本論文為提供一個過去應變管理的理論，在中小企業中關於為了適應各種特別情況和特定目標進而去改變的概論，這個碩士論文的目的是說明經理需要做到甚麼以執行有效的變革管理，藉由雙方推動可接受的改變，或相反來說，防止或克服改變的阻力。儘管存在著眾多的改善模型，在這種情況下改變失敗得機率仍然相當的高。通過分析定性訪談的證詞，我們將嘗試在談論變革管理和員工含義理解這種故障的根源。最後，我們將會對以往的模型提出改善方法，為今後類似的管理改變做出建議。

This paper offers a general overview of the past theories of change management applicable to organization of all kinds that we will adapt to a special case of change and a specific target: expansion in Small and Medium Enterprises (SMEs). The aim of this Master thesis is to explain what the manager should accomplish in order to run an effective change management, by both motivating the change to generate its appropriation or, in opposition, preventing or overcoming the resistance to change.
Despite the existence of numerous change models, the change failure rate in these cases is still dramatically extreme. By analyzing testimonies from qualitative interviews, we will try to understand the source of this failure when talking about change management and employee implication. Finally, we will come up with suggestions in accordance with the previous change models for future similar managerial changes.

Thesis Verification Letter　i
Aknowledgement　ii
摘錄　iii
English Abstract　iv
Table of Contents　v
List of figures　vii
Introduction　1
THEORETICAL FRAMEWORK　4
　PART 1: EXPANSION IN SMEs　5
　Small And Medium Enterprise　5
　Legal definition　5
　Importance of the target: Why we should not neglect the SMEs?　 7
　Quantitative aspect　7
　Qualitative aspect　8
　Why SMEs need Expansion?　11
　What are the possible expansions a SME can experience?　11
　Need of expansion　12
　Greiner model　15
　The punctuated equilibrium theory: 　21
PART 2: CHANGE MANAGEMENT　24
　Definition　 24
　Understanding the nature of organizational change　 27
　Content research　 28
　Contextual research　30
　Process issues 　 31
　Variable–criterion and results　33
　Effective change management　 35
　Definition of the concept　 35
　The human aspect of an organization: Outcomes of change 　37
　Appropriation 　37
　Resistance 　38
　Tools 　40
PART 3: EXPLORATORY INVESTIGATIONS　45
　Interview guide: 45
　Analyze of the exploratory investigations: 　46
EMPERICAL FRAMEWORK　48
PART 1: PRESENTATION OF THE QUALITATIVE STUDY　49
　A qualitative approach　49
　The target: 　50
　Interviewee’s companies presentation　50
　Collection and treatment of data:　50
　Matrix for data treatment　51
PART 2: THE CHANGE MANAGEMENT　52
　The main expansion needs for SMEs 　52
　Develop and offer a new good or a new service 　52
　Create a sustainable economic model　52
　Maximize the creation of value　54
　By reaching a higher economic activity　54
　By reaching a better measure of profitability　54
　By bringing added value to the already established structure　55
　Expansion transformation and change management　56
　Focus on the project: the manager in quality of project leader　56
　The transformation: Spontaneity or decision-­‐making?　56
　Project Management: definition of goals and roles　57
　Project Management competences　57
　Focus on the human dimension of change: the manager in quality of change leader　59
　A participative management　59
　Family business management: an exception to the rule　60
　Communication　61
　Change management　62
　General observations　63

PART 3: A BETTER CHANGE　65
　The pillars of a good change for SMEs　65
　The strategy　66
　Competencies　66
　Tools and methods　67
　Facilitators for a better change　67
　Focus on strategic execution with 2 facilitators:　68
　Focus on people change with 3 main facilitators:　68
CONCLUSION　70
　#1: Impose your leadership as a confident leader but still close of your employees.
　#2: Bet on SMART goals.
　#3: Create and share the urgent need for change as Kotter used to say.
　#4: Favour the transformation adoption by all of the stakeholders.
　#5: Construct a stable transformation project you can follow.
　#6: Continuously communicate.
REFERENCES　72
Appendix　77
　Annexe 1: The dictionary of concepts　77
　Annexe 2: The dictionary of theories　80
　Annexe 3: The interview guide for exploratory investigations　82
　Annexe 4: The interview guides　83
　Annexe 5: The quote observation　89
　　Annexe 5.1: Expansion needs (quotes)　89
　　Annexe 5.2: Manager as a project leader (quotes)　91
　　Annexe 5.3: Manager as a project leader (quotes)　95
　Annexe 6: interviews’ translation　103
　Annexe 7: interviews’ Transcripts　110
　　Annexe 7.1: Francois Jaubert – CEO　110
　　Annexe 7.2: Thomas Deville -­‐ General Manager　120
　　Annexe 7.3: Francois Janin – Employee　126
　　Annexe 7.4: X (anonymous)　134
　　Annexe 7.5: Beata Mazsolla – Employee　140

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