The question of the link between working time and non-working time remains a contemporary issue. The analysis of the experience and the perception of this articulation on a sample of 40 Tunisian managers made it possible to highlight, on the one hand, the determinants and the practices of articulation between working time and time out of work. On the other hand, to better understand the experience of the executives of the articulation of social times. Through the analysis of the interviews, we were able to identify three categories of executives adopting different strategies vis-à-vis the articulation of social times. A first group of managers is made up of managers who adopt a strategy of integrating working time with that of non-working time. For this group, social times intersect and collide without invading each other. The second group of managers adopts a partitioning strategy. They believe that the border between the working and non-working spheres must remain tight and that respecting the separation between the two spheres is fundamental. A third group of managers adopts an overflow strategy. Of course, the two spheres overlap one another, but this overflow can be both negative and positive.