entrepreneurship, SMEs, sustainable entrepreneurship, sustainability,

Little is known about the relationship between political behavior and successful decision making in non-Western national settings, or about the impact of environmental factors on this relationship. Moreover, our understanding of the decision processes through which political behavior translates into decision outcomes is also not well understood. The present research extends previous studies by examining how political behavior influences decision success in a new setting, with reference to the moderating impact of three environmental factors representing industry and society/nation environment effects, and the mediating role of a decision process, intuition. The findings from a survey of 131 Tunisian firms suggest that the practice of political behavior negatively influences decision success. We also find evidence of the importance of product uncertainty and intuition in understanding this relationship. Our findings address key issues not yet well understood in the theoretical literature, and provide managerial insights into ways of improving strategic choices in organizations.

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Purpose -The purpose of this paper is to employ a mixed methods design to assess the applicability, reliability and validity of Miller's scale of environmental uncertainty. Design/methodology/approach -Using 759 questionnaires and eight personal interviews from three countries throughout four phases of scale assessment, the authors re-operationalized Miller's scale to be more applicable to Arab countries. Phase 1 refines the scale with reference to the new context in which the authors applied it. Phase 2 eliminates poor performing items, using exploratory factor analysis. Phase 3 examines the generalizability of the modified scale in the Arab world. Finally, Phase 4 assesses the criterion-related validity of the scale. Findings -The authors' assessment of Miller's scale suggests that several changes in the scale are necessary to be more applicable in Arab countries. The results of the combined sample are consistent with the hypothetical structure of constructs and have four factors: product, competition, government and policies, and economy. Originality/value -This study paid attention to the conceptualization and operationalization of strategic management research variables. Moreover, examining the Miller's scale in the Arab region could enhance the generalizability of this scale. Finally, the authors' longitudinal research, with its four samples, is another contribution.

Le développement durable (DD) est devenu une obligation légale et/ou morale pour la majorité des entreprises, toutes tailles confondues. En raison de l’importance de la contribution des PME à la majorité des économies, leur impact sur l’environnement et la société n’est pas négligeable. Si une majorité des PME sont conscientes de leurs responsabilités, elles doivent surmonter plusieurs obstacles pour s’engager dans des pratiques de DD, que ce soit volontairement ou par obligation, surtout qu’il est reconnu que ces pratiques ne pourront pas perdurer ni donner leurs fruits sans l’adoption de cette philosophie par une masse critique de PME. L’objectif de cet article est de proposer un modèle conceptuel des déterminants de l’adoption des stratégies de DD par les PME. Ce modèle est élaboré à la suite d’une revue de la littérature sur le DD et des résultats d’une recherche exploratoire réalisée auprès de trois PME canadiennes. Le modèle retient trois perspectives théoriques : la théorie entrepreneuriale, la théorie des parties prenantes et l’approche par les ressources. Il avance que les valeurs et les comportements de l’entrepreneur façonnent sa vision, qui elle-même influence l’intensité de l’engagement de la PME dans le DD. Certaines caractéristiques organisationnelles (taille, degré d’innovation, formation des employés, réseaux) sont également posées comme des facteurs déterminant l’engagement effectif de la PME dans le DD.