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This article aims to report on the forms of collective representation and the levels of social dialogue in “fragmented” companies, where relationships of dependency exist through subcontracting, sub- sidiarisation and multi-site companies. It makes use of the REPONSE 2017 survey and its post-studies to show the disconnect between the predominance of “fragmented” companies and the lack of centralised representation bodies. Six monographs reveal the contrast between management capable of coordinating them and workers seeing a failure of collective representation.