A travers la reprise de PME le nouveau dirigeant va acquérir des biens matériels et physiques négociés et relativement quantifiés, toutefois en ce qui concerne le système relationnel interne et externe, il aura quasiment tout à découvrir et à redéfinir en termes de modes de fonctionnement. De plus le changement de dirigeant peut simultanément produire des niveaux multiples de déstabilisation qui auront tendance à se répercuter sur le fonctionnement et les résultats de l’entreprise. L’entrepreneur va être confronté à des mécanismes de résistance qu’il essaiera de gérer autant que possible et au mieux de les transformer en leviers d’actions La maîtrise de cette transition dépendra essentiellement de ses compétences relationnelles et influencera la réussite ou l’échec de la reprise. When taking over a SME, the new leader will get negotiated and relatively well quantified tangible and physical properties. However with regards to the internal and external relational systems, he will have almost everything to discover and redefine in terms of operating modes. Moreover the change of leader may simultaneously produce multiple levels of destabilization which will tend to modify the operation and the results of the company. The new leader will be facing « mechanisms of resistance » which he will try to manage as well as possible and possibly transform them into levers of actions. The control of this transition period will depend primarily on his relational abilities and will influence the success or failure of the taking over.
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Paper provided by Laboratoire de Recherche sur l'Industrie et l'Innovation. ULCO / Research Unit on Industry and Innovation in its series Working Papers with number
120.
Length: 18 pages Date of creation: Feb 2006 Date of revision: Publication status: Published in Cahiers du Lab.RII, Février 2006 Handle: RePEc:rii:riidoc:120
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