Résumé
This paper analyzes the performance evaluation of a business coaching initiative by its members. It presents the paradoxical case of a positive evaluation in spite of a disappointing outcome. Indeed, at the end of five years of operation, an Investment Club for the Management of Solidarity Savings, created to support female entrepreneurship, had coached and financed only one project. The methodology employed is based on a three-year participant observation and on a descriptive analysis of social networks. It highlights the effects of homogenization in the performance analysis linked to the embeddedness of the coach in the social network. It also underlines the roles of effectiveness and affectivity in this evaluation. [PUBLICATION ABSTRACT]