Less perceived as an organized "allocative" counterpart of a social and solidarity economy (integration, antipoverty movements, etc.), but rather as a value system with multiple aims. These associations promoting IGAs participate in a model that seeks to develop new skills, or to promote growth potential through innovative projects, or even further by seeking legitimacy and institutional and political visibility. It was, in a way, a strategy of empowering the individual through their actions (e.g. self-inclusion in the market economy). The individual is conceived there as a market player who "will undertake and, by undertaking, [...] learn" (Dardot et Laval 2009, p.25). So, could we really speak of a new rationality?
This “neo” rationality is the basis of the national initiative for human development launched in Morocco in 2005. By advising on the implementation of a complex system of parastatal actors and procedures, Morocco is insuring the promotion of stable, income-generating and job-creating activities, one of the three areas of intervention to ensure balanced development.
Among the objectives of this program of promoting IGAs, we can cite full engagement of individuals, promoters of projects, those who fail to realize them in the market economy. The logic of arbitration is to support entrepreneurial initiatives (individual or collective) ensuring both a certain economic and financial viability and that of social inclusion while stimulating the spirit of entrepreneurship and learning through the prism of these activities. Thus, the individual, once in the field, learns to overcome his personal condition that puts him on the margins of the market (Dardot et Laval 2009). However, the latter is no longer thought of as a place of exchange that emerges naturally, but it is conceived as a social construct that must be followed, developed and that we must learn to master (Dardot et Laval 2009). It is in this sense that the Moroccan state intervened to act positively on the market by facilitating access and focus on the tools that enhance its learning.
This new rationality should promote social entrepreneurship by stimulating individual and collective skills and ensuring that they are strengthened through IGA projects. Moreover, the IGAs may, however, be part of a less rational economically and financially plan. The notion of organizational learning, for example, presents the association as a place for the transfer of information and know-how allowing individuals to improve their competences and forge themselves for a better entrepreneurial future, while overcoming the constraints of the market and of society, which did not facilitate their access to it. The IPWR association through the Development Initiative Center was for me an opportunity to get out of poverty but with all pride. I was really in a situation of distress; I did not know what to do. It was a golden moment or rather an excellent opportunity that I seized to learn a trade and I was immediately supported to set up my wrought iron project as part of an IGA. It is evident, that there are difficulties but at the end of the day I am here, let us say female entrepreneur (laughs). I really enjoy this job first because I am a woman who plays in the men's court (laughs). At the very beginning, I won almost nothing. My motivation was beyond financial gain, rather symbolic and above all, above all and above all to take up a challenge. Of course by resistance and the wiliness to 'learn, I learned a lot and especially how to manage a small business, behave with customers, convince them that I am the one who makes the items for sale, they are “feminine” items (laughs). Well, that's quite a learning ... « (Interview with a recipient of IPWR support. The content is in Arabic, translated by ourselves).
In this associative framework, individuals, by working in this sector, could develop distinctive skills in innovation, with regard to the definition and deployment of singular strategies useful for dialogue and partnership with Moroccan stakeholders and socio-economic decision-makers. Thus the association as an organization, given the large number of stakeholders who are likely to be concerned, or even involved, can initiate a dynamic role-plays of social network, which induces the social intentions of the actors. In this space of experimentation or "exploration", we are supposed to learn more by exploiting the "explored" for the improvement and extension of skills.
Therefore, the association as a non-profit organization could contribute effectively to the development of socio-political development policies for populations in general and for disadvantaged populations by representing them. (Dong, Lu, et Lee 2022, p.2) wrote “In a political sense, non-profits engage in policy advocacy to represent their constituents, speak for disadvantaged populations, and contribute to informed policy making ». Policy advocacy has thus been considered a main objective of the non-profit sector (O’Neill 1989; Reid 1999).
Furthermore, the association sometimes turns out to be an effective instrument of institutional visibility for one or more actors (Baum et Oliver 1991; Taghzouti 2010). Therefore, institutional value appears as a strategic priority: this is the case of organizations whose social or sustainable development project is significant (Taghzouti 2010). The social responsibility of companies introduced in the ISO 26000 standard consolidates the formation of institutional networks as an extension of the creation of societal value. The associative networks that operate in Morocco, hosting a large number of associations, are an expression of this aspiration: [… Among our motivations to come together in an associative space, there is the desire to strengthen our recognition so that our request is taken into account by public or parapublic authorities, citizens as well as donors (banks, microcredit organizations, companies managers and business leaders, all trust us…] (This is what the founder of the Hay Tareq associative space, Fez (Marocco) told us).
Remember that the overall performance of associations promoting IGAs would be based jointly on their economic and financial value (activities generating income in the market sector), their strategic and substantial value, and by extension, on their institutional or social value without disavowing their political value advocated by the episteme of political scientists (Fig. 1).
The designed model can be operationalized on what social scientists call a “field”. Thus, we can ask the following question: are the creators of these IGAs under the supervision of associations capable of carrying out their projects to create value? Is the value in question multi-purpose? By relying on long experience in this associative field, we confirm that this is a difficult test to pass without assistance, whether organizational, managerial, financial or psychosocial. The high failure rate observed in all the IGAs created is instructive. Who says failure, says unsuccessful but useful experience, without a doubt, in professional life. We explain ourselves in details on this subject by analyzing the IPWR case.