The dynamics of inter-organizational cooperation in Economic Interest Groups: Case of EIG TARGANINE in Morocco

Wafa AFFAGHROU; Said AHROUCH

doi:10.18535/ijsrm/v10i2.em07

Abstract

Inter-organizational cooperation has become a major challenge for the development of organizations. Inter-organizational relations are enormously successful in terms of cooperation, especially when talking about Social and Solidarity Economy (SSE) companies. Today, several forms of cooperation appeared in Morocco with the creation of groups, unions, networks and federations. Through this paper, we study the dynamics of inter-organizational cooperation and its contribution to the economic and social development of an Economic Interest Grouping (EIG) of women's cooperatives in Argan. We proceed for our analysis according to the dialectical approach as it was adopted by Dameron (2001, 2002), via the study of the cooperation relations of the EIG TARGANINE, based on a qualitative approach carried out by semi-structured interviews carried out with the president of the EIG and the leaders of the member cooperatives.

Keywords

Cooperation, Inter-organizational relations, EIG, Cooperative, Economic and social development.

Keywords

CooperationInter-organizational relationsEIGCooperativeEconomic and social development

References

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[refR-1] Ahrouch, S. (2011).Cooperatives in Morocco: challenges and developments. International Journal of Social Economy, (322), 23–26.https://doi.org/10.7202/1020728ar.DOI ↗Google Scholar ↗

[refR-2] Barthélém y, J., Fulconis, F., Mothe, C., (2001), "Inter-organizational cooperation: a transversal theoretical approach", in MARTINET, AC,Google Scholar ↗

[refR-3] Baum, JAC & Rowley, TJ (2002), “Introduction”, Companion to Organizations, Baum JAC (ed.), Blackwell, Oxford, 2002, p. 1-34.Google Scholar ↗

[refR-4] Berahmani & al., (2016),"The Tafilal phoenicicultural Economic Interest Groups and: contrasting collective capacities", Alternatives Rurales(4), October 2016, pp.1-14Google Scholar ↗

[refR-5] Bernoux, P. (1999). “Cooperation in Organizations”. Paper presented at the 2nd Grefige Colloquium. Nancy, F, Oct.Google Scholar ↗

[refR-6] Buckley, JP & Casson, M. (1988), “A theory of cooperation in international Business”, in FJ Contractor & P. Lorange (eds), Cooperative strategies in international business, Lexington Books.Google Scholar ↗

[refR-7] Boyer, R. & Orleans, A. (1997). “How does cooperation emerge? Some lessons from evolutionary games”, pp. 19-44, in The limits of rationality, Colloquium of Cerisy, B. Reynaud (eds), La Découverte.Google Scholar ↗

[refR-8] Boudon, R. (1979), “The logic of the social”, Paris, Hachette, 1979.Google Scholar ↗

[refR-9] Boumrar, J. & Yatim, F. (2000). "Tensions in the context of inter-organizational relations for the management of the risk of biological terrorism", XXVth International Conference on Strategic Management, 2000.Google Scholar ↗

[refR-10] Crozier, M. & Friedberg, E. (1977, 1993),The actor and the system», Editions du Seuil, ParisGoogle Scholar ↗

[refR-11] Cyert, R., & March, J. (1963),“A Behavioral Theory of the Firm. Englewood Cliffs: Prentice Hall”.Google Scholar ↗

[refR-12] Dameron S. (2001),“The two conceptions of the development of cooperative relations in the organization”, Xth Conference of the International Association of Strategic Management June 13-14-15, 2001Google Scholar ↗

[refR-13] Dameron S. (2002),"Relational dynamics within design teams", Le Travail Humain, tome 65, n° 4, 2002b, p. 51-73.Google Scholar ↗

[refR-14] Dameron S. (2003),Structuring of cooperation within project teams, XIIth International Conference on Strategic Management, June 3-6, 2003, Carthage.Google Scholar ↗

[refR-15] Dameron S. (2004),“Opportunism or need to belong? The cooperative duality in the case of project teams", M@n @gement, vol. 7, no. 3, p. 137-160.Google Scholar ↗

[refR-16] Dameron S. (2005a), “The duality of cooperative work”, Lavoisier | “French Management Review”, 2005/5 no 158 | pages 105 to 120, ISSN 0338-4551Google Scholar ↗

[refR-17] Dameron S. (2005b), “Cooperative relations and cultural diversity”: the case of post-merger management Orange - France Telecom Mobile, University of Paris 9 - Dauphine ,Olivier JOFFRE ESSCA JEL classification: G340, L290, M140, Finance Control Strategy – Volume 8, N° 3, September 2005, p. 51 – 76.Google Scholar ↗

[refR-18] Durkheim, E. (1930).“De la division du travail social”, PUF/ Quadrige, 1996. EBERT RJ & DJ PIEHL (1973), Time horizon, a concept for management, California Management Review, Summer, vol. 15, no.4, p. 35-41.Google Scholar ↗

[refR-19] Elsbach, K. (1999).“An expanded model of organizational identification”. Research in Organizational Behavior, 21, 163.Google Scholar ↗

[refR-20] Follet, MP (1918), “Leading beyond conflict”, Editions Village Mondial, 2002Google Scholar ↗

[refR-21] Forgues, et al. (2006)."Inter-organizational relations: Conceptualization, results and research paths", Revue française de gestion 2006/5 (no 164), p. 17-31.Google Scholar ↗

[refR-22] Galaskiewicz, J. (1985).“Interorganizational Relations”, Annual Review of Sociology, vol. 11, 1985, p. 281-304Google Scholar ↗

[refR-23] Girin J., (1996), The transgression of the rules at work, Paris, L'Harmattan, 1996.Google Scholar ↗

[refR-24] Granovetter, MS, (1985), “Economic action and social structure: the problem of embeddedness”, American Journal of Sociology, vol 91, N°3, pp.481-510.Google Scholar ↗

[refR-25] Guerrien, B. (1995), “Game theory”, Economica edition, Paris, 1995.Google Scholar ↗

[refR-26] Joly, PB; Eatmorning, V., 1995, "Are actors soluble in networks?", Economy and Society, Series W, 2/9, pp 17-50.Google Scholar ↗

[refR-27] Josserand, et al. (2004). "the practical difficulties of communities of practice", XIIIth AIMAS conference, Le Havre, June 2-4, 2004.Google Scholar ↗

[refR-28] KŒNIG, G. (1990). “Strategic management – Vision, maneuvers and tactics”. Paris: Nathan.Google Scholar ↗

[refR-29] KŒNIG, G. (2004)."Strategic management - Projects, interactions and context". Paris: Dunod.Google Scholar ↗

[refR-30] Law No. 13-97 relating to economic interest groups, No. 1-99-12 of 18 chaoual 1419 (February 5, 1999) promulgating the law. Accessed online 02/21/19,http://www.droit-afrique.com/upload/doc/maroc/Maroc-Loi-1997-13-GIE.pdf.Google Scholar ↗

[refR-31] Mancur, (1978), “logic of collective action”, preface by Raymond and Boudon, translated from the American by Mario Levi, Paris, Presses universitaire de France, 1978, 200p.Google Scholar ↗

[refR-32] Morin E. (1996), Psychologies at work, Montreal, Gaétan Morin editor.Google Scholar ↗

[refR-33] Ouchi, WG (1980). “Markets, bureaucracies and clans”. Administrative Science Quarterly, 25, 129-141.Google Scholar ↗

[refR-34] Reynaud, JD. (1991). "For a sociology of social regulation", Sociologie et Sociétés, vol. 23, no. 2, p. 13-26. Reynaud, 1991).Google Scholar ↗

[refR-35] Ring GP, Van de Ven AH, (1992), “Structuring cooperative relationship between organization” Strategic Management Journal , vol. 13, 1992, p. 483-498.Google Scholar ↗

[refR-36] Ring P., Van de Ven AH,(1994), “Developmental processes of cooperative interorganizational relations”, Academy of Management Review, vol. 19, 1994, p. 90-118.Google Scholar ↗

[refR-37] Richez-Battesti, N. & Malo, M. (2012). “SSE and organizational changes”. International Journal of Social Economy, (325), 36–47.https://doi.org/10.7202/1017420ar.DOI ↗Google Scholar ↗

[refR-38] Schermerhorn, JR (1975). "Determinants of Interorganizational Cooperation", Academy of Management Journal, vol. 18, no. 4, 1975, p. 846-856.Google Scholar ↗

[refR-39] GIE Targanine website,consulted on 03/29/19: http://targanine.com/Google Scholar ↗

[refR-40] Taylor, FW (1971), “The scientific management of companies”, Paris: Dunod. (EditingGoogle Scholar ↗

[refR-41] Original, 1911).Google Scholar ↗

[refR-42] Chernonog V., 2010, “Restructuring, what reality and what challenges for associations”, presentation at the symposium “Associations: what strategies in the face of crises? », Bar of Lyon, 24 September.Google Scholar ↗

[refR-43] Zajac, E.J, & Olsen, CP (1993). “From transactional cost to transactional value: Implications for the study of interorganizational strategies”. Journal of Management Studies, 30, 131-145.Google Scholar ↗

[refR-44] Wenger E. (2000),[1][1]“Membership in a community of practice is self-selected”, (E.….Google Scholar ↗

[refR-45] Wesley Cohen, Daniel Levinthal (1990), Absorptive Capacity: A New Perspective on Learning and Innovation, Administrative Science Quarterly, Vol. 35, No. 1Google Scholar ↗