International Journal of Research in Business and Social Science

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.

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.

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.

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.

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.