Analyse des effets des pratiques managériales sur la performance à l'export. Etude empirique des PME marocaines

Abstract

Le déficit commercial du Maroc s’est aggravé ces dix dernières années. Il s’élève actuellement à 42,3 milliards de dirhams. L’objectif de cette étude est de montrer que les performances à l’export des PME marocaines ne dépendent pas uniquement des dotations factorielles du pays, mais principalement des pratiques managériales de leurs dirigeants. Le Maroc est en effet un cas illustratif d’un pays en développement où les déterminants managériaux semblent impacter fortement les performances à l’export des PME. En se basant sur une étude qualimétrique, nous analysons cette relation auprès de 100 dirigeants qui ont répondu au questionnaire. Les résultats identifient la stratégie, les pratiques de veille, la communication interne, les compétences internationales et l’engagement à l’export des dirigeants comme les déterminants statistiquement significatifs de la compétitivité et la performance à l’export. Cette recherche a des implications intéressantes pour les dirigeants, les politiques publiques et la recherche académique. L’étude peut également être mise à la disposition du programme d’enseignement supérieur marocain.

SMEs' Innovation and Export Capabilities: Identification and Characterization of a Common Space Using Data Spatialization

“…Thus, it cannot be considered as a capability in the sense of our study, but rather as a joint resource. The human aspects play an extremely important role in innovation activities (Rodriguez and Hechanova, 2014) as well as in export activities (Alaoui and Makrini, 2014). This is especially the case in the context of SMEs, because the manager is generally omnipresent and sometimes the only decision-maker (Child and Hsieh, 2014).…”

The performance of international small and medium‐sized enterprises: Overview and future research directions

“…However, there is no consensus on the conceptualization and operationalization of this variable. The pace of internationalization is considered both a determinant (Alaoui & El Makrini, 2014; De Chiara & Minguzzi, 2002; Ruzzier, Antoncic, Hisrich, & Konecnik, 2007) and a measure (Baldegger & Schueffel, 2009) of performance, a dimension of degree of internationalization (Chelliah et al., 2010; Pangarkar, 2008), and a component of internationalization strategy (Catanzaro et al., 2012; Kuivalainen et al., 2012).…”

“…Alaoui and El Makrini (2014) suggest that in relation to the role of CEO in an international SME omnipotence is an obstacle to successful international development: that is, it is unlikely that a single individual would combine the multiple competences mentioned above, and thus sound management of international activities would seem to require some sharing of decision‐making and managerial power.…”

“…The specific theoretical framework influences the ontological definition of performance factors. For example, studies that take a resource‐based approach look at performance determinants such as management practices (Alaoui & El Makrini, 2014) or strategic capabilities (Mort & Weerawardena, 2006), whereas international marketing studies examine performance factors as internationalization strategies (Hagen et al., 2012; Kuivalainen et al., 2012; Lu & Beamish, 2006a) or mode of entry (Brouthers & Nakos, 2004) to explain international SME performance. Research in international entrepreneurship is characterized by the heterogeneity of the ontological definitions proposed for performance factors.…”

“…Management team. A successful internationalization process requires specific managerial skills such as prior international experience (Alaoui & El Makrini, 2014;Filatotchev et al, 2009;Hsu et al, 2013a;Lecerf, 2012;Musteen et al, 2010), ability to set international development objectives (Okpara & Kumbiadis, 2008;Suh & Kim, 2014), ability to coordinate activities in different markets (Alaoui, 2013;Alaoui & El Makrini, 2014), ability to develop international business networks (Filatotchev et al, 2009;Mort & Weerawardena, 2006;St-Pierre et al, 2013), possession of or ability to develop an international vision or mentality (global mindset) (Ciszewska-Mlinarič & Mlinarič, 2010;Kuivalainen et al, 2010;Srivastava & Srivastava, 2019), expertize in recruitment to identify candidates able to manage international activities (Alaoui, 2013), international trade employee and manager qualifications (Francioni et al, 2015;Hsu et al, 2013b;Lecerf, 2012;Love et al, 2016;Prange & Pinho, 2017;Saeed & Ziaulhaq, 2019), human resources management expertize adapted to an international context (Castrogiovanni et al, 2011;Purchase, 2011;Ruzzier, Antoncic, Hisrich, & Konecnik, 2007), and effective internal communication of the challenges and objectives related to the organization's international development (Alaoui & El Makrini, 2014). -435 Alaoui and El Makrini (2014) suggest that in relation to the role of CEO in an international SME omnipotence is an obstacle to successful international development: that is, it is unlikely that a single individual would combine the multiple competences mentioned above, and thus sound management of international activities would seem to require some sharing of decision-making and managerial power.…”