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Performance post-succession et pratiques d’innovation dans les PME françaises : impact de l’origine, de l’expérience du nouveau dirigeant et de la structure du capital

Author

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  • Slimane Haddadj
  • Babacar Ndiaye
  • Mamadou Ndione

Abstract

This article focuses on the performance of SMEs after a succession, focusing on innovation practices. To do this, we administered a questionnaire to 90 managers of French SMEs. Using the SEM-PLS approach, the results indicate that the innovations implemented by the new leader have a positive impact on post-succession performance. Whether it is an internal or external succession, the multi-group analysis reveals that the innovations made by the new leader have a positive impact on post-succession performance. This multi-group analysis also reveals that when the new manager has no experience, a fortiori in a company whose capital is diluted, the innovations made do not have a significant impact on post-succession performance, contrary to an experienced manager or in a structure whose capital is concentrated. JEL Codes : D83-G34-O31

Suggested Citation

  • Slimane Haddadj & Babacar Ndiaye & Mamadou Ndione, 2024. "Performance post-succession et pratiques d’innovation dans les PME françaises : impact de l’origine, de l’expérience du nouveau dirigeant et de la structure du capital," Innovations, De Boeck Université, vol. 0(1), pages 215-242.
    • Handle: RePEc:cai:inndbu:inno_pr2_0155
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    More about this item

    Keywords

    Manager; France; Innovations; SME; Succession;
    All these keywords.

    JEL classification:

    • O31 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights - - - Innovation and Invention: Processes and Incentives

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