The study of the Corporate University is a topic that has received little attention in the literature. It is thus largely seen as a structure dealing with training issues which has to contribute both to the strategic development of its parent organization and to foster the internal culture. Beyond this instrumental definition, what is really a Corporate University? The very name of this structure raises some questions. Is there, in addition to the visible managerial mission statement, some “latent functions” for the Corporate University? How is it possible to go beyond the cultural issue in order to question the hidden motivations? We have mobilized during this work an interpretative framework that helps to question the imaginary dimension of the object beyond its visible function.To do this, we used two different theoretical “frameworks” The first one is prescriptive and the second one is analytical. Our aim is to question in an iterative movement the different roles and functions that could be those of the Corporate University. A particular framework based on various qualitative methods was built. It is based on the collection of two different types of discourse, one controlled and one more spontaneous in order to mobilize the two theoretical frameworks we mentioned. Furthermore, we wanted to interview all stakeholders of the Corporate University. Different techniques (secondary data, interviews, observation and collection of drawings) were used to reach this goal.The results of this doctoral research are numerous. First, they allow the unveiling of a secondary institution of the organizational imaginary, here the Corporate University. It creates a special relationship between an organization and the people it employs and will promote the effectiveness of the organizational imaginary. This is based on the formulation of a promise made by the parent organization to individuals. By offering their human capital to the organization, individuals will expect career opportunities in return. This promise is based on three principles underlying the imaginary role of the Corporate University: the valuespromoted by the parent organization, the prestige provided by the academic partner and expectations of recognition shown by individuals. We propose to rethink the institutional role of the Corporate University on this imaginary triptych basis.
