Profil du dirigeant et représentation des mécanismes du gouvernement d’entreprise

Billard, Laurence; Boissin, Jean‐Pierre; Deschamps, Bérangère

doi:10.1051/larsg:2003024

Cited by 7 publications

(2 citation statements)

References 16 publications

(9 reference statements)

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“…Ils ont choisi celles adoptées, éventuellement, par leur entreprise en termes de priorité stratégique. Billard et al (2001) « avertissent qu'il s'avère dangereux pour une entreprise de suivre une seule stratégie si elle veut obtenir un avantage concurrentiel durable ».…”

Section: 2-les Pme Aa Dans L'économie Nationaleunclassified

Stratégies et performance économique des pme agroalimentaires privées

Ounnaci,

Cheriet,

Khiali

et al. 2024

lcdc

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Dans cet article, nous proposons de mettre en exergue les déterminants qui peuvent intervenir pour améliorer la performance économique des PME agroalimentaires privées algériennes. Ceci, avec une modélisation par équations structurelles (PLS-PM), suivant les hypothèses de la théorie des UET de Hambrick et Mason (1984). Le modèle a été testé, sur un échantillon de 93 PME AA. Dans un contexte émergent et peu compétitif, les résultats obtenus confirment, globalement, les hypothèses de la théorie mobilisée dans les PME. Au-delà de la théorie, l’apport managérial de l’équipe dirigeante au dirigeant-propriétaire est un atout à ne pas négliger pour améliorer la performance économique. Elle contribue au choix des stratégies et contribue à l’amélioration de l’organisation de la PME.

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Section: 2-les Pme Aa Dans L'économie Nationaleunclassified

Stratégies et performance économique des pme agroalimentaires privées

Ounnaci,

Cheriet,

Khiali

et al. 2024

lcdc

View full text Add to dashboard Cite

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“…The literature on entrepreneurial typology allows distinguishing certain profiles of owner–managers, which are able to analyze the practices of small and medium-sized enterprise (SME) manager’s face as well as the mechanisms on the performance of the organization. These profiles are essentially representing the capabilities of the leader, his management style of the firm and his motivations (Billard et al , 2003).…”

Section: Literature Reviewmentioning

confidence: 99%

Is business performance linked to organizational culture? A study from Tunisian SMEs through subjective measures

Morched

Jarboui

2020

QRFM

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Purpose Every independent organization would sincerely like to have competent, loyal and engaged people, as engaged persons are typically those who have significant attachment and active involvement in their organization. Without engaging people, high quality and productivity will not be achieved. The purpose of this study is to explore the impact of organizational culture derived from Tunisian customs of firm performance. Tunisian subcultures may not be represented in the national culture. Design/methodology/approach This study carefully examines the impact of organizational culture on firm performance of Tunisian small and medium-sized enterprises. Results from 100 organizations and companies were collected using questionnaires for data collection analysis from employees occupying various positions in different hierarchical levels. Statistics used are tested by ordinary least squared regression. Furthermore, response bias, validity and reliability were the most important points examined by researchers. Findings These results reveal and confirm that the charisma that has been perceived by employees as energy state has an impact on the performance of the organization, regardless of the moderating effect of the uncertainty of the environment. Moreover, this study also showed that organizational culture has a significant effect on firm performance as well as on the interpretation of the organization, which depends on charisma. Originality/value The implication is that even in a country with many subcultures, excellent management still needs to pay attention to the impact of national culture at the organizational level on job attitude, work ethics and employee engagement, which are however, very limited. It is expected that this finding can contribute to the organization in that management becomes aware of the personality of the employees during their recruitments, especially the chief characteristic of being energetic. Managers need to create a conductive and rewarding environment for individuals to contribute positively.

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Governance for SMEs: Influence of leader on organizational culture

Miladi¹

2014

International Strategic Management Review

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Profil du dirigeant et représentation des mécanismes du gouvernement d’entreprise

Cited by 7 publications

References 16 publications

Stratégies et performance économique des pme agroalimentaires privées

Stratégies et performance économique des pme agroalimentaires privées

Is business performance linked to organizational culture? A study from Tunisian SMEs through subjective measures

Governance for SMEs: Influence of leader on organizational culture

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