L’objectif de cette étude consiste à étudier et à comparer le développement du capital humain des PME ayant implanté des systèmes ERP open source et celles ayant implanté des systèmes ERP propriétaires/commerciaux, durant les phases d’implantation et de post-implantation. Pour ce faire, nous avons effectué une étude de terrain dans 10 PME réparties, en fonction de leur stratégie logicielle, en deux groupes : un groupe de cinq PME avec des ERP open source et un groupe de cinq PME avec des ERP propriétaires. Les résultats de cette étude indiquent qu’il n’y a pas de différence entre ces deux groupes de PME en ce qui concerne le développement de leur capital humain (c’est-à-dire du capital humain interne et du capital humain externe accessible), durant les phases d’implantation et de post-implantation. Les résultats de cette recherche trouvent que les PME avec des ERP open source n’ont pas de relations directes avec les communautés des ERP open source, ce qui constitue un déficit structurel au niveau de leur réseau de relations. De plus, cette recherche trouve que les PME avec des ERP open source ne s’appuient pas sur les communautés des systèmes ERP open source pour développer leur capital humain interne parce que, comme les PME avec des ERP propriétaires, elles n’ont pas assez de ressources TI (ou de personnel) au niveau de leurs départements informatiques. / Small and Medium-sized Enterprises (SMEs) play an important role in industrialized countries’ economy. Due to increasing internal and external pressure, SMEs need to adopt integrated information systems such as ERP systems, like the big enterprises. The rapid expansion of ERP systems’ adoption by SMEs is due to two phenomena: 1 - the advent of lighter versions of commercial ERP systems and 2 - the rise of open source ERP systems. Managers of SMEs, wanting to adopt an ERP system, are facing two software strategies: the software strategy directed towards the open source ERP systems and the software strategy directed towards the commercial/proprietary ERP systems. The ERP systems are information systems extremely complex and difficult to set up, because they incorporate and integrate several functional domains under a single technological platform. The establishment and evolution of an ERP system require a large amount of knowledge and of diversified expertise. This knowledge and expertise constitute human capital. According to the literature, human capital is a strategic organizational resource and a source of competitive advantage. In this study, we defined human capital as the sum of the human capital acquired or developed internally (i.e., the knowledge and expertise developed in-house) and of the available external human capital (i.e., accessible knowledge and external expertise). The literature supports that open source communities offer several opportunities of learning (acquisition and development of knowledge and skills) and of human capital development to their members. Thus, in the current economic context, where all companies are looking for a competitive advantage, which software strategy (open source ERP or commercial / proprietary ERP) is more advantageous to SMEs, regarding the development of human capital during the implementation and post-implementation phases? The objective of this research is to study and compare the human capital development of SMEs in the context of an open source ERP project versus a commercial/proprietary ERP project, during the implementation and post-implementation phases. The empirical study was conducted with 10 SMEs divided into two groups: a group of five SMEs with open source ERP systems and a group of five SMEs with commercial ERP systems. The results of the present thesis show that there is no difference between these two groups of SMEs regarding the development of their human capital (internal and external), during the phases of implementation and post-implementation. With regard to the human capital developed in-house, during the implementation and post-implementation phases, the results of this research show that SMEs, regardless of their adopted software strategy (open source ERP system or commercial/proprietary ERP system), develop more business human capital than technical human capital. This poor development of in-house technical human capital in SMEs having adopted an open source ERP and those having adopted a commercial ERP results from the lack of IT personnel at their IT departments. This research has identified several factors (technological, organizational and environmental) that may impact on the development of the internal human capital of SMEs. This study finds that the technical absorption capacity of the SMEs, irrespective of their software strategy (ERP open source and proprietary), is lower than their business absorption capacity due to the lack of IT personnel of SMEs. Regarding the available external human capital, this research finds that there is no difference between SMEs with an open source ERP and SMEs with a proprietary ERP, during the implementation and post-implementation phases. SMEs, regardless of their software strategy (ERP open source and proprietary), have the same structures of social ties. This research finds that SMEs with an open source ERP do not have direct relationships with the communities of open source ERP, which constitutes, according to the literature on the development of human capital (Coleman, 1988), a structural deficit. This explains why the available external human capital of SMEs with an open source ERP is similar to that of SMEs with a proprietary ERP. The results of this research show that SMEs, irrespective of their software strategy (ERP open source and proprietary), continue to use the external human capital of their partner-integrator to manage the evolution of their ERP systems, during the post-implantation phase.

Alors que les outils de gestion envahissent les organisations, nous en savons encore très peu sur la manière dont ils agissent sur les habitudes de penser, sur les façons de faire et sur les comportements.Cette thèse s'intéresse au rôle des progiciels CRM dans la construction des représentations et des pratiques de la relation client. Ces progiciels sont étudiés à deux niveaux: celui de l'espace professionnel des Directeurs commerciaux et celui d'une organisation. Tout d'abord, à partir de l'analyse, entre 1990 et 2009, d'une revue professionnelle destinée aux Directeurs commerciaux, nous montrons l'institutionnalisation des progiciels CRM et que cette institutionnalisation s'est accompagnée d'un déplacement des représentations relatives à ce qui est considéré comme une "bonne" gestion de la relation client. Parallèlement, nous avons mené une étude de cas en profondeur sur dix ans, rendant compte de la mise en oeuvre et de l'utilisation d'un progiciel CRM particulier. Nous montrons que la mise en oeuvre d'un progiciel CRM requiert un processus de traduction continu. Puis, nous mettons en évidence plusieurs transformations des pratiques dont certaines n'étaient pas attendues. Les transformations touchent la connaissance client et son partage, ainsi que les modes de contrôle à l'oeuvre dans l'organisation. Au-delà des transformations des pratiques en matière de contrôle hiérarchique, le progiciel CRM a notamment favorisé la mise en place de deux nouveaux modes de contrôle: un contrôle latéral (entre pairs) et un contrôle transversal (entre fonctions). Notre recherche s'inscrit dans la lignée des travaux qui considèrent que les outils de gestion, et plus globalement les artefacts, méritent qu'on leur accorde une attention plus grande. Nous illustrons plus largement dans ce travail l'intérêt d'aborder les processus organisationnels en prenant au sérieux les objets techniques indissociables de l'action. En les prenant comme points d'entrée, il est possible de documenter des phénomènes jusqu'alors peu explorés / Though management tools are more and more present in organizations, little is known on how they act on mindsets, on habits and on behaviours.This dissertation focuses on the role of CRM software packages in the construction of customer relationship representations and practices. These software packages were studied at two different levels: the sales director community and an organization. First of all, a professional journal analysis between 1990 and 2009 was conducted. The results show that CRM software packages were institutionalized and that this institutionalization comes with a shift in the representations of what is considered as "good" customer relationship management. Then, a ten year in-depth case study of the implementation and the use of a CRM software package was conducted.The results show that the implementation of a CRM software package requires a continuous translation process. They also highlight some changes in practices, of which some are unintended. The changes are related to customer knowledge, its sharing and the modes of control inside the firm. Beyond changes in hierarchical control, the CRM software package leads to the implementation of two new modes of control: a lateral control(between peers) and a transversal control (between functions). This research is in line with the literature that considers that more attention has to be paid to management tools, and more generally to artefacts. We illustrate more broadly in this dissertation the interest of addressing organizational processes by taking seriously the technical objects indissociable from action. Taking them as a starting point for research could be a mean to inform currently underexplored phenomena