Sílvia Costa, Inna Kozlinska, Olga Belousova, Aard J. Groen, Francisco Liñán, Alain Jean-Claude Fayolle, Hans Landström and Aniek Ouendag
Widad Ibouder, Alain Jean-Claude Fayolle and Abdenbi Louitri
In Morocco, due to the high rate of failure in generational transfers, many family businesses are threatened with disappearance. This paper aims to focus on entrepreneurship and…
Abstract
Purpose
In Morocco, due to the high rate of failure in generational transfers, many family businesses are threatened with disappearance. This paper aims to focus on entrepreneurship and seeks to understand how the family business maintains its entrepreneurial orientation through the family’s entrepreneurial socialisation of the next generation, which aims to prepare them for the role of family entrepreneur. The study aims both to describe the socialisation process and to understand the context necessary to place the young community in an entrepreneurial dynamic.
Design/methodology/approach
Using an exploratory approach, this paper favours the single case study; data were collected from five participants from both generations, then this study matches the interviews from the founding generation with those from the next generation; in addition to a triad at the employee level.
Findings
The analysis shows that the early participation alongside the founding generation in entrepreneurial processes, initiates a sense of entrepreneurship in the next generation and the confidence gradually builds up through the achievements of the latter; which, in turn, increases the possibility to set up innovative projects by giving the necessary autonomy to carry them out.
Practical implications
The document underlines the importance of establishing a culture of transmission to promote entrepreneurship amongst the young community to engage it in exploring and seeking new opportunities for development and innovation.
Originality/value
Studying the transmission of the entrepreneurial spirit through the prism of socialisation provides an understanding of the context necessary to place the next generation in an entrepreneurial dynamic.
Details
Keywords
André Cyr, Olivier Meier and Jean‐Claude Pacitto
The purpose of this paper is to understand the sound practical reasons underlying the behaviour of very small enterprise (VSE) owner‐managers with respect to their perceived…
Abstract
Purpose
The purpose of this paper is to understand the sound practical reasons underlying the behaviour of very small enterprise (VSE) owner‐managers with respect to their perceived resistance to the dominant entrepreneurial and managerial models in areas such as management methods, marketing or internationalisation.
Design/methodology/approach
The current literature on VSE managers was reviewed in the light of Raymond Boudon's general theory of rationality. Starting from the premise that in science, the simplest explanation tends to be the best, the paper highlights the practical reasons why VSE owner‐managers behave the way they do.
Findings
While there may be cultural or personality‐based reasons why VSE owner‐managers often appear to reject the traditional entrepreneurial model, these are not the sole or even the main explanation. In most cases, the behaviour in question can be explained much more simply by practical, down‐to‐earth reasons. From the actor's point of view, his behaviour is always rational.
Research limitations/implications
This new model of the behaviour of VSE owner‐managers has not been empirically tested.
Originality/value
The paper presents a novel vision of the behaviour of VSE owner‐managers, based on the practical reasons underlying their actions, that goes beyond the existing typologies such as the “Traditional‐vs‐Opportunistic” entrepreneur.