The globalization and industrialization of food sector created a need for food traceability. Alternative food networks, such as organic farming, can serve this purpose by offering an alternative to the conventional food and by regaining the trust between the producer and the consumer.Organic agriculture is assumed to be more sustainable than the industrial one. However, there is a misconception of the concepts “sustainable agriculture” and “organic farming”. In Hungary the contradiction of high export of organic raw materials and high import of processed organic food from the main export countries was experienced in the 1990s. But lately the import volume decreased, and the high export remained combined with low domestic organic consumption.It is important to see how the actors involved in the organic sector perceive the sustainability of the Hungarian organic sector. The research question is: How do different actors perceive sustainability in the Hungarian organic food sector in the light of conventions theory? In order to find the answer 10 actors with different profiles were interviewed. Semi-structured qualitative interviews were carried out.Seven different conventions based on Thévenot et al. (2000) served as the analytical tool. The respondents showed low understanding of such concepts as sustainability and sustainable agriculture, as well as their contribution to sustainable development.A main conclusion of the study is that the actors closer to the field, i.e. farmers and food processing companies, show more consideration towards the environment, rural development and sustainability. Green, domestic and civic conventions are for them as important as market and industrial conventions.

Le mentorat entrepreneurial est une forme d'accompagnement des entrepreneurs novices par des entrepreneurs plus expérimentés. Les premières recherches sur ce sujet ont essentiellement été concernées par la relation dyadique entre le mentor et le mentoré. Notre travail propose une vision intégrée de ce processus d'accompagnement dans sa dimension tripartite qui prend en compte le rôle de l'organisation tierce initiatrice du programme. Pour construire une modélisation synthétique du processus de mentorat entrepreneurial, nous mobilisons la méthode des cas pour effectuer une première analyse comparative des fonctions de l'organisation tierce dans sept programmes de mentorat en France. Cette analyse nous renseigne d'abord sur les huit fonctions de l'organisation tierce et leur impact sur la qualité de la relation de mentorat et le processus d'apprentissage des participants. La confrontation détaillée de ces résultats nous conduit finalement à proposer un modèle d'efficacité de la relation tripartite de mentorat entrepreneurial / Entrepreneurial mentoring is a developmental relationship between an experienced entrepreneur and a novice entrepreneur. Research is still at its infancy on this subject and it is difficult to find a holistic and unified view of the mentoring process. We are missing this integrated and robust vision and it is our aim in this research to propose one. In a formal entrepreneurial mentoring programme, the relationship is tripartite between the entrepreneur-mentor, the entrepreneur-mentee and the third party organisation initiating the programme. To construct a synthetic model of the mentoring process, we use the case study method for a comparative analysis of seven French entrepreneurial mentoring programmes. We analyse the eight functions of the third party and their impact on the quality of the relationship as well as the participants' learning process. Confronting all these results has enabled us to construct an efficiency model for the tripartite relationship of entrepreneurial mentoring

Endogène du territoire et présente des enjeux politiques et économiques forts. Pour l’entreprise, il concerne la construction collective de ressources, spécifiques et localisées. A ce titre il présente également un enjeu managérial.La littérature a montré l’influence des préférences personnelles du dirigeant de PME sur certains choix managériaux, notamment concernant la localisation de l’entreprise. Prolongeant ces travaux, nous cherchons à comprendre l’influence que le lien personnel entre le dirigeant et le territoire exerce sur l’ancrage territorial des PME.Nous conduisons cinq études de cas, dans une perspective entrepreneuriale, en mobilisant à la fois la théorie des conventions et les travaux sur la proximité. A des fins instrumentales, nous utilisons le business model, dans une approche conventionnaliste (modèle Génération Rémunération Partage), afin de comprendre l’ancrage territorial des entreprises observées.Les résultats font apparaître l’influence effective du lien personnel du dirigeant au territoire. Ils montrent que l’ancrage opéré n’est pas nécessairement stratégique. Les liens peuvent être affectifs, opportunistes mais aussi idéologiques. Le dirigeant de PME apparaît comme un acteur politique du territoire. La recherche montre également la diversité des situations d’ancrage (ancrage sociétal, de patrimoine, d’innovation). Enfin, elle permet d’approfondir l’articulation entre différentes formes proximiques et conventionnelles dans la coordination en situation d’ancrage.Mots / Territorial anchoring is an interdisciplinary subject. It contributes to the endogenous development of the territory and raises strong political and economic issues. For the company, it involves a collective construction of resources that are specific and localized. As such, it is also a managerial challenge.The literature has shown the influence of the personal preferences of the SME's manager on some business choices, particularly those concerning the location of the company. In line with these studies, the aim of our study was to understand the influence of the personal link between the entrepreneur and the territory upon the territorial anchoring of SMEs.We conducted five case studies in an entrepreneurial perspective, mobilizing both the conventions theory and research on proximity. The business model was used as an analytical framework to understand the territorial anchoring of the SMEs observed. The GRS model (Generation Remuneration Sharing) is a conventionalist modelisation of the business model.The findings highlight the effective influence of the link between the entrepreneur and the territory. Territorial anchoring is not always the result of a strategic decision. Links can be emotional, opportunistic, but also ideological. The SME manager appears as a political actor in the territory. The study also showed the diversity of anchoring situations. Anchoring can be established on CSR - Corporate Social Responsibility -, local heritage, and innovation. Finally, it deepens our understanding of how coordination in an anchoring situation is based on combinations of proximities and conventions