Harnessing Innovation and Commitment for Performance Excellence in Moroccan State-Owned Enterprises: A Critical Reappraisal of Prevailing Assumptions

Goal: While innovation capability and organizational commitment have long been linked to performance in the private sector, their influence within state-owned enterprises (SOEs)—especially in developing countries like Morocco—remains underexplored. This study aims to examine how these two factors shape organizational performance in Moroccan public commercial offices. Design / Methodology / Approach : To investigate these relationships, the study employs a conceptual model tested through Partial Least Squares Structural Equation Modelling (PLS-SEM). Data was collected from 140 managers across various Moroccan SOEs, offering a grounded view of internal organizational dynamics. Results Contrary to conventional assumptions, the findings reveal that innovation capability does not consistently lead to better performance in the public sector context. Moreover, while affective organizational commitment appears to negatively affect financial performance, it positively contributes to social performance. These results highlight the complex and sometimes conflicting effects of organizational drivers on different dimensions of performance. Limitations of the Investigation : The study focuses solely on Moroccan SOEs, which may limit the generalizability of the findings to other public or private organizations, particularly in different national contexts. Additionally, the cross-sectional design captures only a snapshot in time and does not account for evolving dynamics. Practical Implications : For policymakers and public sector leaders, the findings stress the importance of crafting strategies that harness innovation and commitment in a way that aligns with both social missions and financial sustainability. A one-size-fits-all approach may not be effective; instead, organizations must balance competing priorities to achieve holistic performance. Originality / Value : This study challenges widely held beliefs about innovation and performance by revealing the nuanced reality within public enterprises. It contributes fresh insights to the literature on organizational behavior in SOEs and offers a valuable reference point for similar contexts across the Global South. JEL classification : 000; O31; D91