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Introduction to “Family Businesses in the Arab World” Read chapter Read first chapter

2017 | OriginalPaper | Chapter

Moroccan Family Businesses: Specific Attributes, Logics of Action and Organizational Learning Dynamics

Author : Sara Bentebbaa

Published in: Family Businesses in the Arab World

Publisher: Springer International Publishing

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Abstract

In spite of the significant role of family firms in most countries’ economies, researchers have paid a limited attention to organizational learning in these companies. In this chapter, we will focus on Moroccan family businesses trying to answer a central research question that is: “How do the specific attributes of Moroccan family businesses impact their individual and organizational learning dynamics?” To have a deep understanding of how these interactions occur, we conducted 30 semi-structured interviews in four Moroccan family firms. The results of the case studies show that every Moroccan family business is characterized by a dominant logic of action that can be either based on spirituality and emotions or on rationality and professional relationships. These logics are the result of traditions, religion and family culture, and because of their bivalence, their impact on individual and organizational learning dynamics can vary from one family business to another.

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previous chapter Family Capital and Organizational Resilience of the Family Firm in Tunisia
next chapter A Developing Country’s Perspective on the Internationalization Process of Family and Nonfamily Firms: The Case of Palestine
Footnotes
1
“Your Lord has commanded that you worship none but Him alone and do well to your (both) parents. If either of both of them reach old age in your life time say not even UFF (Fie) to them, say not to them a word of disrespect nor shout at them but address them in terms of honor”. (Quran, 15:23)
 
2
To respect anonymity, the names of the companies were changed.
 
3
Indeed, the couple obedience-blessing is a particular case of simultaneity of roles in children-parents’ relationships. It means that even at work, the CEO “father” behaves with the employee “son” as a father, and he expects him to act as a “son”.
 
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Metadata
Title
Moroccan Family Businesses: Specific Attributes, Logics of Action and Organizational Learning Dynamics
Author
Sara Bentebbaa
Copyright Year
2017
Book
Family Businesses in the Arab World

Print ISBN: 978-3-319-57629-9

Electronic ISBN: 978-3-319-57630-5

Copyright Year: 2017

DOI
https://doi.org/10.1007/978-3-319-57630-5_5