Long-term talent development is defined as a sustained structuring of training and competitions in a progressive approach that involves time-limited developmental stages, each with specific and coherent content. This progression aims to transition from a foundational and versatile sports education to specialized training in a specific discipline. It is demonstrated that long-term talent development in sports follows a longitudinal approach grounded in scientific principles and consistent practices. The goal is to facilitate the journey of talents toward achieving excellence in their respective sports disciplines. In this context, talent management plays a pivotal role in fostering sporting excellence. It encompasses a set of collective practices developed to identify, train, and retain young individuals with high potential, creating the conditions for their talents to flourish. We designed a qualitative study to explore how coaches at the training center operate to ensure talent management. To address our research objective, we opted for semi-structured interviews to probe the perceptions of coaches at the training center regarding talent management, including its components: identification, long-term development, and talent retention. The latter will be examined through assessments related to the sports development environment within the training center. Analysis of the verbatim transcripts reveals that coaches possess knowledge about talent development but sometimes encounter challenges with the involvement of young players, which negatively impacts their development. Recommendations have been formulated to address these needs.
Over the past few decades, all components of the public administration have undergone transformations that have led to a reevaluation of several ideas. The main change revolves around increasingly open and flexible boundaries due to the proliferation of actors and partners, necessitating changes in operating methods that are becoming more decentralized and horizontal. This dynamic process is often challenging to grasp, particularly for the national system of scientific research and innovation. In this perspective, stakeholders engage in cross-cutting relationships that impact each other within this system, interact, and exert varying degrees of influence, notably through cooperation where each partner seeks to promote the approach that best aligns with their needs. These partners encompass all categories that can support and strengthen the system, providing technical and financial support, among other forms. This necessitates that the system and its components consider, in a broader sense, the expectations and needs of its environment, beyond the simple pursuit of efficiency prescribed by the New Public Management (NPM) paradigm. Hence, the relevance of stakeholder theory in conjunction with the systemic approach within the framework of this study.
Regulatory policy is considered one of the most relevant levers of public action, whether it concerns administrative procedures, investment, and more. Despite the existence of an elaborate legal framework (CNEA) that formalizes the participation of interest groups in the regulatory process, providing a platform for non-state actors to actively seek to influence regulatory policy, this study aims to examine how these groups seek to influence decisions related to the business climate and to what extent they influence the business environment in Morocco. This study analyzes how Morocco can achieve effective and timely responses to the post-COVID-19 situation through consultation between interest groups and government actors. To achieve this, the study reviews the post-COVID-19 measures taken by the state to improve the business climate in various sectors, adjust regulatory practices, and enhance governance mechanisms. The study also identifies current challenges related to the impact of the crisis on issues such as access to financing, investments, and administrative procedures.
The Moroccan economy had to face the heavy repercussions of the Covid-19 pandemic. Indeed, national businesses were forced to expand their markets and adapt to the unexpected new requirements of a global economy in free fall, if not suffocated. While some of them succumbed or at least saw their turnover alarmingly decrease, others, on the other hand, showed ingenuity, thus successfully meeting the crisis management challenge. The healthcare sector was the most striking in this regard, with technological innovations and an adaptation of production chains to meet a demand that had hitherto been nonexistent in the market. This capacity of the Moroccan industrial fabric to surpass itself and innovate has given rise to "Made in Morocco," which aims, within the framework of the 2021-2023 Industrial Recovery Plan, to make local production a lever for economic recovery. The great advantage of this new direction is to reduce dependence on external markets and, consequently, reduce imports through a substitution policy. Our proposed contribution is intended to be a descriptive analysis of this orientation, with a particular focus on numbers and performance during the pandemic. It also focuses on a study titled « Les marocains et le Made in Morocco – Préférence et implication ».