La transmission des entreprises familiales au Sénégal : quelles spécificités culturelles ?

Bah, Thierno; Boussaguet, Sonia; Freyman, Julien de; Ndione, Louis César

doi:10.7202/1042663ar

Cited by 8 publications

(2 citation statements)

References 48 publications

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“…The research highlights cultural specificities, following in the footsteps of several works that have begun to question more strongly the cultural singularities of entrepreneurial practices (El Azizi, Habba, and Allioui, 2020), and business transmission in particular (Bah et al, 2017). In this sense, the analysis of empirical cases highlights that Moroccan family firms do not form a homogeneous block, whereas the majority of the literature on Arab-African firms tends to study them as if they were all similar and assimilated.…”

Section: The Cultural Specificities Of Succession In Moroccomentioning

confidence: 99%

Cultural Specificities of Succession’ Failure and Success in the Context of Unlisted Moroccan Family-Owned Businesses

Allioui¹,

Habba²,

Azizi³

2021

BMS

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The purpose of this research aims to study the relationship between the cultural specificities of the Moroccan context and the success or failure of succession strategies (in terms of planning and process) in the case of Moroccan unlisted family businesses. Our study covered a sample of 20 unlisted Moroccan family businesses, 8 of which are SMEs, 6 are large firms, and 6 are VSEs, through a qualitative research based on semi-structured interviews with the managers of family businesses. Our results explain the influence of Moroccan cultural specificities on the success or failure of the transfer of family businesses. Indeed, these influences essentially manifest themselves in three antecedents: the succession planning that already reflects the intention to pass on the family business to the next generations, either by having a well-prepared plan, or an absence of a succession plan that leaves things to chance; the succession process that is influenced in part by specificities of Moroccan culture by granting privilege to the eldest male in the succession, and in another part this process becomes more rational by giving credit to successors competent to take over the family business in the case of large family businesses; and cultural constraints that are manifested mainly by the taboos surrounding the death of the predecessor and religious principles that similarly explain the different configurations of success or failure of the succession strategy of the family business. An extension of this work could be a multi-factor analysis in future researches.

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Section: The Cultural Specificities Of Succession In Moroccomentioning

confidence: 99%

Cultural Specificities of Succession’ Failure and Success in the Context of Unlisted Moroccan Family-Owned Businesses

Allioui¹,

Habba²,

Azizi³

2021

BMS

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“…Le troisième champ, et de loin le plus exploré, est celui de l'entrepreneuriat familial au coeur des dynamiques économiques et entrepreneuriales (Chrisman et al, 2010 ;Chabaud, 2013). Dans ce champ, parentalité et entrepreneuriat sont indissociablement liés (Debicki et al, 2009 ;Bah et al, 2017 ;Randerson et al, 2020).…”

Section: Retour Sur La Parentalité Dans La Littérature Sur L'entrepreneuriat Familialunclassified

La parentalité en entrepreneuriat : une dimension oubliée ?

d’Andria¹,

Bourgain²,

Loarne–Lemaire³

et al. 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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Dynamics of Conflicts in Family Firms: Towards a Non-Linear Approach to the Succession Process

Yezza

Chabaud²,

Calabrò

2021

J. Enterprising Culture

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The succession process can be a traumatic event in the life cycle of a family firm and is usually characterised by an increased interest towards the firm of the successor accompanied by a progressive disengagement of the predecessor. Drawing on five longitudinal case studies of Tunisian family firms examined from 2016 to 2019, we investigated the sequential and dynamic nature of this process, focusing on the conflicts among family members involved in the process. The main findings suggest that professional and family-related conflicts can lead to excessive tensions between the involved parties, which can result in failure of the succession process. Moreover, specific contingency factors, such as tragic events, can positively or negatively trigger deviation from the succession process path.

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La transmission des entreprises familiales au Sénégal : quelles spécificités culturelles ?

Cited by 8 publications

References 48 publications

Cultural Specificities of Succession’ Failure and Success in the Context of Unlisted Moroccan Family-Owned Businesses

Cultural Specificities of Succession’ Failure and Success in the Context of Unlisted Moroccan Family-Owned Businesses

La parentalité en entrepreneuriat : une dimension oubliée ?

Dynamics of Conflicts in Family Firms: Towards a Non-Linear Approach to the Succession Process

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