Auto-efficacité entrepreneuriale et résilience de la PME en contexte de crise : le rôle du réseau social du dirigeant
Little is known not only about the relationship between the manager’s entrepreneurial self-efficacy and the SME’s resilience to crises, but also about the impact of the manager’s social network in this relationship. This article attempts to fill this gap by adopting a quantitative approach using dat...
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| Format: | Article ou chapitre numérique |
| Langue: | Français |
| Publié: |
2025
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| Accès en ligne: | Accès Université d'Orléans et IFPM Accès Université d'Orléans et IFPM |
| Résumé: | Little is known not only about the relationship between the manager’s entrepreneurial self-efficacy and the SME’s resilience to crises, but also about the impact of the manager’s social network in this relationship. This article attempts to fill this gap by adopting a quantitative approach using data collected from 350 SME leaders based in Niamey, Niger. The results reveal a direct link between the manager’s entrepreneurial self-efficacy and the SME’s resilience capacity. In addition, a direct correlation is observed between the two dimensions of the manager’s social network and the SME’s resilience capacity, although the effect of weak ties is more pronounced. Also, only weak ties act as moderators in the relationship. |
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