Le rôle de la proximité du dirigeant des autres parties prenantes sur la performance des PME camerounaises
In practice, much research does not take into account the proximity factor of the manager with the stakeholders in the analysis of the performance of SMEs. However, in a context like that of Cameroon where the spirit of solidarity embodied by the duty of mutual aid towards the members of a community...
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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: | In practice, much research does not take into account the proximity factor of the manager with the stakeholders in the analysis of the performance of SMEs. However, in a context like that of Cameroon where the spirit of solidarity embodied by the duty of mutual aid towards the members of a community remains an essential factor, it is important to understand the role that proximity plays of the manager with the stakeholders in increasing the performance of the SMEs. From interviews carried out with managers of Cameroonian SMEs, it appears that the proximity of the manager (family affinity, ethnic affinity, religious affiliation, local roots) with the stakeholders improves the performance of SMEs. More specifically, this study shows that the proximity of the manager with his customers improves the commercial performance of the SME (customer loyalty, recruitment of new customers, customer satisfaction and business growth). It also shows that the proximity of the manager with his employees improves the socio-cultural performance of the SME through commitment to appropriation of the vision and adherence to the company philosophy by employees, trust, work and increased employee productivity, job retention and employee investment in the business. JEL Code: L250 |
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