The Interplay of National and Organizational Culture in Moroccan Family Businesses: Insights for Governance and Alignment with Sustainable Development Goals (SDGs)

Objectives: This study investigates the interplay between national and organizational culture within Moroccan family businesses, focusing on Hofstede's dimensions of individualism versus collectivism. It aims to determine whether Moroccan family businesses lean towards collectivist or individualist practices and how cultural values influence organizational behavior and decision-making. Theoretical Framework: Grounded in Hofstede's cultural dimensions and theories of organizational culture, this research highlights the interaction between family traditions and broader societal values. The framework includes the four dimensions of organizational culture—group, development, hierarchy, and rational culture—while exploring their alignment with individualistic or collectivist tendencies. Method: A qualitative approach was adopted, comprising semi-structured interviews with five CEOs of Moroccan family businesses from diverse regional and cultural origins. The interviews explored the participants’ perceptions of cultural influences on organizational practices and decision-making. Results and Discussion: Findings indicate that Moroccan family businesses predominantly reflect collectivist values, emphasizing loyalty, family solidarity, and group harmony. However, variations exist based on regional origins: Berber and Jewish families demonstrated strong collectivist traits, while Arab families from central Morocco showed more individualist tendencies. This complex interplay underscores the need for nuanced perspectives when examining cultural dynamics within Moroccan family firms. Research Implications: The study underscores the importance of integrating regional and national cultural dimensions into organizational analyses. Future research could adopt a quantitative approach to further explore the mediating role of family origin in the cultural dynamics of family businesses. Originality/Value: This research uniquely situates Moroccan family businesses at the intersection of national and organizational culture. By highlighting regional variations and their implications for governance, the study contributes to a deeper understanding of cultural influences in a non-Western context