Culturally Sensitive Managerial Innovation: Insights from Imam Ali's Letter 53 for Moroccan Public Organizations
1Ifiss Saida, 2Mssassi Said
1,2The National School of Business and Management, Abdelmalek Essaâdi University, Tangier, Morocco
https://doi.org/10.47191/jefms/v7-i8-37ABSTRACT:
This article delves into the intricacies of managerial innovation within Moroccan public organizations, focusing on the challenges and enablers that shape its adoption. By drawing upon Imam Ali's Letter 53, a seminal work in governance, the study underscores the necessity of a gradual and culturally attuned approach to introducing new managerial practices. The findings reveal that, despite its critical role in enhancing organizational performance, managerial innovation is often underutilized, hindered by resistance to change and the apprehension of disrupting established norms. Letter 53 provides timeless principles that address these challenges, advocating for the careful and respectful integration of innovations while upholding local cultural and ethical values. The study further emphasizes that managerial innovations which are congruent with cultural traditions and benefit all stakeholders are more likely to flourish. Moreover, it highlights the pivotal role of transparent communication and employee involvement in the change process as essential factors in mitigating resistance and fostering acceptance of new practices.
KEYWORDS:
Managerial innovation, Organizational performance, Public organizations, Letter 53, Imam Ali.
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