Strategic Alliances, Human Resource Motivation in Small and Medium-sized Enterprises in Partnership, and their Financial Performance: the Case of Greater Antananarivo, Madagascar

Liza Holiarivony Elsie RAVELOSON

Abstract


The main objective of the research is to identify a new source that influences the motivation of employees in Malagasy small and medium-sized enterprises (SMEs), which would lead to their financial performance. The study aims to analyse the link between the use of strategic alliances, the motivation of human resources in partner SMEs and the financial performance of the latter. A specific methodological approach was adopted in order to achieve these objectives. The research data was collected from a sample of 252 people from SMEs involved in strategic alliances, comprising executives, managers and their subordinates. Data analysis was performed using a partial least squares structural equation model (PLS-SEM), a modelling method appropriate for variables containing multiple elements and multiple cause-and-effect relationships. The results show that there are direct links between the use of strategic alliances, mutual learning among the human resources of partner companies, the acquisition of skills by the human resources of partner companies, the sense of competence of the human resources of partner companies, and the motivation of the human resources of partner companies. There is also a relationship between the use of strategic alliances and the acquisition of skills, between the use of strategic alliances and the feeling of competence, between mutual learning among human resources and the motivation of human resources, between the acquisition of skills and the motivation of human resources, and between the use of strategic alliances and the motivation of human resources. There are also links between the use of strategic alliances and financial performance, between mutual learning among human resources and the financial performance of partners, between skills acquisition and financial performance, between the feeling of competence and financial performance, and between the motivation of human resources and financial performance. This research is one of the first to study the three-way relationship between the use of strategic alliances by Malagasy SME managers, the motivation of their human resources, and the financial performance of partners.

Keywords


Strategic alliance, human resource motivation, financial performance, small and medium-sized enterprises, Madagascar

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References


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DOI: http://dx.doi.org/10.52155/ijpsat.v55.1.7765

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