[ Libérer pour innover: Analyse d’un cas tunisien entre rigidité et quête de reconnaissance ]
Volume 47, Issue 3, January 2026, Pages 292–295
Hanen CHERIF1 and Imen MZID BEN AMAR2
1 Docteure, Université de Sfax, Laboratoire PRISME-FSEG-SFAX, Tunisia
2 Professeure, Université de Sfax, Laboratoire PRISME-FSEG-SFAX, Tunisia
Original language: French
Copyright © 2026 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
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.
Author Keywords: liberated company, innovation, autonomy, recognition, hierarchy, engagement, Tunisia.
Volume 47, Issue 3, January 2026, Pages 292–295
Hanen CHERIF1 and Imen MZID BEN AMAR2
1 Docteure, Université de Sfax, Laboratoire PRISME-FSEG-SFAX, Tunisia
2 Professeure, Université de Sfax, Laboratoire PRISME-FSEG-SFAX, Tunisia
Original language: French
Copyright © 2026 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
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.
Author Keywords: liberated company, innovation, autonomy, recognition, hierarchy, engagement, Tunisia.
Abstract: (french)
Cet article examine la manière dont la rigidité hiérarchique et l’absence de reconnaissance limitent l’autonomie et l’innovation dans les organisations. À partir d’une étude de cas qualitative menée en 2019 à la Confiserie Triki le Moulin en Tunisie, reposant sur 40 entretiens semi-directifs, nous analysons les barrières structurelles et culturelles à l’innovation dans les contextes émergents. Les résultats montrent que la hiérarchie rigide ralentit la prise de décision et la circulation de l’information, tandis que l’absence de reconnaissance affaiblit la motivation et l’engagement. Ces dynamiques nourrissent un climat de méfiance, réduisent la coopération et bloquent la créativité organisationnelle. La discussion relie ces constats au modèle de l’entreprise libérée, qui met en avant l’autonomie, la confiance et la reconnaissance comme leviers d’innovation durable. Des recommandations managériales sont proposées pour les entreprises tunisiennes. Cet article souligne l’importance de repenser les modèles de gestion dans les économies émergentes encore marquées par des hiérarchies traditionnelles.
Author Keywords: entreprise libérée, innovation, autonomie, reconnaissance, hiérarchie, engagement, Tunisie.
How to Cite this Article
Hanen CHERIF and Imen MZID BEN AMAR, “Liberate to Innovate: A Tunisian Case Study on Rigidity and the Quest for Recognition,” International Journal of Innovation and Applied Studies, vol. 47, no. 3, pp. 292–295, January 2026.
