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                <term xml:lang="en">cooperative enterprises</term>
                <term xml:lang="en">pay</term>
                <term xml:lang="en">pay incentives</term>
                <term xml:lang="en">Organizational structure</term>
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              <p>In this article we study the organizational structure of cooperatives (Jensen and Meckling, 1992), in particular the way in which pay incentives may encourage employees to adopt the strategy of their firm. Based on the findings of a field study we assert that pay plays a minor role in cooperatives, although these organizations perform efficiently, even in a period of economic crisis. Organization theory leads us to conclude that pay incentives are not effective in cooperatives whereas delegation is a strong pillar. As for control, its use varies; indeed it is sometimes resisted by managers. Complementary approaches have enabled us to identify new ways of understanding the institutional complexity of cooperatives.</p>
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              <p>Dans cet article, nous étudions l’architecture organisationnelle des sociétés coopératives et participatives (SCOP), et, en particulier, le rôle des politiques salariales dans l’alignement des comportements des salariés avec la stratégie de leur entreprise. Mobilisant les résultats d’une étude de terrain portant sur un échantillon régional de SCOP, nous avançons que les rémunérations sont faiblement incitatives au sein des SCOP, alors même que celles-ci sont performantes et résistent particulièrement bien en période de crise. La mobilisation de la théorie de l’architecture organisationnelle (Jensen et Meckling, 1992) permet de conclure que le pilier des incitations est défaillant, alors que celui de la délégation est solide et que celui du contrôle semble diversement mobilisé et souvent mal assumé par les dirigeants. Des approches complémentaires sont alors mobilisées afin d’identifier des voies d’approfondissement permettant de saisir la complexité organisationnelle des SCOP.</p>
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