Diversité, conflits et performance dans les nouvelles entreprises : nouvelle approche, nouvelles évidences

Mazra, Math; Sahut, Jean‐Michel; Hikkerova, Lubica

doi:10.3917/entre.194.0125

Cited by 6 publications

(4 citation statements)

References 77 publications

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“…Second, the domination of the board by family members is an asset in times of crisis because family members know the industry inside out and have significant social capital. They thus provide objective advice to senior managers to help them better manage the crisis and give them the benefit of their family social capital (Mazra et al ., 2020). Furthermore, regarding financial performance, Gloβner (2019) has shown that shareholders' interest in CSR projects depends on their investment horizon in the company.…”

Section: Resultsmentioning

confidence: 99%

“…Our contribution at this level is the conceptualization of a performance model, the measurement indicators of which are in line with the context of the COVID-19 crisis. Our subjective measure of financial performance, already validated in the context of Cameroonian SMEs (Mazra et al ., 2020), has two advantages: it provides data on the current situation and not the past and the data are more reliable than accounting data (Souleymanou and Hikkerova, 2018). For social performance, our measurement scale allows for adaptation to the local context.…”

Section: Discussionmentioning

confidence: 99%

“…As such, we used the multidimensional financial performance scale of Mazra et al . (2020), which they validated by interviewing managers of Cameroonian SMEs.…”

Section: Methodological Aspectsmentioning

confidence: 99%

“…As such, we used the multidimensional financial performance scale of Mazra et al (2020), which they validated by interviewing managers of Cameroonian SMEs. To this scale, we added a liquidity criterion, a crucial indicator of business failure, in accordance with the work of Djoutsa Wamba et al (2018).…”

Section: Presentation Of the Empirical Modelsmentioning

confidence: 99%

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COVID-19 health crisis and family business performance: the moderating effect of family leadership

Sahut

Wamba

Hikkerova

2023

JOCM

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PurposeIn the context of the coronavirus disease 2019 (COVID-19) crisis, this article aims to analyze the resilience of family businesses in a developing country like Cameroon. As such, this study seeks to fill two gaps in the literature: first, by comparing the financial and social performance of family companies with those of non-family companies not listed on the stock exchange, and second, by comparing performance across family-run companies, according to the companies' mode of leadership in Cameroon, a developing country affected by COVID-19 like the rest of the world.Design/methodology/approachBased on the literature review, the authors developed empirical models to identify the variables which influence the financial and social dimensions of business performance. These models were tested with multilinear regressions, using data collected from questionnaires distributed to 466 firms, of which 212 were family firms and 254 non-family firms. The authors completed our analyses with mean comparison tests to demonstrate whether our results are significantly different between family and non-family firms.FindingsThe authors' multiple regressions and tests produced two main results – the financial and social performance of all Cameroonian firms declined sharply during the crisis, and with the firms' financial performance hit hardest, family firms have been more resilient to the crisis in terms of financial and social performance than non-family firms. The weak governance and social protection system, as well as an inefficient legal system, do not seem to negatively affect the performance of these Cameroonian firms – the effects of the COVID-19 pandemic on the performance of family firms were better managed in firms where family members are actively involved in management or control through family members' strong representation on the board of directors (BD).Research limitations/implicationsThe two main limitations of this study concern the governance of these companies included and the failure to take the characteristics of the manager into account. Investigating other governance variables, such as the composition of the BD or the participation of employees in the capital, would enable us to refine the authors' interpretations of the companies' financial and social performance. Another limitation is the fact that the characteristics of the manager were not considered, especially when the manager is a family member. Exploring this variable would make studying the generational aspect of family businesses possible.Practical implicationsFamily companies are more resilient to crisis because of the companies' long-term focus, which also encourages the companies to maintain the companies' social policy and to avoid redundancies as far as possible. Weak systems of governance and social protection, as well as an ineffective legal system, do not negatively affect the performance of Cameroonian family companies. The results also suggest that family shareholders should become more involved in the management and control of family's firms to make the firms financially and socially resilient and in so doing drastically reduce the impact of crises.Social implicationsThis study shows, in particular, how family firms are more socially resilient than other firms in times of crisis (by resorting less often to redundancies). Family firms should, therefore, arguably benefit the most from public support during crises.Originality/valueThe authors' research makes two main contributions to the literature on family businesses. The results first of all show that Cameroonian family firms have thus far performed better financially and socially during the COVID-19 period than non-family firms. Second, this research focuses on differences in performance based on family business management types during this specific crisis period. The results suggest that the most resilient family firms, in terms of performance, are those in which the family is involved in the management or control of the BD.

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Section: Resultsmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

“…As such, we used the multidimensional financial performance scale of Mazra et al . (2020), which they validated by interviewing managers of Cameroonian SMEs.…”

Section: Methodological Aspectsmentioning

confidence: 99%

Section: Presentation Of the Empirical Modelsmentioning

confidence: 99%

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COVID-19 health crisis and family business performance: the moderating effect of family leadership

Sahut

Wamba

Hikkerova

2023

JOCM

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Entrepreneuriat : des enjeux de l’analyse sectorielle à la contextualisation

Chabaud¹,

Sammut²,

Degeorge³

2021

Revue De L’Entrepreneuriat

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Distribution électronique Cairn.info pour Académie de l'Entrepreneuriat et de l'Innovation. © Académie de l'Entrepreneuriat et de l'Innovation. Tous droits réservés pour tous pays.La reproduction ou représentation de cet article, notamment par photocopie, n'est autorisée que dans les limites des conditions générales d'utilisation du site ou, le cas échéant, des conditions générales de la licence souscrite par votre établissement. Toute autre reproduction ou représentation, en tout ou partie, sous quelque forme et de quelque manière que ce soit, est interdite sauf accord préalable et écrit de l'éditeur, en dehors des cas prévus par la législation en vigueur en France. Il est précisé que son stockage dans une base de données est également interdit.

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Cognition collective et investissement en early-stage : le cas des groupes de Business Angels

Ola¹,

Deffains‐Crapsky²,

Dumoulin³

2022

Revue De L’Entrepreneuriat

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Diversité, conflits et performance dans les nouvelles entreprises : nouvelle approche, nouvelles évidences

Cited by 6 publications

References 77 publications

COVID-19 health crisis and family business performance: the moderating effect of family leadership

COVID-19 health crisis and family business performance: the moderating effect of family leadership

Entrepreneuriat : des enjeux de l’analyse sectorielle à la contextualisation

Cognition collective et investissement en early-stage : le cas des groupes de Business Angels

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