Abstract: To fight against the economic crisis, French
Government, like many others in Europe, has decided to give a boost
to high-speed line projects. This paper explores the implementation
and decision-making process in TGV projects, their evolutions,
especially since the Mediterranean TGV-line. This project was
probably the most controversial, but paradoxically represents today a
huge success for all the actors involved.
What kind of lessons we can learn from this experience? How to
evaluate the impact of this project on TGV-line planning? How can
we characterize this implementation and decision-making process
regards to the sustainability challenges?
The construction of Mediterranean TGV-line was the occasion to
make several innovations: to introduce more dialog into the decisionmaking
process, to take into account the environment, to introduce a
new project management and technological innovations. That-s why
this project appears today as an example in terms of integration of
sustainable development.
In this paper we examine the different kinds of innovations
developed in this project, by using concepts from sociology of
innovation to understand how these solutions emerged in a
controversial situation. Then we analyze the lessons which were
drawn from this decision-making process (in the immediacy and a
posteriori) and the way in which procedures evolved: creation of new
tools and devices (public consultation, project management...).
Finally we try to highlight the impact of this evolution on TGV
projects governance. In particular, new methods of implementation
and financing involve a reconfiguration of the system of actors. The
aim of this paper is to define the impact of this reconfiguration on
negotiations between stakeholders.