{"id":2249,"date":"2026-09-17T20:15:57","date_gmt":"2026-09-17T20:15:57","guid":{"rendered":"https:\/\/iscidenetimi.net\/?p=2249"},"modified":"2026-09-17T20:15:58","modified_gmt":"2026-09-17T20:15:58","slug":"aca-no-aca-no-me-manda-nadie-empresas-recuperadas-por-obreros-2000-2010-6","status":"publish","type":"post","link":"https:\/\/iscidenetimi.net\/?p=2249&lang=fr","title":{"rendered":"Ac\u00e1 no, ac\u00e1 no me manda nadie: empresas recuperadas por obreros 2000-2010"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\">Juan Pablo Hudson, <em>Ac\u00e1 no, ac\u00e1 no me manda nadie: empresas recuperadas por obreros 2000-2010<\/em>, Buenos Aires : Tinta Lim\u00f3n Ediciones, 2011, 192 p. ISBN : 978-987-25185-8-5.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><em>Ac\u00e1 no, ac\u00e1 no me manda nadie<\/em> analyse <strong>les entreprises r\u00e9cup\u00e9r\u00e9es par les travailleurs apparues en Argentine au d\u00e9but des ann\u00e9es 2000 \u00e0 travers le d\u00e9veloppement et la transformation ult\u00e9rieurs de l\u2019autogestion, plut\u00f4t que de se concentrer principalement sur le moment initial de la r\u00e9cup\u00e9ration<\/strong>. Fond\u00e9 sur la relation de longue dur\u00e9e de Juan Pablo Hudson avec les coop\u00e9ratives, en particulier \u00e0 Rosario et dans ses environs, ainsi que sur son travail de terrain, ses entretiens avec les travailleurs et ses observations de la vie quotidienne, le livre se concentre sur les probl\u00e8mes auxquels l\u2019autogestion ouvri\u00e8re est confront\u00e9e environ une d\u00e9cennie apr\u00e8s l\u2019occupation des entreprises et la reprise de la production.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">L\u2019une des questions centrales du livre est que <strong>la disparition du patron n\u2019\u00e9limine ni les contraintes \u00e9conomiques ni la discipline du march\u00e9<\/strong>. Dans la formule qui donne son titre au livre, un travailleur de Herramientas Uni\u00f3n explique qu\u2019il ne re\u00e7oit d\u00e9sormais d\u2019ordres ni d\u2019un patron ni de l\u2019\u00c9tat et d\u00e9crit cette situation comme une \u00ab autogestion totale \u00bb, tout en reconnaissant qu\u2019il est gouvern\u00e9 par les \u00ab r\u00e8gles du march\u00e9 \u00bb. Des probl\u00e8mes tels que le manque de capital, l\u2019acc\u00e8s aux mati\u00e8res premi\u00e8res, le renouvellement technologique, la concurrence, les ventes et la d\u00e9pendance \u00e0 l\u2019\u00e9gard des commandes continuent de d\u00e9terminer la marge de man\u0153uvre des entreprises g\u00e9r\u00e9es par les travailleurs.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Hudson examine \u00e9galement <strong>les transformations institutionnelles et organisationnelles que conna\u00eet l\u2019autogestion au fil du temps<\/strong>. Certaines pratiques supprim\u00e9es au cours des premi\u00e8res \u00e9tapes de la r\u00e9cup\u00e9ration en tant que symboles de la discipline patronale peuvent \u00eatre r\u00e9introduites par les travailleurs eux-m\u00eames \u00e0 mesure que les entreprises se stabilisent. Dans certaines coop\u00e9ratives, la r\u00e9introduction des pointeuses enregistrant les heures d\u2019arriv\u00e9e et de d\u00e9part des travailleurs, ou la transformation progressive des assembl\u00e9es, qui passent de m\u00e9canismes permanents de prise de d\u00e9cision \u00e0 des instances r\u00e9unies principalement dans des circonstances exceptionnelles, montrent que les formes initiales de l\u2019autogestion ne demeurent pas n\u00e9cessairement inchang\u00e9es.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Cette transformation soul\u00e8ve \u00e9galement des questions concernant <strong>les conseils d\u2019administration, la d\u00e9l\u00e9gation des responsabilit\u00e9s et l\u2019\u00e9mergence de nouvelles hi\u00e9rarchies<\/strong>. \u00c0 mesure que les entreprises se d\u00e9veloppent, les t\u00e2ches administratives et les positions de direction prennent davantage d\u2019importance, et la concentration des responsabilit\u00e9s de gestion entre les mains de certaines personnes peut engendrer de nouvelles tensions au sein de la coop\u00e9rative. De m\u00eame, l\u2019embauche de nouveaux travailleurs salari\u00e9s par les coop\u00e9ratives en expansion fait appara\u00eetre une contradiction importante : les membres des coop\u00e9ratives qui travaillaient auparavant sous la supervision de patrons peuvent d\u00e9sormais se retrouver \u00e0 superviser le processus de travail des nouveaux salari\u00e9s.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Le livre ne se limite pas \u00e0 l\u2019organisation interne des diff\u00e9rentes entreprises ; <strong>l\u2019organisation collective entre les entreprises r\u00e9cup\u00e9r\u00e9es, les probl\u00e8mes de leadership au sein du mouvement et les relations avec l\u2019\u00c9tat<\/strong> constituent \u00e9galement des dimensions importantes de l\u2019analyse. \u00c0 travers des organisations telles que le MNER et la FACTA, Hudson examine la participation des membres des coop\u00e9ratives aux processus de prise de d\u00e9cision \u00e0 l\u2019\u00e9chelle du mouvement, la d\u00e9l\u00e9gation des responsabilit\u00e9s \u00e0 certaines personnes et les difficult\u00e9s li\u00e9es \u00e0 la construction de structures collectives durables entre les entreprises. L\u2019\u00e9largissement du soutien financier et institutionnel de l\u2019\u00c9tat cr\u00e9e quant \u00e0 lui des possibilit\u00e9s importantes, tout en soulevant simultan\u00e9ment des questions d\u2019autonomie, de bureaucratie et d\u2019utilisation de ces ressources de mani\u00e8re \u00e0 renforcer l\u2019organisation collective.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">\u00c0 cet \u00e9gard, <em>Ac\u00e1 no, ac\u00e1 no me manda nadie<\/em> est <strong>une \u00e9tude importante qui envisage l\u2019autogestion ouvri\u00e8re non pas comme un processus qui s\u2019ach\u00e8ve avec la r\u00e9cup\u00e9ration, mais comme une relation sociale dynamique qui doit \u00eatre continuellement reconstruite et qui engendre ses propres contradictions internes<\/strong>. En mettant en \u00e9vidence la tension entre la survie \u00e9conomique des entreprises et le maintien d\u2019une gestion ouvri\u00e8re d\u00e9mocratique \u00e0 travers des probl\u00e8mes quotidiens tels que les pressions du march\u00e9, la discipline du travail, la d\u00e9l\u00e9gation, le leadership et le nouveau travail salari\u00e9, le livre apporte une contribution particuli\u00e8rement pr\u00e9cieuse \u00e0 la litt\u00e9rature sur les entreprises r\u00e9cup\u00e9r\u00e9es et l\u2019autogestion ouvri\u00e8re en Argentine.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Juan Pablo Hudson, Ac\u00e1 no, ac\u00e1 no me manda nadie: empresas recuperadas por obreros 2000-2010, Buenos Aires : Tinta Lim\u00f3n Ediciones, 2011, 192 p.<\/p>\n","protected":false},"author":1,"featured_media":2239,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"disabled","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center 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