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This article is a conceptual work on the congruence between the strategies chosen successfully by large companies in general and the implemented strategies by independent restaurant companies in the Swiss Lake of Geneva area. In order to follow the framework set up by Filser (2005), a preliminary study of the behavior and expectations of the Swiss consumer in the restaurant industry was carried out and synthesized in the introduction of the article. Initially, upon the examination of mana-gerial specificities of the Very Small Enterprises, the strategies were established. Subsequently, an inventory of the munificence of the immediate environment was established. Three categories of strategies regularly applied by the large diverse companies were selected : partnership, singularity strategy or “blue Ocean” and mass customization or differed differentiation. After an examination of the characteristics and implications of these strategic decisions on the enterprises, qualitative analysis was performed and the limits of the congruence for the Very Small Enterprises of these three strategies were determined. This stage necessitated the comparison of these three categories of strategies with the principal needs and expectations of the Swiss consumer, with the specificities of the independent restaurant companies and with the principal factors of the environment which influences the feasibility of implementing these three categories. A study of the recent application by large hotel companies such as Marriott or Accor using the same three categories of strategies should enable the validation of these theoretical results in the field within the next few months.

Keywords: Spécificités des TPE PME, Restauration artisanale, Comportement et attentes du consommateur suisse, Partenariat, Stratégie de singularité, « Océan bleu », Différenciation différée

This article deals with the relationship between corporate strategy and human resource management (HRM) practices in France. It highlights that firms having innovation strategies differ from other companies, because they have different HRM practices. We adopt King and Anderson's definition of innovation (2002, as quoted by Lapointe et al., 2003) as meaning the introduction of a new practice, a new procedure, or a new process, at the local level, with the aim of improving the economic and social performance of the firm. We also integrate Klein and Harrisson's notion of social innovation (2006) in order to focus on the multidimensional aspect of the concept.Based on a rigorous literature review, we put forward a research model based on five major hypotheses concerning employee control/autonomy, training, remuneration, social climate and negotiation with trade unions. To test this model, we rely on the French public database called REPONSE 2011 from the French Ministry of Employment (N= 3,601 respondents).We show that innovative companies are very different from others in terms of HRM. In particular, these companies have more individualized pay systems, more general objectives, and have less control over their employees (they give more autonomy at work). Innovative companies also develop more training and, furthermore, are used to discussing and negotiating more than other firms. Conversely, no significant link is reached between social climate and strategy.

Keywords: stratégie, gestion des ressources humaines (GRH), négociation, rémunération, autonomie, strategy, human resource management (HRM), negotiation, remuneration, autonomy, estrategia, gestión de recursos humanos (GRH), negociación, remuneración, autonomía

Do adolescents deploy the same strategies for on-screen reading as for hard copy? The aim of this article is to explore this question by examining the strategies reported by twelve pupils in Grade 9 in reading an expository text in three document formats: hard copy, on-screen linear text, and hypertext. These were the methods used in the study: 1) oculometry (eye-tracking technology); 2) open-ended interviews and retrospective verbalizations; and 3) semi-directed interviews. Among other results, subjects appear to have reported a wider variety of strategies for reading hard copy. The data also showed that subjects appear to have transferred strategies from hard copy to the screen when reading electronic documents.

This article addresses the potential of the notion of crime prevention through social developmnent (CPSD) to contribute to the creation and implementation of a comprehensive crime prevention strategy. CPSD shares the commitment to a proactive orientation, community participation and partnerships which are common to all versions of prevention. However, the concept incorporates different options.The article discusses three: the developmental version, with its focus on persistent delinquents; the social version with its concentration on rates of crime and victimization; and the communtiy version, with its concern with the problem of mobilization for action.The article concludes that a synthesis of these approaches is possible, but that this is not the equivalent of a comprehensive strategy; other elements must be included.

AbstractThe goal of this study was to get to know and understand the conceptualization and the implantation of the harm reduction (HR) approach within the objectives and the priorities of the Canadian state (political agenda). In order to do so, we made a vertical and horizontal analysis of Canada's Drug Strategy (CSA). At the end of this analysis, we observed an abusive recuperation of the HR approach in the Canadian context, by the adoption of a conceptualization that underlines the absence of real divide in the face of the notion of abstinence. We also noted a loss of the humanism generated by conceptual losses of control and the adoption of a “risk management” model that stigmatizes the users.

Keywords: drogues, toxicomanie, psychotropes, réduction des méfaits, réduction des risques, politiques, Stratégie canadienne antidrogue, humanisme, pragmatisme, drugs, addiction, harm reduction, risk reduction, harm minimization, policies, Canada's drug strategy, humanism, pragmatism, drogas, toxicomanía, psicotrópicos, reducción de daños, reducción de riesgos, políticas, Sstrategias Canadienses contra la Droga, humanismo, pragmatismo