Doing Business in Africa by Unknown

Author:Unknown
Language: eng
Format: epub
ISBN: 9783030507398
Publisher: Springer International Publishing

4.2 Relational and Conflict Resolution Methods

The examination of interpersonal contacts from a hierarchical point of view highlights the existence of functional asymmetries due to structural disparities on both sides. In a large part of agri-food industries, SMEs working with the retailing industry, the company manager is the only interface for all functions in the distribution company. SMEs are characterised by an embryonic management structure in which the company manager alone assumes the functions of manager, technical director, administrative and financial manager and commercial manager (Allali 2003).

Interpersonal relations are a variable that nuances the definition and explanation of its development in the Moroccan context. Most retailing industry managers have a poor understanding of the definition of interpersonal relationships and a specific representation of their role in maintaining relationships. These managers have a poor understanding of the role of interpersonal relationships in exchange in general, and in dispute resolution, since they immediately insist on the non-existence of privileged client-centred relationships. In Morocco, the speeches of both parts of the supply chain indicate some confusion between interpersonal relationships that are established as a result of business and social interactions and clientelist relationships that lack all rational reasoning and choices (belonging to a family, a social group, an ethnic group, etc.). This borrows a significant part of its substance from a Moroccan socio-economic space, both traditional and specific (Brown 1977; Geertz 1986; Tangeaoui 1993; d’Iribarne 2002; Abbad et al. 2013).

The existence of personal ties appears, in the Moroccan context, as a factor that facilitates the establishment of trust guarantying the parties’ commitment to the relationship. Trust is associated with “speaking the word”, which is more important than the written word. The spoken word and trust are therefore crucial in the social relations that SME representatives have with the staff of large retailers. These social relations are established and developed through frequent and high-quality exchanges, which are themselves facilitated by strong socio-cultural proximity. Generally, trust is built through repeated interactions over time. However, it is worth mentioning that some managers of SMEs benefit from an initial trust because they belong to the economic oligarchy, made up of large traditional families from the city of Fez who monopolise much of the national wealth. The central role played by the manager within his structure makes him the privileged interlocutor of all the representatives of large retailers. Indeed, the head of the agri-food company is called upon by the staff of the retailers to discuss logistical problems, but also to exchange views on questions relating to commercial, marketing, technical areas. These so-called “extended” relations explain the frequency of contacts and the quality of exchanges between the two parties. Interactions are mainly through oral communication (telephone and face-to-face), which has the advantage of being quick and efficient in the conflict resolution process.

The respondents, retailers’ and suppliers’ managers together state that knowing the interlocutors personally facilitates communication (mainly oral) and thus improves the flow of exchanges by offering more possibilities in conflict management. Relationship in trade is essential since it

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