Internationalizing Through Hybrid Leadership: The Case of a Moroccan Hidden Champion

Sofia Arougay and Mohamed Nabil El Mabrouki

South Asian Journal of Business and Management Cases, 2025, vol. 14, issue 3, 206-223

Abstract: This article examines the leadership modes employed by the Promark Group, a Moroccan hidden champion, and their impact on the company’s internationalization trajectory and sustainable competitiveness. Drawing on an in-depth case study, the research aims to explore how context-sensitive and adaptive leadership practices can enable companies in emerging economies to overcome structural and institutional constraints while achieving strategic growth. The study shows that Promark’s success stems from a hybrid leadership style that combines visionary foresight, operational pragmatism and cultural adaptability as key elements for navigating market uncertainties and creating sustainable competitive advantages. Furthermore, this case highlights the importance of progressive, relationship-based internationalization strategies, which are often best suited to hidden champions in emerging markets. This article contributes to the growing literature on hidden champions by offering empirical insights into how leadership modes interact with internationalization processes. It also offers valuable insight into the mechanisms by which companies in emerging economies achieve global competitiveness without sacrificing their niche. By placing these dynamics in the context of the Moroccan business ecosystem, the article enriches our understanding of leadership and international strategy in little-explored geographical contexts.

Keywords: Hidden champions; leadership modes; internationalization; emerging economy; culture (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:sae:sajbmc:v:14:y:2025:i:3:p:206-223

DOI: 10.1177/22779779251376495

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