Abstracts
Résumé
Cet article vise à comprendre les pratiques des dirigeants de microfirmes (moins de cinq salariés) en matière de systèmes d’information (SI). Dans ces organisations de très petite taille, les ressources sont rares et les SI sont peu formalisés. Par ailleurs, le dirigeant a un rôle prépondérant dans le choix et la mise en place des outils. Des recherches récentes soulignent la pertinence du concept de bricolage organisationnel pour analyser les pratiques des petites entreprises. Dans cette optique, cette recherche explore les modes d’implantation et d’utilisation des systèmes d’information par les dirigeants de microfirmes, et vise à identifier les pratiques de bricolage organisationnel. La méthode de recherche adoptée est qualitative et fondée sur 56 entretiens semi-directifs avec des dirigeants de microfirmes françaises. Nous décrivons deux types de bricolage : le bricolage par nécessité et le bricolage stratégique. Les caractéristiques associées à ces deux modalités sont analysées, et se distinguent par la perception des outils, les aspirations personnelles, les objectifs pour l’entreprise, et la possession ou non en interne de compétences en SI.
Mots-clés :
- Microfirmes,
- Bricolage organisationnel,
- Systèmes d’information,
- Dirigeant,
- Bricolage de nécessité,
- Bricolage stratégique
Abstract
Our research attempts to shed light on a specific set of practices of owner-manager within microfirms (less than five employees) in the area of information systems (IS). In these very small-sized companies, as we know, resources are scarce and IS very little formalized. Also, the owner-manager has a prominent role in setting the IT policy as well as in implementing it. In this respect, recent studies underline the relevance of the concept of bricolage as a pertinent tool for analyzing this kind of environment. Our research tackles these issues by exploring further how owner-managers implement and use information technology through the prism of organizational bricolage. Based on 56 semi-directive interviews with owner-managers, our qualitative analysis shows two types of bricolage : the « necessity bricolage » and the « strategic bricolage ». These categories differ in the way owner-managers perceive the technology, their personal aspirations and strategic goals, and the mode of IT skills acquisition (in-house or outsourced).
Keywords:
- Microfirms,
- Organizational bricolage,
- Information systems,
- Manager,
- Necessity bricolage,
- Strategic bricolage
Resumen
El objetivo de este artículo es comprender las prácticas de sistemas de información (SI) de los dirigentes de micro-empresas (empresas con menos de 5 empleados). En estas organizaciones los recursos son escasos y los SI poco formalizados. Además, el dirigente juega un papel clave en la elección de herramientas y en su aplicación. Investigaciones recientes ponen de relieve la adecuación del concepto de bricolaje organizacional en el análisis de las prácticas de la pequeña empresa. Siguiendo esta línea de ideas, la presente investigación explora la forma de implantación y el uso de los sistemas de información por parte de los dirigentes de micro-empresas, teniendo como objetivo la identificación de las prácticas de bricolaje organizacional. Se ha adoptado un método de investigación cualitativo, basado en 56 entrevistas semi-estructuradas, con dirigentes de micro-empresas en Francia. Se describen dos tipos de bricolaje : bricolaje por necesidad, y bricolaje estratégico. Las características asociadas a estos dos tipos de bricolaje se han analizado, distinguiéndose la percepción de las herramientas, las aspiraciones personales, los objetivos para la empresa, y la posesión o no de competencias internas en SI.
Palabras clave:
- Micro-empresas,
- Bricolaje organizacional,
- Sistema de información,
- Dirigente,
- Bricolaje por necesidad,
- Bricolaje estratégico
Appendices
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