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Entre émergence et rationalité, deux cas de pratiques de planification en PME technologiques

  • Hervé Goy


    (Université de Saint-Etienne)

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    (VF)Cet article s'attache à l'étude des pratiques de planification de deux PME high-tech. En premier lieu, les informations récoltées auprès de Digigram illustrent plutôt une conception émergente de formation de la stratégie. En second lieu, la planification menée par Metrologic Group se rapproche davantage du courant rationaliste de formation de la stratégie. Au final, Metrologic Group comme Digigram sont deux sociétés en pleine réussite actuellement. Ce constat nous conduit naturellement, sans rejeter une construction théorique au profit de l'autre, à nous interroger sur les spécificités des démarches de planification au sein de ces deux entreprises.(VA)This article deals with the study of planning practices in two technological SME. First, information harvested with Digigram rather illustrates an emergent approach of strategy formation. Secondly, planning led by Metrologic Group nearer draws to the rationalist current of strategy making. At last, Metrologic Group as Digigram are two successful companies at present. This report naturally drives us, without throwing back a theoretical approach for the benefit of the other, to wonder about specificities of planning practices within these two companies.

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    Article provided by in its journal Revue Finance Contrôle Stratégie.

    Volume (Year): 6 (2003)
    Issue (Month): 3 (September)
    Pages: 23-40

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    Handle: RePEc:dij:revfcs:v:6:y:2003:i:q3:p:23-40
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