Ethics occupies predominant place in the management of the company, view it role in the development of ethical behavior of employees. The establishment of an ethical climate within the company is considered an intangible resource that has positive effects on growth of performance. In this framework, and from an analysis of existing literature, we will try to determine the impact of an ethical approach oriented employee on corporate performance based on the tools of relationship marketing. The main results of this work is that relationship marketing acts internally in the enterprise through internal marketing, and ethics indirectly affects corporate performance across four dimensions of relationship marketing (internal marketing): communication, organizational trust, job satisfaction and organizational commitment. These constitute mediating variables between ethics and performance. Our goal is to establish a conceptual model representing the different relationships

The purpose of this work is to determine the role of relationship marketing in the success of the corporate ethical and social responsibility (CESR) by taking the case of Moroccan commercial banks. For this, we were used, as working methodology, the content analysis of the information published on the websites of Moroccan banks and the multiple regression model. The main results of this work is that ethics is used by banks to manage its relationships with internal stakeholders, while CSR support the actions of ethics internally and acts externally through the management of the bank relations with the environment, society and customers. This approach is reinforced by relationship marketing, which through its tools and dimensions (communication, commitment, trust and satisfaction) participates in the effective management of the relationships between banks and their internal and external stakeholders

The works of Leibenstein emphasize the existence of x-inefficiency in organizations that explains why firms apparently identical, with the same composition of the workforce and the same technology, are able to realize very different performance. On the basis of Leibenstein and Maital (1994), this chapter presents the sources and reasons for the persistence of x-inefficiency by mobilizing the organizational learning theory and by determining the possible strategies for the correction or the elimination of x-inefficiency by using games theory. Moreover, the establishment of a favorable climate for learning can promote knowledge transfer, which in turn helps to improve innovation, and consequently, achieving organizational efficiency.

One of the major extensions of econometrics in the 60s and 70s was undoubtedly related to the increasing use of the microeconomic data relating to economic characteristics of individual agents such as family businesses. In Morocco, this analysis provides a very interesting idea, and leads us to consider the management entrenchment as a typical phenomenon of the unlisted family businesses. Indeed, to put down roots family leaders who exhibit a longer duration of mandate and they tend to stay in the business sometimes even after the legal retirement age. This paper proposes through the implementation of the dichotomous models, including logit and probit models to estimate the probability which affects entrenchment of leaders for 101 non-listed family businesses.