L’atténuation des contraintes financières sur les entreprises familiales : du fatalisme à l’action

Abstract

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The main factors of family harmony in Moroccan family businesses: an exploratory study

“…We chose to interview second-generation family businesses, since it is the category concerned by the growing of the ownership which might cause the family members to face many issues related to the succession, the performance and the family attachment (Berrada el Azizi, 2016).…”

“…In Morocco, the family business is the predominant business form, they operate in different sectors, mainly 54% in the service sector and 23% in the trade sector (BDO-ANPME, 2021) [1]. However, despite their organizational resilience and performance, a large proportion of family businesses struggle to survive beyond the first generation (Berrada El Azizi, 2016). According to the report of the Moroccan consulting firm BDO-ANPME in 2021, 40% of family businesses have never thought of the succession and do not plan to do so in the mid-term.…”

The Rural Artistic Entrepreneur: Exploring Motivational Tension and Creative Production in Rural Economies

“…Interestingly, social support can involve understanding someone's career goals and requirements, or the willingness to embrace flexibility, which positively contributes to a better work/life balance and the continuation of the (creative) career. Yet, receiving social support may for some entrepreneurs also leads to experiencing pressures, as the pressure to earn adequate money (Annink, 2017;El Azizi, Elmabrouki, & Habba, 2014). In this manner, social capital can also function as a barrier to career development or firm growth, not in the least in the CCI where networks and support play a pivotal role.…”

Moroccan family businesses professionalization: benefits and challenges

“…This being said, we can say that family capitalism is a pillar of global economic development. This type of entrepreneurship is currently the focus of researchers following its high concentration as well as its specific and complex character, different from managerial enterprises (Berrada El Azizi et al ., 2020).…”