Inter-organisational cooperation and work performance in Benin universities

Abstract

This research attempts to assess the effect of inter-university cooperation on the performance of university services, by adopting a mixed methodological approach, combining quantitative and qualitative methods. Qualitatively, twenty (20) interviews were conducted with university managers, using the semantic saturation threshold method to ensure the richness and depth of the data collected. Quantitatively, data was collected from a sample of 185 staff from Benin's four universities, out of a parent population of 915 people involved in university cooperation. The results show that partners' financial and material support strategies have a significant positive influence on the performance of inter-university cooperation services. In fact, the more these services benefit from strategic support, the greater the likelihood that their staff will perform well, reaching a rate of 4.16%. The study also revealed that several management styles are used by line managers, with a predominance of the directive management style, which seems to have a negative impact on staff performance. These results highlight the importance of appropriate management and adequate support to optimise the benefits of inter-university cooperation. In short, this research contributes to a better understanding of organisational and managerial dynamics within universities, while opening up avenues of reflection for improving the effectiveness of inter-university partnerships. It highlights the importance of financial and material support, as well as the need to adopt participatory management styles to enhance the performance of the departments involved.

JEL Classification : M12

Paper type: Empirical research