Management stratégique et résilience des entreprises : quel apport de la théorie de la contingence
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Abstract
Cette recherche analyse l’apport de la théorie de la contingence dans l’explication du lien entre management stratégique et résilience organisationnelle au sein des PME marocaines. La résilience est appréhendée comme une capacité dynamique permettant d’anticiper, de s’adapter, d’apprendre et de résister face aux perturbations. À partir d’un modèle intégrant huit leviers – alignement stratégie–environnement, flexibilité organisationnelle, diversification des ressources, coordination interfonctionnelle, adaptation culturelle, veille stratégique, gestion des parties prenantes et adaptation technologique – l’étude explore leur contribution respective à la résilience. L’approche empirique repose sur 300 questionnaires distribués, dont 192 valides retenus après filtrage des réponses incomplètes ou incohérentes, administrés auprès de dirigeants et cadres de PME marocaines relativement grandes et structurées. La résilience a été mesurée par un indice composite (IRO), tandis que la méthode économétrique adoptée est la régression quantile, particulièrement adaptée à la présence d’hétéroscédasticité et de comportements hétérogènes. Les résultats montrent que six leviers ont un effet positif et significatif, à savoir l’alignement stratégique, la diversification des ressources, l’adaptation culturelle, la veille stratégique, la gestion des parties prenantes et l’adaptation technologique. En revanche, la flexibilité organisationnelle et la coordination interfonctionnelle n’exercent pas d’effet direct détectable. Les variables de contrôle confirment l’importance de la taille de l’entreprise et du capital humain du dirigeant, tandis que le genre ne produit pas d’effet significatif.
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