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The present article aimed at studying the relationship between project-based organization and competence management practices (recruitment, assessment, training, compensation and career management). The central question of our research is formulated as follows: To what extent does project-based organization influence competence management practices? To answer this question, we adopted a quantitative study. A total of 156 Tunisian project managers participated in our survey. We tested our hypotheses through a linear regression analysis. The results show that the majority of competence management practices, namely recruitment, evaluation and training, are more relevant to project-based organizations and thus the three first hypotheses are confirmed. However, other practices, like remuneration and career management, are insensitive to project activities.

Today, the company is becoming more and more aware of the immense power of knowledge, the stakes of which are becoming more and more crucial. However, acquiring, developing and maintaining competitive advantage from internal resources and skills remains the overarching goal for every organization. It is for this reason that it is necessary to put in place a strategic plan for the application of knowledge. This research focuses on the efforts made by companies in terms of knowledge management processes in order to implement innovative solutions. The objective of this research is part of this perspective and aims to examine the relationship between the application of knowledge and organizational innovation by highlighting the mediating effect of innovative capabilities. To determine this relationship, a quantitative method was adopted using a total of 252 Tunisian senior managers. The results of the structural equation analysis reveal the existence of a significant influence of knowledge management on both types of technical and administrative organizational innovation.

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.

The concept of competence has recently been a hot topic in science management, particularly human resource management. However, most of the studies conducted on this topic have mainly been theoretical. Thus, the present study aims to operationalize competence management through the construction and validation of a questionnaire intended for Tunisian project managers. To this end, a quantitative study is conducted among 156 respondents. The principal component analysis and Cronbach's alpha calculations were used to ensure the validity and reliability of the factor structures. The results of the factor analysis confirm the existence of a measurement scale of competence management that comprises five independent dimensions, namely recruitment, assessment, training, compensation, and career management. This study provides project managers with a measurement instrument that can be used to analyze competence management practices in their companies so that they can develop and enhance their employees’ skills.

In recent years the financial markets known a rapid development and become more and more complex. So, many regulatory requirements, focused on banks as well as insurance sector, have been developed. These regulatory are concentrated essentially on business risk control and required capital to cover risks. These requirements have influenced the asset allocation issue in insurance industry. These requirements have influenced the asset allocation issue in insurance industry. This section is interested by this issue. In first time it highlights some research works in this issue. Then we will investigate the relation between Solvency and optimal asset allocation. Finally we will explore the principal used methods in modeling asset and in choosing the optimal portfolio composition.

The aim of this paper is to calibrate the Longstaff, Mithal and Neis (2005) model (LMN model) based on the J-law (see Jerbi (2015) to implement the credit risk in the economic scenarios generator. The LMN model, based on the assumptions of the normality of the risks is used to establish a link between the spread, the probability of default and the liquidity risk. The related assumptions seem unrealistic given the depth of the distribution that characterizes the financial and economic data. In this context, we develop an LMN model based on the J-law taking into account the effects of Skewness and Kurtosis related to the two series of the CDS premium and the corporate bond prices. We use a simulated data that are from January 2009 to December 2016. We estimate the model parameters. The LMN model based on the J-law fit better with the reality than the one based on the normal Law.      

This study investigates the impact of knowledge management on innovation in Tunisia's banking sector through a survey of salaried executives. The results indicate a strong positive relationship, emphasizing that key components—knowledge acquisition, application, and sharing—drive both administrative and technical innovation. Effective knowledge management allows organizations to adapt to market trends and enhance business processes. Knowledge sharing fosters an innovative environment for idea creation. Therefore, organizations, especially banks aiming to boost innovation, should prioritize sustainable knowledge management to gain a competitive edge and become more agile in a fluctuating economy.

This study examines how using information and communication technologies (ICT) affects the performance of Tunisian SMEs in human resources management (HRM). The findings indicate that numerous Tunisian small and medium-sized enterprises struggle to integrate ICT tools into human resource management due to inadequate foundational knowledge about these technologies and a limited understanding?of their functionality. Consequently, they may underperform. As argued by Müller and Voigt (2021), proper utilization of ICT can be achieved through the appropriate?adoption of tools and the continuous development of digital skills within human capital. Jones and Kim (2020) also highlight the significance of this finding, suggesting that investment in tools (e.g., the intranet) not only enhances internal communication but also forges connections between mobile employees, those working from home, and office-based employees.

Today, the company is becoming more and more aware of the immense power of knowledge, the stakes of which are becoming more and more crucial. However, acquiring, developing and maintaining competitive advantage from internal resources and skills remains the overarching goal for every organization. It is for this reason that it is necessary to put in place a strategic plan for the application of knowledge. This research focuses on the efforts made by companies in terms of knowledge management processes in order to implement innovative solutions. The objective of this research is part of this perspective and aims to examine the relationship between the application of knowledge and organizational innovation by highlighting the mediating effect of innovative capabilities. To determine this relationship, a quantitative method was adopted using a total of 252 Tunisian senior managers. The results of the structural equation analysis reveal the existence of a significant influence of knowledge management on both types of technical and administrative organizational innovation.

This paper examines the correlation between originality and success within entrepreneurial teams operating in Tunisia. In order to achieve this objective, it is imperative to emphasize the factors that impact the effectiveness of entrepreneurial teams. Previous research has elucidated the notion of creativity within entrepreneurial teams through the examination of trust and information sharing among team members, as well as the influence of the industry in which the team operates. This article posits that there exists an assumption regarding the positive impact of creativity on the performance of entrepreneurial teams. This assumption forms the basis for the reciprocal link between these two variables. The primary aim of this study was to investigate the influence of entrepreneurial team innovation on performance outcomes. The objective of this study was to conduct an empirical examination of the relationship between creativity and performance within entrepreneurial teams, with the purpose of determining if this relationship is unidirectional, recursive, or perhaps simultaneous.