Abstracts
Résumé
Les formes alternatives d’activité et d’emploi (FAAE) sont en croissance et associées à différents statuts juridiques. Les TPE-PME peuvent y avoir recours. Cela pose des questions stratégiques et managériales : abandon de compétences stratégiques, management d’externes, risque de requalification, etc. Quel peut être l’usage stratégique de FAAE par des TPE-PME et à travers quelles modalités de management ? Une étude de cas multiples montre que cinq usages existent, dont trois à dimension stratégique. La mise en place de ces usages passe par trois formes différentes de management, mais semble encore problématique en termes de gestion des risques associés. Cet article contribue à la compréhension de la place des FAAE dans l’économie et à leur management, et offre aux dirigeants de TPE-PME, notamment celles oeuvrant dans l’économie de la connaissance, des outils sur ces questions.
Mots-clés :
- Travail indépendant,
- Main-d’oeuvre externe,
- TPE-PME,
- Ressources stratégiques,
- Méthode qualitative comparative
Abstract
Alternative forms of activity and employment (AFAE) are growing and associated with different forms of status. VSEs and SMEs may have recourse to it. This raises strategic and managerial questions: loss of strategic fields, external workers management, risk of requalification, etc. What can be the strategic use of FAAE by VSEs and SMEs and through what management methods? A multiple case study shows that five uses exist, three of which have a strategic dimension. The implementation of these practices involves three different forms of management but still seems problematic in terms of managing the associated risks. This article thus contributes to the understanding of the place of AFAEs in economy and their management and provides managers of VSEs and SMEs, especially those working in the knowledge economy, practices on these issues.
Keywords:
- Self-employment,
- External workforce,
- VSE-SME,
- Strategic resources,
- Comparative qualitative method
Appendices
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