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International audience; Women business owners of high-growth SMEs apply CSR in all its forms, even if they make little or no mention of it on their websites. In interviews, they revealed that they seek to make sense of the wide diversity of approaches to CSR, while at the same time applying a prudent attitude to their articulation, spending a relatively long period observing and testing them. They attempt to develop a consensus in regard to their decisions and take the views of other people into account (Paradas et al. 2013). In harbouring doubts about their actions, they convey a relative lack of legitimacy. At the same time, they intentionally adopt a patient and prudent approach of CRS implementation, designed to avoid falling into the traps of gendered CSR, which sees women entrepreneurs as more likely than their male counterparts to be concerned with “care” (Saint-Pierre et al., 2011).

This chapter explores leadership processes within SMEs emphasized as a unique opportunity to observe the genesis of collective cognition and its transformation into collective competence. The authors argue that a close examination of SMEs' interactions between leaders and employees reveals that these interactions strongly contribute to building collective cognition and competences that further impact strategic business outcomes (Kozlowski, 1998). Collective competences significantly contribute to strategic management in SMEs contexts. SME leaders build a strategy coordination system on the basis of collective cognition and competences that articulates three different phases: the communication of the leader's vision and its evolution/transformation, the assessment of the structure, processes, business model and functioning of the enterprise, and the development of internal and external interpersonal and business interactions. The authors examine bricolage leaders, experimental leaders and entrepreneurial leaders in the context of this strategy coordination system.

International audience; The purpose of this article is to assess the mentoring impact in an experiential learning entrepreneurship program. We did three-year participant observation in the major business school incubator of the Paris area with the aim to identify the interpersonal communicational strategies that mentors, which are confirmed entrepreneurs, use in order to influence nascent entrepreneurs' attitudes and behaviors in dyadic interaction. These communicational strategies are categorized as persuasion, engagement, criticism, and provocation. An additional two-year field research allowed us to assess the impact of these communicational strategies at the individual (commitment, compliance, resistance) and the enterprise levels (business launching and fund-raising).

Au sein d’une politique de tres large diffusion de l’enseignement entrepreneurial en France, le modele d’une ecole d’entrepreneuriat n’est-il pas, aujourd’hui, considere comme un luxe ? S’agit-il de sensibiliser ou de former une nouvelle generation d’entrepreneurs ? Quelle place est faite a l’entrepreneuriat au sein de la course a l’excellence academique ? Le marche de la formation entrepreneuriale est-il assez mur pour faire naitre les talents perennes, dont notre economie a tant besoin ? Le cas d’Advancia rend compte d’une experimentation qui, de 2004 a 2010, a parie sur un modele pedagogique d’ecole du tout entrepreneuriat. Cet article analyse comment, en depit de resultats quantitatifs et qualitatifs de tres bonne tenue, ce modele pedagogique n’a pas ete juge viable. L’etude de ce cas pedagogique met en perspective les attentes et les contradictions francaises en matiere de formation entrepreneuriale.

International audience; Quelles sont les stratégies de communication utilisées par les mentors en situation d'accompagnement et quel est leur impact ? A partir d'une recherche empirique longitudinale effectuée sur 50 dyades mentor-entrepreneur dans le cadre de l'Incubateur d'une grande école de commerce parisienne, on a identifié quatre stratégies de communication : la persuasion, l'engagement, la critique et la provocation. Cet article présente ces stratégies et mesure leur impact. C'est la première recherche de ce type dans le contexte du mentorat entrepreneurial en France.

International audience