Abstract
The internal mobility project is recognized as a good practice by the HRM community. Nevertheless, we know few about the way projects develop and projects influence on effective behaviors, like competencies development. To fill this gap, we define project as the result of an interaction between performance and organizational norms. We test this model with a semi-longitudial, 83 subjects survey. The results show that individuals craft projects primarily in function of normative hierarchies. We also demonstrate that the influence of projects on competencies development is heterogeneous
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