CULTURE NATIONALE ET PRATIQUES MANAGERIALES AU SEIN DES ORGANISATIONS MAROCAINES : UNE ENQUETE EMPIRIQUE

Abstract

The national culture has demonstrated its significant impact on the functioning of organizations (P. D'Iribarne, 1989), on values and lifestyles (Sun, Horn et Merritt, 2004), on ethics and behavior (Elahee, Kirby and Nasif, 2002) and on negotiations (Adair and Brett, 2005). This article proposes to measure and update the tendency of the Hofstede cultural value dimensions (2010) in the context of Moroccan companies. The aim of this study is to analyse the nature of the links existing between the national culture and managerial practices within Moroccan organizations, based mainly on the dimensions of Geert Hofstede, in order to enrich and validate existing theoretical data. To do so, a quantitative study based on the Hofstede’s VSM 2013 formulas has been conducted from analysis of 245 questionnaires administered with Moroccan managers.

Keywords

• national culture, hofstede cultural value dimensions, managerial practices, moroccan campanies, managers jel classification: z1, z13, l2, l22, j24, d23, m14, o15, h23, d21, c92.