Morocco Experience in Islamic Finance between the Failure of the Past and the Promising Future
Opening of Islamic banks have been increasing considerably in recent years in many countries. Morocco is among these countries and will get the agreements to open in early 2016. This following work is done in the preparation phase of the launch and its importance lies in the fact that it comes after a first failure experienced in 2007 and that Morocco is among the last Muslim countries that will integrate this type of finance into their financial system. This article will focus on the first introduction by highlighting the various obstacles that were the reason for its failure, and will underline what the new banking law has done to overcome the problems encountered before. In the end, we will address two major issues, why the system failed in 2007 and why it is more likely to succeed in 2016.
La finance islamique : Un nouveau pas vers une finance éthique ?
Cet article a pour objectif de presenter les principes d’une finance dite islamique afin d’essayer de voir en quoi celle-ci peut participer a rendre plus ethique la finance classique occidentale. Apres en avoir presente les principes, l’auteure montre dans quelle mesure ceux-ci peuvent apporter des elements positifs au capitalisme ; dans le meme temps, cet article met en exergue les limites de cette acception de la finance. En effet, si la finance halal permet certainement d’introduire une dimension ethique importante dans les dynamiques financieres, elle n’en n’est pas pour autant exempte de defauts et de limites notamment, mais pas seulement, en termes d’egalite hommes-femmes ou d’ingerence dans les entreprises. Cet article rappelle aussi les reticences de la France a ouvrir ses portes a ce type de finance.
Organizational form and environment: an analysis of between‐form and within‐form responses to environmental change
This study extends previous research on organizational adaptation to major environmental shifts by empirically examining the potential constraining effects of organizational form, operationalized using the Miles and Snow typology, on the type of responses enacted as well as the performance effects of the responses. Results indicate that a fit between environmental contingencies and organizational form relates to superior performance. The results also provide support for the idea that organizations systematically move toward the higher‐performing forms for a given environment. Consistent with organizational configuration logic, while these responses lead to performance improvements when a between‐form change is made, they do not necessarily lead to performance improvements when a within‐form change is made. Copyright © 2000 John Wiley & Sons, Ltd.