[ Les Stratégies Entrepreneuriales : Une Étude Exploratoire auprès des Entreprises Marocaines ]
Volume 26, Issue 1, April 2019, Pages 18–28
Fatima-Zohra ABOUSAID1 and Khadija ANGADE2
1 Laboratoire de Recherche en Management de la Performance des Organisations Publiques, Privées et de l’Economie Sociale (MAPES), ENCG, Ibn-Zohr University Agadir, Morocco
2 Laboratoire de Recherche en Management de la Performance des Organisations Publiques, Privées et de l’Economie Sociale (MAPES), ENCG, Ibn-Zohr University Agadir, Morocco
Original language: French
Copyright © 2019 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 paper highlights the concept of “corporate entrepreneurship”, which joins between two management sciences' domains: the entrepreneurship and the strategic management. An explorative qualitative study was carried out among a sample of Moroccan companies, in order to contextualize the corporate entrepreneurship concept. The results show that the opinions are mixed about the corporate entrepreneurship's impact on the business performance. In conclusion, some research directions are proposed to complete this study and to test the conceptual model of the corporate entrepreneurship, adapted to the Moroccan context.
Author Keywords: Entrepreneurship, Strategic Management, Qualitative Study, Business Performance, Case of Morocco.
Volume 26, Issue 1, April 2019, Pages 18–28
Fatima-Zohra ABOUSAID1 and Khadija ANGADE2
1 Laboratoire de Recherche en Management de la Performance des Organisations Publiques, Privées et de l’Economie Sociale (MAPES), ENCG, Ibn-Zohr University Agadir, Morocco
2 Laboratoire de Recherche en Management de la Performance des Organisations Publiques, Privées et de l’Economie Sociale (MAPES), ENCG, Ibn-Zohr University Agadir, Morocco
Original language: French
Copyright © 2019 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 paper highlights the concept of “corporate entrepreneurship”, which joins between two management sciences' domains: the entrepreneurship and the strategic management. An explorative qualitative study was carried out among a sample of Moroccan companies, in order to contextualize the corporate entrepreneurship concept. The results show that the opinions are mixed about the corporate entrepreneurship's impact on the business performance. In conclusion, some research directions are proposed to complete this study and to test the conceptual model of the corporate entrepreneurship, adapted to the Moroccan context.
Author Keywords: Entrepreneurship, Strategic Management, Qualitative Study, Business Performance, Case of Morocco.
Abstract: (french)
Cet article met en exergue le concept de « stratégie entrepreneuriale », qui représente le point de jonction entre l’entrepreneuriat et le management stratégique, s’inscrivant tous les deux dans la discipline scientifique des sciences de gestion. Une étude qualitative de type exploratoire a été menée auprès d’un échantillon d’entreprises marocaines, afin de contextualiser le concept de la stratégie entrepreneuriale. Les résultats de cette étude démontrent que les opinions sont mitigées, quant à l’impact de la stratégie entrepreneuriale sur la performance de l’entreprise. En conclusion, des pistes de recherche ont été proposées pour compléter cette étude et tester ainsi notre modèle conceptuel de la stratégie entrepreneuriale, adapté au cas marocain.
Author Keywords: Entrepreneuriat, Management Stratégique, Étude qualitative, Performance de l’entreprise, Cas du Maroc.
How to Cite this Article
Fatima-Zohra ABOUSAID and Khadija ANGADE, “Corporate Entrepreneurship: An Exploratory Study of Moroccan Companies,” International Journal of Innovation and Applied Studies, vol. 26, no. 1, pp. 18–28, April 2019.
