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Entrepreneurial support, its determinants, its articulation, and its actors are always analyzed from both processual and emergent perspectives. Because a certain level of coherence must be maintained, public structures that are perceived as not opting for a process/emergence mix in their support systems are not hostile to using it when the context permits it and when the person receiving support accepts to be at the center of the design of his or her support. Literature reveals that a compromise between these two approaches has neither been established nor, as far as we are aware, exhaustively investigated. This research sought to highlight the processual nature of both the form and substance of entrepreneurial support. To achieve this, we administered a qualitative survey to 21 Tunisian business proprietors. The results indicate that in the Tunisian context, accompaniment is structurally processual and superimposed on an entrepreneurial process that both the accompaniers and the accompanied co-pilot in order to maintain coherence and complementarity during the training of the accompanied in the trade of entrepreneur. In addition, coaching is fundamentally and intrinsically emergent because it is geared toward endogenous action, co-constructed, and contextualized due to the prominence of personalized learning needs and the coachee's situational framework in relation to the enterprise he or she must establish.

This paper aims to highlight the relationship between cultural differences and the performance of non-equity alliances in the hotel sector with reference to a developing country. The paper employs an empirical investigation based on quantitative analysis. Data were gathered through questionnaires obtained from Tunisian hotels involved in 78 non-equity alliances with foreign partners. The partial least squares (PLS) technique was used to estimate the model. Results reveal that national and organizational cultural differences have a negative impact on alliance performance in this sector. The likelihood of alliance decay is then strengthened. However, national cultural differences do not moderate the relationship between organizational cultural differences and alliance performance. The corporate culture of these hotels could somehow be impervious to local culture. This paper helps fill the void of empirical evidence of the impact of both levels of culture on the performance of non-equity alliances in the hotel industry, which warrants more attention, especially in developing countries.