IT solutions for logistics and transport companies

In the majority of companies around the world, the conduct of operations is accompanied by a necessary managerial action that involves achieving objectives and paying attention to individuals and teams. As part of the strategic debate, a significant part of business performance is attributed to managers. Given what these leaders represent as a managerial symbol, they play a decisive role in the overall performance of the company. The objective of this work is therefore to assess the impact of managerial capacity on business performance. It is based for this on the survey "Determinants of Business Performance in French-speaking Sub-Saharan Africa: Case of Cameroon, Ivory Coast and Senegal" carried out among 1897 companies (639 in Cameroon, 723 in Senegal and 535 in Ivory Coast) in 2014 by the University of Yaoundé II (UY II) and the Center for Study and Research in Economics and Management (CEREG) in cooperation with the Research Center for International Development (CRDI ). On this sample, the study uses a multiple regression model applied to a standard Cobb Douglas type production function to assess the direct effects of managerial capacity on business performance.

Empirical results show that the different dimensions of managerial capacity (human resource management capacity, financial management capacity, environmental management capacity and procedure management capacity) significantly influence performance companies in terms of turnover and added value. This managerial capacity constitutes an internal force producing the initiation, the direction, the persistence and the intensity of managerial behavior. However, the social relationships linked to this managerial capacity facilitate economic action and allow them to widen their field of action, save their means and gain access to exclusive resources and opportunities. Through these relationships come the opportunities to transform human and financial resources into profit. The level of education being the engine of the persistent entrepreneurial logic, maintains the manager in a dynamic of creative change contributing to the performance of the firm.