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Management interculturel et processus d’intégration : une analyse de l’alliance Renault-Nissan

Author

Listed:
  • Ulrike Mayrhofer

    (Pôle de Recherche - Rouen Business School - Rouen Business School)

  • Christoph Barmeyer

    (CESAG - Centre d'études des sciences appliquées à la gestion - Université Robert Schuman - Strasbourg III)

Abstract

Face à la globalisation des marchés et de la concurrence, les constructeurs automobiles sont contraints de réviser leurs stratégies de développement international. La décennie passée, plusieurs entreprises ont choisi de se rapprocher de leurs concurrents dans le but de figurer parmi les leaders mondiaux du secteur. Or, les performances atteintes par le biais des opérations réalisées connaissent de fortes divergences, notamment en raison de la gestion des différences culturelles et organisationnelles entre les entités associées. Cette recherche vise à identifier les facteurs susceptibles de contribuer au succès des rapprochements transfrontaliers. L'étude empirique est fondée sur une analyse approfondie du processus d'intégration de l'alliance Renault-Nissan.

Suggested Citation

  • Ulrike Mayrhofer & Christoph Barmeyer, 2009. "Management interculturel et processus d’intégration : une analyse de l’alliance Renault-Nissan," Post-Print hal-00565486, HAL.
    • Handle: RePEc:hal:journl:hal-00565486
    DOI: 10.3917/mav.022.0109
    as

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    Cited by:

    1. Amy Church-Morel & Anne Bartel-Radic, 2016. "Skills, Identity, and Power: The Multifaceted Concept of Language Diversity [Competencias, identidad y poder: las múltiples facetas del concepto de diversidad lingüística]," Post-Print halshs-01996048, HAL.
    2. Amy Church-Morel & A. Bartel-Radic, 2014. ""Not all multilingual teams are created equal " : Conceptualizing language diversity management," Post-Print halshs-01185822, HAL.

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