Performance post-succession et pratiques d’innovation dans les PME françaises: impact de l’origine, de l’expérience du nouveau dirigeant et de la structure du capital

Slimane Haddadj, Babacar Ndiaye and Mamadou Ndione

Innovations, 2024, vol. N° 73, issue 1, 215-242

Abstract: This article focuses on the performance of SMEs after a succession, focusing on innovation practices. To do this, we administered a questionnaire to 90 managers of French SMEs. Using the SEM-PLS approach, the results indicate that the innovations implemented by the new leader have a positive impact on post-succession performance. Whether it is an internal or external succession, the multi-group analysis reveals that the innovations made by the new leader have a positive impact on post-succession performance. This multi-group analysis also reveals that when the new manager has no experience, a fortiori in a company whose capital is diluted, the innovations made do not have a significant impact on post-succession performance, contrary to an experienced manager or in a structure whose capital is concentrated. JEL Codes : D83-G34-O31

Keywords: Manager; France; Innovations; SME; Succession (search for similar items in EconPapers)
JEL-codes: O31 (search for similar items in EconPapers)
Date: 2024
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