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Strategic Orientation of the Managers of a Tunisian Family Group Before and After the Revolution
Abstract
This chapter studies the strategic orientations of a leader of a group of Tunisian family businesses in a context of uncertainty and transition after the revolution in Tunisia. The specific nature of the family business is that it performs significantly better in terms of sustainability, profitability, and growth when compared to non-family businesses, especially since a majority of Tunisian companies are family businesses. In this respect, authors study the strategic orientations that can ensure the sustainability of family companies through cognitive mapping. The analysis of the cognitive map of the general manager of a group of Tunisian family businesses will help us to compare its entrepreneurial orientations adopted before the revolution and its current orientations allowing the long-term growth of family businesses after the revolution. A discussion of the findings, conclusions, and managerial implications, as well as suggestions of areas for future research, are provided.
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