The training of elites as a socioeconomic issue in local development
Article Sidebar
Main Article Content
Abstract
The automotive sector is one of the industrial sectors decided by the Moroccan emergence plan, which is very promising for investors, so it offers a very interesting development opportunity vis-à-vis the growth strategies of companies targeting internationally.
Renault and other automotive suppliers have chosen to settle in Morocco to exercise their trades and production activities, however these firms will need qualified local elites to support their national developments.
To respond to this socio-economic problem. This essay comes to highlight the Moroccan cultural dimensions that can influence the training of future Moroccan elites and local executives in the automotive field.
It should be noted that any delocalized company aiming at the development and innovation of these activities in the host countries will have to take these dimensions into account in its strategy and these training plans dedicated to good governance of the skills development of these elites.
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work.
References
Allali B., (2008) « Culture et gestion au Maroc : une osmose atypique ». Québec, Presse de l’Université Laval et Télé-Université (UQAM).
Labari B., (2011) « Islam et Entreprise : Référent Divergeant et Rationalités Contestataires ». Revue : Mandrágora, v.17. n. 17, 2011, p. 83-97. DOI: https://doi.org/10.15603/2176-0985/mandragora.v17n17p83-97
D’Iribame, Ph. (2007) « Islam et management. Le rôle d’un univers de sens»,| Lavoisier | Revue française de gestion, 2007/2 - n° 171, p. 141-156. DOI: https://doi.org/10.3166/rfg.171.141-156
D’Iribame, Ph. (2002) « Motivating workers in emerging countries: universal tools and local adaptations», Joumal of Organizational Behavior. 23, p. 243-256. DOI: https://doi.org/10.1002/job.142
Sadik, S. (2002) « L’approche culturelle et le Management par la Qualité Totale « TQM » dans le contexte marocain » Revue : Repères et Perspectives – N°3 , Automne 2002.
D’Iribame, Ph. (2001) « Un management modérne enraciné dans une culture traditionnelle, Les enseignements d’une success-story mexicaine »,Revue : Gérer et Comprendre, 09/2001 , N° 65.
D'Iribame, Ph. (1989) « Culture et effet societal. ». Revue Frangaise de Sociologie, 32, 4 (October- December 1991), 599-614. DOI: https://doi.org/10.2307/3322076
D’Iribarne, Ph. (2012) « Managing corporate values in diverse national cultures: the challenge of differences ». New York: Routledge. DOI: https://doi.org/10.4324/9780203128114
D’Iribarne, P. (1997) « The usefulness of an ethnographic approach to the international comparison of organization ». International Studies of Management and Organization, 26(4), 30-47. DOI: https://doi.org/10.1080/00208825.1996.11656693
SAADI, S Med. (1982) « Éléments d’analyse des entreprise personnelles et familiales marocaines » Revue : ISCAE, Gestion & Sociètè N°9, 1982, p. 65-79.
MAMOU, R. (1985) « Motivations et comportement de l’entrepreneur marocain » Revue : ISCAE, Gestion & Société N°14, 1985, p. 47-66.
Soussi, Sid A. (2006) « La diversité culturelle dans les organisations : Analyse critique des fondements théoriques du management interculturel », Press : Université du Québec en Outaouais Gatineau (Qc), Canada, p. 130-143.
Nguyen, Thi Duc. (2013) « Exploring Cultural Differences in Implementing International Technology Transfer In the Case of Japanese Manufacturing Subsidiaries in Vietnam ». Contemporary Management Research, vol 9, N°1, 03/2013, p.13-34. DOI: https://doi.org/10.7903/cmr.10338
Dano, F. Viviane, H. Sylvie, L. (2003) « La qualité des études qualitatives : principes et pratiques » Press de l’université de droit, d’economie et des sciences d’Aix Marseille,W.P. n° 674 , 12/2003.