Regional Employment Interactions in Morocco: Spatial Modeling

  • Toufik Marmad Mohammed V University of Rabat, Morocco
  • Samira Benjelloun Mohammed V University of Rabat, Morocco
Keywords: Employ, Interaction, Spatial, SEM, SDM


For geo-economists, space is the decisive and explanatory factor in the economic interaction between regions. Moreover, space can be a variable added to other classical variables (economy, politics, society, etc.) to explain the impact of the activities of one region (region, country, city, etc.) on another region. The development of a spatial economic theory consists mainly in understanding the form and method of distribution of economic data, as it allows people to understand the location of production activities and the choice of the economic agglomeration process. More attractive regions with dynamic activities (with regional advantages in terms of resources, climatic conditions, infrastructure, etc.) can make neighboring regions dynamic, efficient and contribute more, as this can make the region poor and unattractive. The economic development of a region cannot be explained solely on the basis of the internal and specific factors of the region, because the geographical distribution of employment is not random. Therefore, an agricultural region can, for example, stimulate employment in its neighboring countries. Industrial area. For this reason, we try in this work, while respecting the theoretical principles of spatial econometrics, to test for the existence of interregional economic dependence or interaction, to distribute the 12 Moroccan regions globally according to their level of employment, and to see whether regions with high or low economic levels are located close to regions with similar or different levels. Next, we will use a few descriptive variables to describe the local pattern of the unemployment rate.


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How to Cite
Marmad, T., & Benjelloun, S. (2021). Regional Employment Interactions in Morocco: Spatial Modeling. International Journal of Accounting, Finance, Auditing, Management and Economics, 2(2), 267-279.