It is a state of performance when all the useless human thinking is minimized or removed completely. Such as poor judgements, distractive thoughts, subjective biases, bad decisions, and alike. For example, employees can be reluctant to accept artificial intelligence. It means there is something in their minds that stop them. That something is the root cause. To find it, a tool called the Circles helps managers to do a quick and easy investigation. When applied, every employee will fall into one of the three circles: green, yellow, or red. The highest risk is in the yellow circle. Because these people express their support, while are not acting accordingly. To achieve hyper-performance, their problem attitude should be found and removed.

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The existing literature on the legitimacy of daughters in the succession process of family businesses tends to separate the analysis between, on the one hand, the role of successor daughters and, on the other hand, the networks that activate and validate their legitimacy. This separation sustains a dualism in the conceptualization of relationships between successor daughters and the various stakeholders. This study addresses this gap by drawing on Strong Structuration Theory and the analysis of five cases of successor daughters. The results highlight that the social legitimacy of successor daughters in family businesses is the result of a continuous interaction between individual agency and social structures, within a logic of duality. It proposes a conceptualization of legitimacy as a dynamic process of social co-construction. The study reveals the interdependence between personal legitimacy and entrepreneurial legitimacy, which mutually reinforce each other through intertwined structuration cycles. This articulation contributes to the progressive co-construction of social legitimacy, emphasizing its evolving and adaptive nature.
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