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Abdelhamid Bousta

Diplômé DBA - 2016

Titre de thèse

MODÈLES CULTURELS, CULTURE D’ENTREPRISE ET CONDUITE DU CHANGEMENT. ÉTUDES DE CAS AU MAROC.

Superviseur(s)

Mohammed Matmati

Dr. Bousta was awarded a DBA from Grenoble Ecole de Management in 2016. His research focused on the links between national and corporate culture and change and showed how cultural values could have a lever effect. During more than 35 years as a consultant, managing director, and coach, he led and coached changes in national, multinational, and multicultural contexts. He is currently honorary president of strategic comity of ESCA, one of the leading management education institutions in the MENA region.

Our research is in relation with the general debate between the theorists of management models known as universal, advocating the best practices of management and the theorists of a contextual management, in favor of practices adapted to local context. The research question consists in checking if, in a determined context, certain values of corporate culture could have a lever effect to change management. The literature review dealt with the theories on cultural national models (Hofstede, 2001; House et al., 2004 and Trompenaars & Hampden-Turner, 2004), corporate culture (Schein, 2010; Hall, 1977; Smircich, 1983 and Thévenet, 2011) and organisational change(Lewin, 1947; Kanter, 1983; Armenakis & Bedeian,199; Kotter, 1996; Van de Ven 1 Poole, 1995 and Autissier et al. 2010). The empirical study focused on six cases different by their status, their activity, their size and their location. The data collected from semi-directive interviews and various sources have been analyzed and processed thanks to a qualitative approach and a case study method, using in particular NVivo software. The analyses and the interpretations were complemented by the testimony of two coachs having conducted change in many companies in Morocco and in some of the studied cases. The research confirms the relevance of the theoretical model in the cultural configuration and shows the links and interactions between macro-culture, corporate culture and values as well as their significance in management and particularly in change management. The theoretical contribution shows the interest of a cultural approach of management change in a specified context, which considers corporate culture and cultural values as a mobilized resource (d’Iribarne, 1988) for management. The importance of the cultural dimension and of the operating values is thus emphasized. The managerial contribution consists in showing how the management could mobilize some internal values to stimulate the positive characteristics of the national and corporate culture and act as a lever to change management. In this perspective, this research may lead to generalization in neighbouring cultures especially in North Africa and Middle East (MENA). This region, exuberantly alive and in economic, political, social and cultural transition is notoriously unstudied although it harbors human and natural outstanding resources and very promising potentials for development and growth. KEY WORDS : CULTURAL MODELS - NATIONAL CULTURE – CORPORATE CULTURE - CHANGE MANAGEMENT – CULTURAL AND RELIGIOUS VALUES- MOROCCO.