【正文】 ll things being equal, that firms belonging to trajectories 3 and 4 are from different activity sectors.The econometric analysis consolidates the size as determining factor in the HRM variation within the firms. More the size of businesslinks increases, more SMEs tend to adopt SHRM. At the same time, smaller SMEs’ size is, more HRM practices are developed. Inaddition, SMEs related to local and regional market do not adopt so active HRM practices.The existence of an external entity which keeps the accounts of the firm, or the exposure to an increased petition would encourage SMEs to implement and spread HRM practices. The results of the econometric analysis consolidate the statement that petitionis a key factor in the choice of HRM practices. For example, if we look closely at traject 1 , we notice that businessunits that have forsaken administrative HRM into strategic HRM belong to firms whose activity is related to international market. Concerning the property structure, the econometric analysis shows, all things being equal, that quotation on stock exchange increases the probability of having set up a strategic or hybrid HRM policy, rather than an administrative one. In this direction, the activism of HRM concerned modes can be understood like a standardization of the practices corresponding to shareholders’ expectations. Discussion and conclusion Through the analysis of HRM practices evolution in the French context, we saw that strategic HRM is in progression. In the opposite, administrative HRM practices recorded a clear decline during the last , although the results of the transition matrixgive the impression that strategic HRM is being reinforced, they are moderated by another result related to the appearance of an intermediate cluster between SHRM and administrative HRM. What we call here hybrid HRM, this intermediate cluster, appears like thedominant model (173 businessunits in 1998 and 176 in 2005). This result can signify that the hybrid HRM model is particularly important in the analysis of HRM practices in the French case, since it appears like a transitory cluster between administrative HRM and strategic HRM. Moreover, importance of these HRM practices could be explained within the context of French panies which are traditionally under influence of unions’ pressures [15]. We did not test this point in this study, but we can already plan to do it in forthing works. According to the institutional theory of DiMaggio and Powell (1984), organization’s choice of HRM practices depends on the coercive power exerted by its external actors. We can thus think like Jenkens and Wan Wejik [38] that choosing a flexible model as the SHRM is rather hesitant in France and raises an incremental change rather than radical. Another explanation concerns the hybridization of HRM practices which could also be resulting from a promise between the various firm’s stakeholders, because of contradiction between SHRM principals with cultural values of the French [15]. According to Brewster [15], individualization of the wage and performance carried by SHRM model make it not easily applicable in some European panies. It is perceived by employees like a threat to gains in terms of equity and justice which are symbolic for collective responsibility. Conversy, SHRM is better established in the USA because the culture of American people is based on the notion of merit as vector of individual responsibility. Thus, this logic of HRM practices evolution can correspond with Kurt Lewin’s change interpretation. This author developed a method of how examine the change through the force field analysis. The change is no longer considerate as an event but as a dynamic forces balance acting in opposite directions. Two series of forces exist: these pushing in favor of change and those acting in favor of status quo because of their resistance to change. However, this result does not prevent us from noting a real tendency towards SHRM practices in the SMEs that are exposed to world petition and whose activities are in the services. These panies need qualified and motivated employees to produce value and to have a petitive advantage [7]. We can thus consider that adoption of the SHRM practices is more important to succeed in the case of SMEs subjected to strong environmental constraints. According to Jenkins and Van Wijk [38], the most favorable periods to changes are those of weak growth and recession, when panies would not have other choice. Finally, implementation of SHRM practices in some SMEs of our sample is a considerable contribution of our study to the prehension of HRM in SMEs. Especially as HRM is often considered as informal in SMEs. Our result goes in the same direction as the studies undertaken in this field, no matter if they are French [44,58] or AngloSaxons [21,33], that showed incidence of SHRM practices on firms’ performances [35,68]. This last point could also be the challenge for future works.附錄B. 外文翻譯 譯文部分文章出處：Human Systems Management 28 (2009) 47–56 DOI 縱向研究調(diào)查戰(zhàn)略人力資源管理在法國(guó)中小企業(yè)中的應(yīng)用 阿卜杜勒瓦哈卜A239。傳統(tǒng)上人力資源管理的主要功能是負(fù)責(zé)人力資源的行政管理，他們盡可能的減少成本控制。在Heneman等人的文章里，在美國(guó)以外的國(guó)家已經(jīng)很少注意到中小企業(yè)的人力資源管理實(shí)務(wù)的研究。在研究中特別是法國(guó)的中小企業(yè)戰(zhàn)略人力資源管理仍然沒(méi)有得到很好的發(fā)展。根據(jù)Ulrich和Brockbank的研究成果，這種人力資源管理的方法是可行的。這種新的戰(zhàn)略眼光認(rèn)為戰(zhàn)略的內(nèi)在和外在是相互結(jié)合不可分割的。Baird 和Meshoulam已經(jīng)定義了，例如，人力資源管理和戰(zhàn)略的關(guān)系就如同垂直匹配和水平匹配的關(guān)系，這也解釋了人力資源管理是怎么樣有助于戰(zhàn)略目標(biāo)的完成的。相反的，一家公司選擇分化會(huì)加強(qiáng)這一領(lǐng)域的創(chuàng)新來(lái)提供新產(chǎn)品和新服務(wù)。這種類型的公司會(huì)傾向于喜歡Walton提出的一個(gè)系統(tǒng)，一個(gè)從基于分化或者降低成本戰(zhàn)略公司的人力資源管理系統(tǒng)中提取出來(lái)的混合的人力資源管理系統(tǒng)。在過(guò)去的十年里，戰(zhàn)略領(lǐng)域的演變已經(jīng)表明競(jìng)爭(zhēng)優(yōu)勢(shì)已經(jīng)從外部表現(xiàn)轉(zhuǎn)向?yàn)閮?nèi)部分析技術(shù)、能力等。事實(shí)上，學(xué)者們通過(guò)人力資源部門來(lái)研究戰(zhàn)略人力資源管理的文獻(xiàn)是可以被分享的，其它的是那些重視公司的人力資本（員工的集體知識(shí)、技能和能力）的，最后是那些定義人力資源管理是一中個(gè)體捆綁行為的。然而，戰(zhàn)略人力資源管理的實(shí)踐方面在文化中占據(jù)優(yōu)勢(shì)。在我們的研究中，我們選擇戰(zhàn)略人力資源管理的最后一個(gè)定義來(lái)分析法國(guó)的現(xiàn)狀，來(lái)反對(duì)傳統(tǒng)人力資源管理。此外，Mayson和 Barrett引用了Bacon 和 Hoque的研究，認(rèn)為中小企業(yè)采取人力資源管理實(shí)踐受到強(qiáng)制網(wǎng)絡(luò)的影響而不是咨詢網(wǎng)絡(luò)的影響。然而，很少的研究能夠回答戰(zhàn)略人力資源管理實(shí)踐在中小企業(yè)中位置的問(wèn)題。在另一項(xiàng)研究中，Liouville 和 Bayad分析了在300家中小制造企業(yè)的戰(zhàn)略人力資源管理之間的環(huán)節(jié)，比如教育和培訓(xùn)、授權(quán)、通訊、員工參與、提高個(gè)人和管理事業(yè)、改善勞動(dòng)條件。另外，他們的個(gè)性僅僅允許一個(gè)事件的照片。然而，在同一時(shí)期混合的人力資源管理演變是