1,720,956 research outputs found
Le choix d’un style de management adéquat favorise la réussite de l’entreprise
No full textThis article explores the impact of management styles in organizational performance, with a particular focus on companies in the Tangier-free zone. The primary objective of this study is to examine the relationships between different management styles (transformational, participative, autocratic, etc.) and performance indicators such as innovation, employee motivation, and operational efficiency. The methodology is based on an empirical survey conducted among a representative sample of companies operating in this zone. Data was collected using structured questionnaires. The analyses include descriptive statistics, regression coefficients, as well as indicators of convergent validity and reliability. The results reveal that transformational and participative styles significantly contribute to better organizational performance by fostering engagement and innovation. Conversely, autocratic and bureaucratic styles are associated with limited performance due to their restrictive impact on collaboration and creativity. This research highlights the importance of collaborative and participative management to enhance organizational performance. It also provides practical recommendations for managers and opens avenues for future research on the impact of management styles in varied contexts.
JEL Classification: M41
Paper Type: EmpiriqueCet article explore l'impact des styles de management sur la performance organisationnelle, avec un focus particulier sur les entreprises de la zone franche de Tanger. L'objectif principal de cette étude est d'examiner les relations entre différents styles de management (transformationnel, participatif, autocratique, etc.) et des indicateurs de performance tels que l'innovation, la motivation des employés et l'efficacité opérationnelle. La méthodologie repose sur une enquête empirique menée auprès d'un échantillon représentatif d'entreprises opérant dans cette zone. Les données ont été collectées via des questionnaires structurés, les analyses incluent des statistiques descriptives, des coefficients de régression, ainsi que des indicateurs de validité convergente et de fiabilité. Les résultats révèlent que les styles transformationnel et participatif contribuent significativement à une meilleure performance organisationnelle en favorisant l'engagement et l'innovation. En revanche, les styles autocratique et bureaucratique sont associés à des performances limitées en raison de leur impact restrictif sur la collaboration et la créativité. Cette recherche souligne l'importance d'un management collaboratif et participatif pour stimuler la performance organisationnelle. Elle propose également des recommandations pratiques pour les gestionnaires et ouvre des perspectives pour des recherches futures sur l'impact des styles de management dans des contextes variés.
JEL Classification : M41
Type du papier : Empiriqu
La taille de l’entreprise joue un rôle crucial dans sa performance
No full textThis research aims to examine the relationship between firm size and performance, a central issue for managers and researchers in organizational strategy. The main question explored is: to what extent does the size of a company influence its performance indicators such as innovation, competitiveness, and operational efficiency? This study focuses particularly on the mechanisms through which size acts as either a lever or a constraint in various economic contexts. The methodology implemented is based on an empirical study conducted with a diversified sample of companies, including small and medium-sized enterprises (SMEs), large organizations, and multinational corporations. The findings reveal that large firms benefit from economies of scale, better access to resources, and increased competitiveness. However, their more complex bureaucracy sometimes limits their adaptability and capacity for innovation. Conversely, small firms, due to their agility and responsiveness, are better positioned to adapt to market dynamics and foster innovation. Nevertheless, they face challenges such as limited access to resources and financial vulnerability. These results also pave the way for future research on the interactions between size, organizational culture, and innovation.
Classification JEL: M41
Paper type: Empirical ResearchCette recherche vise à examiner la relation entre la taille de l’entreprise et sa performance, une problématique centrale pour les managers et les chercheurs en stratégie organisationnelle. La question principale explorée est : jusqu’à quel point la taille d’une entreprise influence-t-elle ses indicateurs de performance tels que l’innovation, la compétitivité et l’efficacité opérationnelle ? Cette étude s’intéresse particulièrement aux mécanismes par lesquels la taille agit comme un levier ou une contrainte dans des contextes économiques variés. La méthodologie mise en œuvre repose sur une étude empirique réalisée auprès d’un échantillon diversifié d’entreprises, englobant des petites et moyennes entreprises (PME), des grandes organisations ainsi que des multinationales. Les résultats révèlent que les grandes entreprises bénéficient d’économies d’échelle, d’un meilleur accès aux ressources et d’une compétitivité accrue. Cependant, leur bureaucratie plus complexe limite parfois leur capacité d’adaptation et d’innovation. À l’inverse, les petites entreprises, grâce à leur agilité et leur réactivité, sont mieux positionnées pour s’adapter aux dynamiques du marché et promouvoir l’innovation. Néanmoins, elles font face à des défis tels que l’accès limité aux ressources et la vulnérabilité financière. Ces résultats ouvrent également la voie à des recherches futures sur les interactions entre taille, culture organisationnelle et innovation.
JEL Classification : M41
Type du Papier : Recherche Empiriqu
La taille de l’entreprise joue un rôle crucial dans sa performance
No full textThis research aims to examine the relationship between firm size and performance, a central issue for managers and researchers in organizational strategy. The main question explored is: to what extent does the size of a company influence its performance indicators such as innovation, competitiveness, and operational efficiency? This study focuses particularly on the mechanisms through which size acts as either a lever or a constraint in various economic contexts. The methodology implemented is based on an empirical study conducted with a diversified sample of companies, including small and medium-sized enterprises (SMEs), large organizations, and multinational corporations. The findings reveal that large firms benefit from economies of scale, better access to resources, and increased competitiveness. However, their more complex bureaucracy sometimes limits their adaptability and capacity for innovation. Conversely, small firms, due to their agility and responsiveness, are better positioned to adapt to market dynamics and foster innovation. Nevertheless, they face challenges such as limited access to resources and financial vulnerability. These results also pave the way for future research on the interactions between size, organizational culture, and innovation.
Classification JEL: M41
Paper type: Empirical ResearchCette recherche vise à examiner la relation entre la taille de l’entreprise et sa performance, une problématique centrale pour les managers et les chercheurs en stratégie organisationnelle. La question principale explorée est : jusqu’à quel point la taille d’une entreprise influence-t-elle ses indicateurs de performance tels que l’innovation, la compétitivité et l’efficacité opérationnelle ? Cette étude s’intéresse particulièrement aux mécanismes par lesquels la taille agit comme un levier ou une contrainte dans des contextes économiques variés. La méthodologie mise en œuvre repose sur une étude empirique réalisée auprès d’un échantillon diversifié d’entreprises, englobant des petites et moyennes entreprises (PME), des grandes organisations ainsi que des multinationales. Les résultats révèlent que les grandes entreprises bénéficient d’économies d’échelle, d’un meilleur accès aux ressources et d’une compétitivité accrue. Cependant, leur bureaucratie plus complexe limite parfois leur capacité d’adaptation et d’innovation. À l’inverse, les petites entreprises, grâce à leur agilité et leur réactivité, sont mieux positionnées pour s’adapter aux dynamiques du marché et promouvoir l’innovation. Néanmoins, elles font face à des défis tels que l’accès limité aux ressources et la vulnérabilité financière. Ces résultats ouvrent également la voie à des recherches futures sur les interactions entre taille, culture organisationnelle et innovation.
JEL Classification : M41
Type du Papier : Recherche Empiriqu
Le choix d’un style de management adéquat favorise la réussite de l’entreprise
No full textThis article explores the impact of management styles in organizational performance, with a particular focus on companies in the Tangier-free zone. The primary objective of this study is to examine the relationships between different management styles (transformational, participative, autocratic, etc.) and performance indicators such as innovation, employee motivation, and operational efficiency. The methodology is based on an empirical survey conducted among a representative sample of companies operating in this zone. Data was collected using structured questionnaires. The analyses include descriptive statistics, regression coefficients, as well as indicators of convergent validity and reliability. The results reveal that transformational and participative styles significantly contribute to better organizational performance by fostering engagement and innovation. Conversely, autocratic and bureaucratic styles are associated with limited performance due to their restrictive impact on collaboration and creativity. This research highlights the importance of collaborative and participative management to enhance organizational performance. It also provides practical recommendations for managers and opens avenues for future research on the impact of management styles in varied contexts.
JEL Classification: M41
Paper Type: EmpiriqueCet article explore l'impact des styles de management sur la performance organisationnelle, avec un focus particulier sur les entreprises de la zone franche de Tanger. L'objectif principal de cette étude est d'examiner les relations entre différents styles de management (transformationnel, participatif, autocratique, etc.) et des indicateurs de performance tels que l'innovation, la motivation des employés et l'efficacité opérationnelle. La méthodologie repose sur une enquête empirique menée auprès d'un échantillon représentatif d'entreprises opérant dans cette zone. Les données ont été collectées via des questionnaires structurés, les analyses incluent des statistiques descriptives, des coefficients de régression, ainsi que des indicateurs de validité convergente et de fiabilité. Les résultats révèlent que les styles transformationnel et participatif contribuent significativement à une meilleure performance organisationnelle en favorisant l'engagement et l'innovation. En revanche, les styles autocratique et bureaucratique sont associés à des performances limitées en raison de leur impact restrictif sur la collaboration et la créativité. Cette recherche souligne l'importance d'un management collaboratif et participatif pour stimuler la performance organisationnelle. Elle propose également des recommandations pratiques pour les gestionnaires et ouvre des perspectives pour des recherches futures sur l'impact des styles de management dans des contextes variés.
JEL Classification : M41
Type du papier : Empiriqu
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Variations on the Author
Full text link“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
Appropriate Similarity Measures for Author Cocitation Analysis
Full text linkWe provide a number of new insights into the methodological discussion about author cocitation analysis. We first argue that the use of the Pearson correlation for measuring the similarity between authors’ cocitation profiles is not very satisfactory. We then discuss what kind of similarity measures may be used as an alternative to the Pearson correlation. We consider three similarity measures in particular. One is the well-known cosine. The other two similarity measures have not been used before in the bibliometric literature. Finally, we show by means of an example that our findings have a high practical relevance.information science;Pearson correlation;cosine;similarity measure;author cocitation analysis
Dispelling the Myths Behind First-author Citation Counts
Full text linkWe conducted a full-scale evaluative citation analysis study of scholars in the XML research field to explore just how different from each other author rankings resulting from different citation counting methods actually are, and to demonstrate the capability of emerging data and tools on the Web in supporting more realistic citation counting methods. Our results contest some common arguments for the continued
use of first-author citation counts in the evaluation of scholars, such as high correlations between author rankings by first-author citation counts and other citation
counting methods, and high costs of using more realistic citation counting methods that are not well-supported by the ISI databases. It is argued that increasingly available digital full text research papers make it possible for citation analysis studies to go beyond what the ISI databases have directly supported and to employ more
sophisticated methods
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