Support the entrepreneur leader of SMEs
During last years, support actions for SMEs are most important but we observe that these efforts have not every time a positive feedback. One hypothesis could be the lack of adapted support, regarding knowledge and building of relationships. In this paper we propose a complementary approach on the ways that entrepreneurial support should adopt in order to be more efficient. For this, we use the concept of prescription relationship of Hatchuel (2001). This theoretical framework allows designing open continuum of the support, on which knowledge and relationships are built. On the one hand, it considers the specificity of change situations, encountered by the entrepreneur leader of SMEs, and on the other hand his needs (adaptation, projection, problems solving, problematization ...). Following this, we study a special case of support program : « France Investissement. LeClub » which targets high potential SMEs. The research leads to demonstrate that the unilateral relationship of expert can be replaced by a relationship of moderator, translator and catalyzer of learning, within networks for example. In this way, this paper proposes an innovative view of support’s job and encourages support actors to adopt a widened vision of their job.