra ainsi : • définir une innovation et comprendre ses enjeux, • définir un projet et connaître les attentes de la gestion de projet, • mener à bien un projet simple, de la phase d'émergence de l'idée jusqu'à la phase de clôture, en s'appuyant sur des outils spécifiques.

productive reorganizations focuses on the evolution of farm profiles impacting agricultural cooperatives and territories. Research on organic agriculture explores the different aspects of its development, both in terms of production and consumption. Finally, research has examined the criteria that have a positive impact on the dynamics of innovation in rural areas and medium-sized cities. The interactions between the project partners have been rich and diverse, allowing for the completion of the works undertaken, for the exchange of the results obtained and for the co-construction of participative workshops.

Cet article aborde une thématique clé du management stratégique – et plus particulièrement du management de l’innovation : les stratégies d’innovation ouverte. Nous abordons plus spécifiquement ces pratiques en tant que manifestation de la capacité cognitive et conative d’une organisation à établir avec succès des relations d’affaires avec d’autres acteurs de son environnement – ses capacités relationnelles. Ces dernières permettent à la firme de compléter sa base de ressources et de s’adapter à son environnement. Dans un premier temps, nous étudions spécifiquement le cas du secteur de l’industrie pharmaceutique. En particulier, nous explicitons les contraintes qui pèsent sur la R&D des laboratoires et firmes dédiées aux biotechnologies. Nous les mettons en relation avec le développement des stratégies d’innovation ouverte dans le secteur. Dans un deuxième temps, nous étudions plus précisément le cas de la stratégie de Sanofi. Nous verrons que les développements stratégiques récents du Groupe marquent clairement une réorientation de la R&D vers un modèle d’innovation ouverte. Sanofi’s Open Innovation strategyThis article addresses a strategic management’s main topic : open innovation strategies.These practices are considered here as a specific manifestation of the firm’s cognitive andconative capability to successfully enter into business relationships with other actors of itsenvironment : the firm’s relational capabilities. The later are a way to complete the organization’sresource base in order to cope with environmental changes. First, we specifically studythe pharmaceutical sector’s case. We review the constraints influencing Big Pharmas andbiotechnology dedicated firms’ Ramp;D processes. We show that these constraints stimulated thedevelopment of open innovation strategies among the sector. Secondly, we deeply study theSanofi’s case. We will see that the group’s recent strategic developments are clearly aimed atimplementing an open innovation strategy.