Supply chain management &amp; avantages compétitifs des Très Petites Entreprises : à l’épreuve de leur manque de ressources

Ruel, Salomée; Grezolle, Marie

doi:10.53102/2022.36.02.860

Cited by 3 publications

(1 citation statement)

References 51 publications

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“…Our findings suggest that gig companies need to better manage their stakeholders acting as suppliers (i.e., gig workers) if they want to improve sustainability performance. This, however, may be more difficult for micro, small and medium-sized companies to achieve due to their limited resources to manage their supply chains (Ruel and Grezolle, 2022;Stekelorum, 2020). In parallel, for gig workers to be perceived as having as much value and relevance to the company as regular employees, they must have skills and resources that are not easily replicable or held by regular employees.…”

Section: Discussion and Future Researchmentioning

confidence: 99%

Social sustainability in the gig economy era

Silva

Nyobe

2023

RFGI

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The rise of the gig economy, also known as the platform economy, has compelled businesses to reconsider their relationships with their various stakeholders, including gig workers that are sometimes referred to as independent contractors. This has been especially noticeable in the on-demand delivery sector. This article examines how stakeholders in this sector are addressing social supply chain sustainability issues. We investigated measures taken by companies in the on-demand delivery sector between 2016 and 2020 using documentary research and content analysis. Based on stakeholder theory, we show that the perceived influence (or lack thereof) of gig workers is crucial in addressing social sustainability challenges. Our findings also indicate that delivery businesses are more concerned with working conditions than with equal rights issues, which we believe should be addressed equally. The paper sheds light on the management of social issues within the gig economy and opens a branch of opportunities for further studies on supply chain sustainability in the platform economy. Ultimately, this paper provides guidance to gig stakeholders on how to better contribute to social sustainability.

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Section: Discussion and Future Researchmentioning

confidence: 99%

Social sustainability in the gig economy era

Silva

Nyobe

2023

RFGI

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Developing Human Resources Management Performance in Industrial type SMEs

Bousquet

Delattre

Lichy

2023

RFGI

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The effective management of human resources is a central issue for many companies, particularly small-to-medium sized enterprises (SMEs) in Industry, which often lack a designated HR function. Usually, the HR function and management of HR falls upon the manager, who faces diverse issues that can hinder innovating or implementing a more efficient system of managing HR. This paper addresses the issue of developing sustainable and innovative HR practices in industrial SMEs. The loose structure of the SME facilitates organizational agility but can also bring about disorganization, dysfunction and sub-optimum performance. Using research-intervention, this paper contributes to the literature on the impact of developing HR practices on employee performance in SMEs. It explains the key roles of management and local managers in facilitating and developing a more adapted and efficient HRM interaction.

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Et s’il fallait améliorer le On Time Delivery (OTD) en réduisant la non-qualité ?

HAMOUDA

2023

RFGI

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Atteindre un niveau de performance supply chain passe nécessairement par l'amélioration des taux de livraison. Le projet performances industrielles propose la constitution de grappes industrielles alors proches physiquement et librement organisées autour de la firme-pivot. Nous observons alors la mise en place des proximités (géographique et non géographiques) et l’évolution des indicateurs de performances industrielles que sont la qualité et les délais. A partir de l’observation de 420 données relevées auprès une grappe industrielle de 7 sous-traitants sur une période de 20 mois entre 2014 et 2019. Deux résultats majeurs seront discutés : le premier est relatif à l’effet positif de l’activation des proximités sur les critères de performance à savoir la qualité et les délais de livraison ; le second résultat montrera une relation significativement négative entre la qualité et les délais de livraison. Nos résultats nous permettront de communiquer à tous les acteurs de la supply chain aéronautique qu’une orientation des stratégies de proximités des sous-traitants sur cette variable est primordial.

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Supply chain management & avantages compétitifs des Très Petites Entreprises : à l’épreuve de leur manque de ressources

Cited by 3 publications

References 51 publications

Social sustainability in the gig economy era

Social sustainability in the gig economy era

Developing Human Resources Management Performance in Industrial type SMEs

Et s’il fallait améliorer le On Time Delivery (OTD) en réduisant la non-qualité ?

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