Arts , Humanities & Social Science

Abstract

This article initiates a reflection on the porosity of socio-economic constraints and its tension between intercultural diversities in the building sector, illustrated by a field study with ten or so neo-Aquitaine SMEs. How do the dozen SMEs apprehend the combination of intercultural feelings with their socio-economic responsibility? Interculturalities constitute a management constraint, in what are they a source of tension or wealth? What can make the link between the same and the not the same, not to make them all the same, but to conjugate them? Business culture, because of its intra dimension, can play this trait-union role. This raises the impact of the role of the (socio-educational) habitus of SME managers in the conduct of their business (ies). Habitus gives, in effect, the impulse - facilitating or preventing - to do something, in particular otherwise.

The building sector highlights its long tradition of integrating diverse and even vulnerable populations. Ten years after the financial crisis, there is a high level of job vulnerability in this sector. We are in this sector of activity, notably faced with difficulties in the working conditions of the teams which have worsened with the retirement of a number of business leaders.