Abstracts
Résumé
Les PME font face à de nombreux défis liés à leurs spécificités. En particulier, en stratégie, elles rencontrent le problème de l’accès à l’information et celui de la dépendance des choix stratégiques vis-à-vis de la vision des dirigeants. Pour dépasser ces limites, la mise en oeuvre de pratiques participatives est de plus en plus prescrite comme source d’innovations organisationnelles, d’engagement pour les salariés et d’avantages compétitifs pour les entreprises. Cependant, très peu de recherches se sont attachées à décrire et à comprendre la relation entre le dirigeant et les pratiques participatives mises en oeuvre lors du processus de décision stratégique. Cette recherche exploratoire vise à étudier cette relation à partir de 24 entretiens semi-directifs avec des dirigeants de PME françaises. Les résultats font apparaître quatre conceptions participatives à l’origine de pratiques mises en oeuvre par les dirigeants lors du processus de décision stratégique. L’analyse des discours fait ressortir deux caractéristiques à l’origine des conceptions présentes : les représentations et les logiques participatives. Celles-ci, représentées au sein d’une matrice, permettent d’expliquer l’implication plus ou moins importante des salariés dans les processus de décisions stratégiques par les dirigeants de PME.
Mots-clés :
- Participation des salariés,
- PME,
- Conceptions des dirigeants,
- Décisions stratégiques
Abstract
Small and medium-sized enterprises (SMEs) face numerous challenges related to their specific characteristics. In particular, in the field of strategy, they encounter difficulties accessing information and a dependency of strategic choices on the vision of their leaders. To overcome these limitations, the implementation of participative practices is increasingly recommended as a source of organizational innovation, employee engagement, and competitive advantage for businesses. However, very few studies have focused on describing and understanding the relationship between the leader and the participative practices implemented during the strategic decision-making process. This exploratory research aims to examine this relationship based on 24 semi-structured interviews conducted with leaders of French SMEs. The results reveal four participative conceptions underpinning the practices implemented by leaders during the strategic decision-making process. Analysis of the discourse highlights two key characteristics shaping these conceptions: participative representations and participative logics. These characteristics, represented within a matrix, help explain the varying degrees of employee involvement in strategic decision-making processes in SMEs.
Keywords:
- Employees participation,
- SME,
- Participative conception,
- Strategic decisions
Appendices
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