This article explores how hierarchical rigidity and lack of recognition hinder autonomy and innovation in organizations. Through a qualitative case study at Confiserie Triki le Moulin in Tunisia (2019), based on 40 semi-structured interviews, we analyze the structural and cultural barriers to innovation in emerging contexts. Findings show that rigid hierarchies slow decision-making and communication, while lack of recognition weakens motivation and engagement. These dynamics foster distrust, reduce collaboration, and ultimately block organizational creativity. The discussion connects these findings to the liberated company model, stressing autonomy, trust, and recognition as levers for sustainable innovation. Beyond theory, managerial recommendations are proposed for Tunisian firms. The article highlights the importance of rethinking management models in emerging economies where traditional hierarchies remain dominant.
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