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By European standards, both France and Germany have a strong economic fabric of SMEs. The article sets out to place the entrepreneurial features of the two countries side by side in order to reflect on the reform of the relationship between results of SMEs and the nature of the national industrial fabric. A series of methodological considerations are followed by an analysis of the strategic behaviour and management methods of French and German medium-sized industrial enterprises, with a view to highlighting their differences and similarities. This leads on to an attempt to explain the structural causes of the difference in results between French and German firms. In conclusion, the importance of rearticulating the relationship between companies' results and the competitiveness of the national productive system is stressed in connection with both countries, but with France in particular.
Keywords: Alliances, Comportement, Coopération, Flexibilité, Impartition, Multicompétence, PME, PMI, Réseau, Stratégies génériques de développement, Système productif, Territoire, Vraies et fausses PME
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ABSTRACTThis article describes the ways in which conceptualisations, notions, and new or renewed vocabularies, deriving legitimacy from their circulation in transnational and international circuits, come up against particular national circumstances. The case study focuses on the Canadian federal government's importation of the concept of social cohesion, describing the domestication of the concept and the adjustments in its meaning so as to take into account and address the particularities of Canada and its cultural pluralism.
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Keywords: Décision, développement durable, gouvernement, institutions, rationalité politique
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The solidarity and social economy is at a crossroads. The current technological, social and economic revolution is causing profound changes in the way people relate to space and time, product quality, the conditions of waged work, the place of political activism, etc. These changes make it necessary to think ahead about future risks and to build new forms of social coordination. In view of those risks, two key values underlie the expectations that have recently arisen—efficiency and solidarity. These values are consistent with those of the social and solidarity economy. The sector is aware of the emerging expectations, but does not seem able to meet them. Unity is lacking. The misunderstandings about legitimacy that divide the social and solidarity economy need to be confronted, but an effort should also be made to leave those debates behind.
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This is an descriptive and empiric study of the Ford purchasing policy impact upon the human resources management of partner suppliers. With reference to the model proposed by H. Mahé de Boislandelle, this research aims at first to analyse the social function integration at partner supplier within an external procurement relationship.An inquiry was carried out from a sample of Ford partner supplier producing intermediate goods bought by local and European Ford factories.There is some evidence that supplier's HRM correlates with partnership degree. Three configurations of HRM policy appear : constraining concept, strategic vision, stimulated social policy produced by customer's quality requirements. In each above perception, HRM applications and effects were found to be specific.
Keywords: Gestion des ressources humaines, Intégration, Partenariat, Société Ford, Contingence, Mix social
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