Le dirigeant au cœur des dynamiques entrepreneuriales des PME

Chabaud, Didier; Sammut, Sylvie

doi:10.3917/entre.151.0007

Cited by 18 publications

(8 citation statements)

References 31 publications

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“…Indeed, the phenomenon affects many factors related to 1) entrepreneur's profile: psychological, demographic, educational, and experiential, 2) company's characteristics and managerial's style, and 3) the environment in which the company has evolved (Paturel, 1997). This paper proposes to concentrate on the person of the entrepreneur, the keystone of entrepreneurial success as much as we deal about small units (Ndjambou & Sassine, 2014) which remain a projection of the characteristics of leaders (Chabaud & Sammut, 2016).…”

Section: Growth Determinants Of Enterprises: Entrepreneur's Rolementioning

confidence: 99%

Entrepreneurial Competencies and Growth of New Micro Small and Medium Businesses

Mejri¹,

Zouaoui²

2020

OJBM

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Encouraging the creation of companies has become the leitmotif for solving the economic and social problems of states, especially when it comes to companies with real potential for growth, which constitutes the real levers of countries development. We focus on the profile of entrepreneurs who create small businesses and who can successfully increase their projects after a few years. They are the pillars of success insofar as the company is the projection of their characteristics. This document attempts to better understand the impact of entrepreneurial competencies on the growth of the company. The research was carried out using a questionnaire sent to 181 micro, small and medium-sized enterprises (MSME's) newly created. For the analysis of the results we have mobilized the method of structural equations. The results confirmed that the growth of the company is well influenced by managerial and networking competencies.

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Section: Growth Determinants Of Enterprises: Entrepreneur's Rolementioning

confidence: 99%

Entrepreneurial Competencies and Growth of New Micro Small and Medium Businesses

Mejri¹,

Zouaoui²

2020

OJBM

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“…Derrière cette définition normative et générique du contenu du métier de dirigeant de PME, il reste néanmoins beaucoup d'interrogations sur ce qu'il fait « vraiment » (Chabaud, 2013). Le premier élément qui justifie ce flou est la grande variété des missions qu'il est susceptible de réaliser et qui suppose, de sa part, une priorisation voire des renoncements (Chabaud et Sammut, 2016). Un deuxième élément renvoie aux principes de gouvernance dans lesquels le dirigeant de PME inscrit ses missions : selon que la PME est indépendante ou appartient à un groupe, que le dirigeant est propriétaire ou qu'il agitau nom de propriétaires, qu'il est le créateur, le repreneur, voire l'héritier, la nature de ses missions et le rapport qu'il a à son métier seront impactés (Boussaguet, 2008 ;Boussaguet et Grima, 2015 ;Debray, 2012 ;Jaouen et Lasch, 2015 ;St-Pierre et Cadieux, 2011).…”

Section: Et Organise L'activité Dans Un Objectif De Rentabilité éCono...unclassified

Dirigeant et DRH en PME : Une double casquette difficile à porter !

Joyeau¹,

Gall²,

Poilpot-Rocaboy³

2022

@Grh

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Qu’est-ce que le métier de dirigeant de PME ? Nous proposons ici une étude qualitative, réalisée auprès de quinze dirigeants, pour identifier les contours de ce métier. Cette étude confirme, d’une part, la diversité du profil des dirigeants ainsi que la complexité et la polyvalence de leur métier. Elle met en avant, d’autre part, l’importance perçue par les dirigeants de la dimension RH de leur métier, tout en révélant leur difficulté à l’assurer tant d’un point vue stratégique, managérial qu’instrumental. Cette contribution questionne de ce fait le besoin de compétences des dirigeants en matière de GRH et les stratégies possibles pour les acquérir.

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“…In addition, the notion of external proximity allows the manager to better understand his environment and subsequently be able to modify part of it. In fact, through his or her business relational network, the manager acquires a privileged mode of access to certain specific resources (Chabaud and Sammut, 2016;Puthod and Thévenard-Puthod, 2006). This creates a competitive advantage for the SME and strengthens its resilience (Marchesnay, 2008;Martin, 2008).…”

Section: Theoretical Frame Of Referencementioning

confidence: 99%

Exploring the Managerial Dynamics in a Turbulent Context: The Reaction of SMEs’ Leaders

2021

JABE

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Small and medium enterprises constitute the bulk of the Lebanese economic fabric. Over the past decades, the managers of these SMEs have played a pivotal role in the survival of their businesses. This research aims at understanding how these managers manage to survive in a turbulent context marked by perpetual changes that are almost constantly renewing themselves, by showing how, in such an environment, they manage to mobilize resources and skills and deploy dynamic capacities in order to develop efficient and sustainable practices. The results of qualitative research of the exploratory type are intended to present researchers with a "reaction model" that, in a similar context, could enlighten SME leaders on the managerial performance required.

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Le dirigeant au cœur des dynamiques entrepreneuriales des PME

Cited by 18 publications

References 31 publications

Entrepreneurial Competencies and Growth of New Micro Small and Medium Businesses

Entrepreneurial Competencies and Growth of New Micro Small and Medium Businesses

Dirigeant et DRH en PME : Une double casquette difficile à porter !

Exploring the Managerial Dynamics in a Turbulent Context: The Reaction of SMEs’ Leaders

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