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This paper aims to understand how support organizations promote the structuring of the agricultural value chain through partnerships and capacity building of the various links in the chain.

The study is exploratory and qualitative, based on ten semi-structured interviews with the main public support organizations related to the date sector in Tunisia.

The results showed that the support organizations of the Tunisian date sector do not share the same vision of the priorities to be strengthened to promote the export of dates in Tunisia.

Reviewing the coordination mechanisms between the support organizations is important in order to improve the governance of the value chain and to reinforce the capacity of the operators in the date value chain.

Public support organizations are important actors in agricultural value chains as these organizations implement agricultural policies. Assessing these organizations' contribution to capacity building of chain links is an innovative approach to detecting organizational dysfunction in agricultural value chains in developing countries.

This paper aims to understand how international interorganizational relationships (IORs) impact the organizational creativity of a local partner in an emerging country, and how the creative capacities of emerging countries firms are developing.

The study is exploratory and qualitative, based on five IORs between European multinational corporations (MNCs) and Tunisian firms operating in the consumer goods sector analyzed using the Gioia method.

The results show that it seems necessary for firms in emerging countries first to be legitimate, then to have dynamic capacities (learning capacities in particular), and that they know how to develop an innovation strategy and implement it concretely. The authors highlight three different organizational mechanisms. The first concerns analyzing the legitimacy of the local partner to engage in an innovation process based on its distinctive capacities and formalization of procedures. The second involves building dynamic capabilities, especially technological and managerial skills, in order to meet the challenges of the growing collaboration between the partners and to expand their mandate. The third deals with implementing an innovation strategy on two fronts: trust between partners and sustainable innovation.

The contributions focus on the international dimension of the IORs' impact on creativity and the role of the local partner's creative capacities. The work highlights to what extent “techno-centric” creativity plays a role in the absorption capacity of local partners, as well as the level of assistance provided by MNCs for developing innovation in emerging countries' firms. Moreover, our results show that increasing awareness of ecological and responsible consumption is reorienting production patterns on both local and global scales and offers many benefits for local and multinational firms. The limitations concern the sample size, the narrow diversity of the sector and the lack of information regarding multinational firms.

The originality of this paper is to show the construction of the creative process at the level of the local partner, from the execution of a specification to the implementation of a sustainable innovation strategy.