Non-profit organizations are the only ones to employ both volunteers and salaried staff. Many of them structure their operations by adapting management practices according to the status of the actors involved. However, this compartmentalization makes cooperation between actors more delicate, and thus undermines the associations' performance. The aim of this paper is to present the results of a four-month research-intervention with an association, carried out as part of the preparation of a doctoral thesis. The first part (1.) presents the associative sector and our problematic, the second (2.) explains the theoretical and methodological frameworks, and the third (3.) presents our results.
