Managerial Identities: The Case of Tunisian SME Managers

Identités managériales: le cas des dirigeants de PME tunisiens

Zouhour Ben Hamadi and Helena Karjalainen ()
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Zouhour Ben Hamadi: Métis Lab EM Normandie - EM Normandie - École de Management de Normandie = EM Normandie Business School
Helena Karjalainen: Métis Lab EM Normandie - EM Normandie - École de Management de Normandie = EM Normandie Business School

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Abstract: This study aims to deepen the knowledge of the profiles of SME managers in the Tunisian context. In this study, a quantitative analysis was conducted on a sample of 116 Tunisian SME managers. The first result is the typology of three different managerial identities: young managers with an accentuated Tunisian culture, managers with a mixed culture and senior managers with a reinforced Arab culture. Secondly, these three profiles are mainly differentiated by three pillars: (1) generation: age; (2) education and (3) attachment to a culture. This study shows the importance of avoiding amalgams between the different types of Tunisian managers when trading with Tunisian SMEs.

Keywords: SME; Tunisia; Generation; Managerial identity; Identité managériale; PME; Tunisie; Culture; Génération; Apprentissage (search for similar items in EconPapers)
Date: 2024-06-01
New Economics Papers: this item is included in nep-ara and nep-sbm
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Published in Revue interdisciplinaire droit et organisations, 2024, 7, pp.85-106. ⟨10.34699/rido.2024.37⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04624721

DOI: 10.34699/rido.2024.37

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