| 000 | 01508cam a2200217 4500500 | ||
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| 005 | 20250121175234.0 | ||
| 041 | _afre | ||
| 042 | _adc | ||
| 100 | 1 | 0 |
_aAhras, Amel _eauthor |
| 245 | 0 | 0 | _aThe drivers of managerial innovation in a hostile entrepreneurial environment: from individual to organizational resilience |
| 260 | _c2024. | ||
| 500 | _a91 | ||
| 520 | _aThis paper seeks to understand how firms manage to cope with a hostile environment, to bounce back after a failure linked to this hostile environment. We have chosen as an empirical field of study an entrepreneurial environment described by many observers and researchers as hostile, that of Algeria. We analyse the cases of four companies which have succeeded in developing despite this hostility. We identify the elements that enabled the managers of these companies to overcome the obstacles they encountered. Our qualitative approach, based on multiple case studies, mobilises a longitudinal analysis of the development of these companies. We find a link between managerial innovation and organizational resilience, and underline how the latter feeds on individual resilience. | ||
| 690 | _ahostile environment | ||
| 690 | _amanagerial innovation | ||
| 690 | _aindividual resilience | ||
| 690 | _aorganizational resilience | ||
| 690 | _aAlgeria | ||
| 786 | 0 | _nManagement & Prospective | Volume 40 | 3 | 2024-04-22 | p. 32-44 | |
| 856 | 4 | 1 | _uhttps://shs.cairn.info/revue-gestion-2000-2023-3-page-32?lang=en&redirect-ssocas=7080 |
| 999 |
_c634764 _d634764 |
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