Article pp.183-186 du Vol.39 n°233 (2013)

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7 Editorial

11 Contributors to this issue

15 Women in French boardrooms: which asset taking into account?

Yves Moulin, Sébastien Point

Law no. 2011-103, effective 27 January 2011, established a quota of 40%

female board members for French companies. As a consequence, between 550 and 1350 seats are expected to be filled by 2017. This paper examines the nature of female candidates’ legitimacy, or assets, for serving on French corporate boards, in an effort to develop a female board member profile for future candidates. The analysis of the profiles of the women serving on corporate boards during the 2003-2009 period in French companies (SBF120) reveals that 1) family and academic excellence are prevailing assets and 2) the increasing presence of foreign female board members, who comprise a valuable potential pool of board member candidates to meet the legal requirements.

33 From moral harassment to management harassment.

The limits of legal objectivization Brigitte Pereira

In a worldwide competitiveness context, job intensification and densification inside the firms leading the employees to work in a different way, even more and even better brought to the fore psychological and social risks. Taking into account those risks leads nowadays to a serious mutation of moral harassment recognition. This survey aims to apprehend moral harassment concept evolution as far as its definition and qualification are concerned. This evolution is evidence of a will to extend moral harassment definition by considering the current organizations management.

55 The HR Tools in the sensemaking of strategic decision.

The case of a social housing company Thierry Colin, Benoît Grasser, Ewan Oiry

Inscribed in Decision as Practice field of research, this paper shows that first line supervisors use HR Tools to build the meaning of a strategic decision. We realized a case study in the social housing sector. Our results show that first line supervisors contribute significantly to redefine the content of the strategic deci-

S U M M A R Y

issue 233 May 2013

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184 Revue française de gestion – N° 233/2013

sion by moving its objective from the notion “quality of service” to the notion of “proximity”. They also highlight that the training plan as well as other HR tools, sometimes less formal play a central role in this redefinition.

File : Human resources and entrepreneurial dynamics Guest Editors: Kathleen Randerson, Alain Fayolle, Christian Defélix

75 Maintaining entrepreneurial dynamics through HRM Kathleen Randerson, Alain Fayolle, Christian Defélix

89 Socialization practices in entrepreneurial and conservative firms Émilie Bargues, Véronique Bouchard

Organizational socialization can be defined as the process by which an individual acquires the beliefs, values, behaviors, and skills necessary to assume an organizational role (Fisher, 1986; Van Maanen, 1976). This article explores the relations between the socialization of new entrants and entrepreneurial orientation. More specifically, we study the socialization practices that support the entrepreneurial orientation of firms. Four cases describing the socialization practices of SMEs belonging to different sectors and characterized by either a strong or a weak entrepreneurial orientation are used to assess the relevance of a set of theoretical propositions tying entrepreneurial orientation and new entrant socialization practices.

107 Intrapreneurial ecosystems and innovation: the Google case Michel Ferrary

High-tech start-ups that face rapid business growth have to handle the tension between the bureaucratization of their functioning and the strategic need to keep an entrepreneurial orientation to support innovation. Google faces this strategic issue. Using existing practices used by large organizations to develop entrepreneurial orientation, the company has integrated original elements to design an intrapreneurship ecosystem that is characterized by a structural porosity and specific incentive contract.

123 Developping the internal entrepreneur’s social capital Fanny Simon, Albéric Tellier

The objective of this article is to demonstrate the influence of individual rela- tionships in the entrepreneurial process. The social networks of individuals involved in two entrepreneurial projects in a semiconductor company have been analyzed. We compared the effects of network evolution on the emergence,

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Summary 185

concretization and selection of projects by top management. The main contri- bution of this work is to demonstrate that RH practices should evolve during the entrepreneurial process and their objective would then be to enhance entre- preneurs’ social capital.

141 Organizational and HR factors likely to boost intrapreneurship.

Challenges and issues in SMEs Olivier Lisein, Fabrice De Zanet

Although the intrapreneurship is recognized as a potential vector for strategic innovation for businesses that are capable of taking advantage of it, the factors that might favor intrapreneurial behaviors on the part of employees remain relatively unknown as of today, especially in SMEs. Our proposal is intended to be a response to this situation. Based on the results of an empirical research carried out in 12 SMEs, our article examines the effect of three key variables on the intrapreneurship stimulation: the organizational design, the managers’

leadership, and the HRM practices.

161 The role of HR in the innovation-oriented company.

Keys and questions

François Pichault, Thierry Picq

The quest for innovation is one of the major challenges of modern enterprises.

This article focuses on management practices in “innovation-oriented organizations”, that is to say, seeking to generate continuous and widespread innovation.

After a state of the art leading to the development of a managerial model of the innovative company, we present a detailed case study (Creaholic) that opens the

“black box” of management tensions leading to innovation. The focus is set on the paradoxical dimension of innovation management from the perspective of maintaining a deliberate state of continuous instability. In the last part of the text, we deliver a more critical questioning on the perverse-or risk-associated with such permanent tensioning of the organization and its members.

183 Summary

187 Instruction for authors

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