Entrepreneurship

Business and Entrepreneurship in Africa 17-19 Mai 2012 La promotion de l’entrepreneuriat au Maroc : rôle de l’Etat et perception des entrepreneurs Dr Mohamed BINKKOUR Enseignant chercheur Faculté des sciences juridiques, économiques et sociales Université IBNOU ZOHER (Maroc) Constat…. • L’entrepreneuriat est traité comme l’un des principaux axes de développement au Maroc. • La promotion de l’entrepreneuriat est considérée comme un objectif prioritaire du gouvernement. • Le Maroc a mis en

de l’entrepreneuriat social avant de finir avec un troisième chapitre les points forts et les faiblesses de l’entrepreneuriat social au Maroc. ________________________________________________ 4 NICHOLLS, A. (2006), Introduction. In Social Entrepreneurship, New Models of Sustainable Change, édité par Alex Nicholls, Oxford University Press, p.2 6 Chapitre 1: L’entrepreneur et l’historique de l’entrepreneuriat social. Apparu dans les années 90, l’entrepreneuriat social, c’est avant tout une

competition, they unleash together with the indigenous people, a unique dynamic which is made of the strength of capitalism, of creativity and often of megalomania. In three centuries, the pioneers have become world leaders; in terms of liberty, entrepreneurship, consumption, mentality. They overcame the even hardest crises -to mention but a few: the Civil War (1860), the Wall Street Crash (1929), the 11th of September 2001,… This is how US-History is perceived by its nation. People from all over the

employés à mieux effectué leur travail. Ce sont donc les employés qui décident comment distribuer le profit ainsi que la part qui revient aux employés. De plus, les ingénieurs sont rémunérés non pas en fonction de leur rendement, mais selon leur entrepreneurship. Une fois embauché, les employés décident eux même de leur rémunération selon onze différentes formes existantes, même les combinaisons sont possibles. Les possibilités varient du salaire fixe classique, en passant par des bonus et commissions

Governance structure and corporate performance in entrepreneurial firms”. Journal of Business Venturing, Vol. 7, p. 375 – 386 Daily, C. M. and Dalton D. R., (1993), “Board of Directors Leadership and Structure : Control and Performance Implications”, Entrepreneurship : Theory & Practice, Spring 1993, p. 65 – 81 Daily, C. M. and Dalton D. R., (2005), “Boards of Directors: Utilizing Empirical Evidence in Developing Practical Prescriptions”, British Journal of Management, Vol. 16, p. 91 – 97 Daily, C. M., Dalton

contexte africain. Certes, l’efficacité dépend aussi de nombreux déterminants extérieurs à la GRH, mais il est possible de prétendre qu’une GRH inadéquate ou insuffisamment élaborée est une source d’inefficacité. 15 16 Buame, S. (1996). Entrepreneurship : A contextual perspective. Lund, Sweden, Lund University Press. Jaeger, A., Kanungo, R. (1990). Management in Developing Countries. London:Routledge. 17 L’interprétation de nos analyses doit tenir compte des limites conceptuelles et méthodologiques

and to satisfy their needs to the fullest extent. Everything about Socota – from our structure to our people and culture – is geared to fulfilling that Mission. Chairman's Message Welcome to Groupe Socota. Our story is one of entrepreneurship and trust in the future. Our future has never been brighter and our businesses are setting new standards within their respective industries. These are exciting times for Groupe Socota and we are confident that our values, coupled

Informations complémentaires : www.uni.lu MASTER PROFESSIONNEL IN INNOVATION MANAGEMENT AND ENTREPRENEURSHIP This master is offered to students with backgrounds in the traditional business disciplines as well as in the humanities and physical sciences (biology, physics, engineering for instance). Subjects: Entrepreneurship and Innovation Length of studies: 2 semesters Diploma awarded: Master in entrepreneurship and innovation Entry requirements: Master’s degree or the first year of a Master’s

towards a steady state rate of growth, which depends only on the rate of technological progress and the rate of labour force growth. A country with higher savings rate will experience faster growth. LIMITATIONS Failure to take account of entrepreneurship (which may be catalyst behind economic growth). Failure to take account of the strength of institutions (which facilitate economic growth). It does not explain how or why technological progress occurs. All the limitations led to the development

the Marketing/Entrepreneurship Interface, Proceedings of the University of Illinois at Chicago Symposium on Marketing and Entrepreneurship, 1993 CURRAN J., JARVIS R., KITCHING J., LIGHTFOOT G., "The pricing decision in small firms : complexities and the deprioritising of economic determinants", International Small Business Journal, 15, 2, 1997, pp. 17-32 GARDNER D.M., "The marketing concept : its dimensions for the "big" small firm", in Marketing and Small Business/Entrepreneurship : Conceptual and