A rural development professional since 2004, P. Crépin Zoungrana began his career as Head of Biodiversity at SOCOMA, before progressing into strategic positions. He currently serves as Head of Training and Technical Support, where he leads agricultural digitalisation initiatives and strengthens the capacities of key stakeholders in cotton sector.
He defended his Executive Doctorate of Business Administration (EDBA) in October 2025, on the topic: « Managerial approach and social performance in an intercultural context: a case study of a multinational subsidiary in Burkina Faso », under the supervision of Professor Florence Laval, University of Poitiers, France.
Thesis Direction
Prof Laval Florence
Thesis Title
Managerial style and social performance in an intercultural context: a case study of a multinational subsidiary in Burkina Faso
Abstract
Management in sub-Saharan Africa is marked by contradictions arising from the interplay between local logics and imported organizational models. These tensions are intensified by strong cultural specificities, such as communal solidarity, respect for traditional hierarchies, and the centrality of identity affiliations, often perceived as obstacles to performance. Yet, how can we explain that certain local organizations, despite this context, succeed in developing notable forms of social and managerial effectiveness? This question is based on our observation of the case of a Burkinabè subsidiary we chose to study, characterized by a coexistence between international governance structures and local practices. This hybrid configuration seems to us particularly worthy of attention, as it generates social performance rooted in African cultural realities.
Our central research question is as follows: How does the hybrid mode of management shape the social performance of workers in the intercultural context of a Burkinabè multinational subsidiary?
Our aim is to challenge stereotypical representations of African management, often seen as rigid or unsuitable. In this spirit, we humbly seek to propose an integrated management model that reconciles local cultural references with international organizational demands. Through a qualitative approach, grounded in an interpretivist posture, our study explores how hybrid managerial practices are constructed and adapted to local contexts. The analysis of the leadership dynamics within the studied company highlights its ability to integrate community-based values such as Ubuntu, while also drawing on contemporary organizational tools. This original articulation not only fosters internal cohesion but also strengthens employee engagement.
The findings suggest that hybridization is not a mere juxtaposition of practices, but a true synergy that redefines action frameworks in African organizations. This process appears to be a fertile path for social innovation, internal stability, and enhanced overall performance.
Thus, we argue, autiously yet with conviction, that African management, far from being a constraint, can become a strategic asset when reimagined through a culturally rooted hybridization approach.