| 000 | 01509cam a2200181 4500500 | ||
|---|---|---|---|
| 005 | 20250204230424.0 | ||
| 041 | _afre | ||
| 042 | _adc | ||
| 100 | 1 | 0 |
_aHaddadj, Slimane _eauthor |
| 700 | 1 | 0 |
_a Ndiaye, Babacar _eauthor |
| 700 | 1 | 0 |
_a Ndione, Mamadou _eauthor |
| 245 | 0 | 0 | _aPost-Succession Performance of French SMEs and Innovation Practices: The Impact of Origin, Experience of the New Manager and Capital Structure of SMEs |
| 260 | _c2022. | ||
| 500 | _a48 | ||
| 520 | _aThis 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 | ||
| 786 | 0 | _nInnovations | Prépublicatio | 2022-06-11 | p. 215-242 | 1267-4982 | |
| 856 | 4 | 1 | _uhttps://shs.cairn.info/journal-innovations-2021-0-page-215?lang=en&redirect-ssocas=7080 |
| 999 |
_c1065193 _d1065193 |
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