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Entre universalisme et contextualité des pratiques managériales dans les pays européens : l’hybridation est souvent la règle Between the universality and the contextuality of managerial practises in European Countries : Hybridization is often the rule

Listed author(s):
  • Dorra Yahiaoui


    (labrii, ULCO)

  • Hela Chebbi


    (labrii, ULCO)

Registered author(s):

    Les multinationales laissent apparaître un phénomène dominant: le transfert courant des connaissances et des diverses pratiques managériales de la maison mère vers ses filiales. Néanmoins, un aspect moins connu des flux intra organisationnels représente une valeur ajoutée que pourrait apporter chaque contexte local. La présente communication propose un cadre d’analyse théorique afin de porter un regard sur les opportunités qu’offrent les unités installées dans les pays européens. Quels sont les facteurs qui limitent une diffusion globale des pratiques? Comment passer d’une logique de transfert unidirectionnel vers une exploitation des ressources locales?Telles sont les questions aux quelles cet article tente d'apporter des éléments de réponse. Cette analyse présente l’assise théorique d’une nouvelle tendance: l’hybridation des pratiques. Aux pratiques globales s’ajoutent celles développées localement pour permettre une meilleure compétitivité dans l’Europe Elargie. Abstract - A dominating trend appearing within multinational companies shows that knowledge and practices are transferred from headquarter towards subsidiaries. Nevertheless, a less known aspect of intra-organizational flows is that each local context could bring an added value. This paper proposes a theoretical analysis framework to study opportunities offered by subsidiaries installed in the European countries. Which are the factors limiting a total diffusion of the practices? How to move away from a uni-directional transfer towards an exploitation of local resources? Such are the questions discussed in this paper. This analysis presents the theoretical base of a new tendency: the hybridization of practices. Global practices are “mixed” with practices locally developed to allow a better competitiveness in the widened Europe.

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    Paper provided by Laboratoire de Recherche sur l'Industrie et l'Innovation. ULCO / Research Unit on Industry and Innovation in its series Working Papers with number 194.

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    Length: 16 pages
    Date of creation: Sep 2008
    Publication status: Published in Cahiers du Lab.RII, September 2008
    Handle: RePEc:rii:riidoc:194
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    1. Jensen, Michael C. & Meckling, William H., 1976. "Theory of the firm: Managerial behavior, agency costs and ownership structure," Journal of Financial Economics, Elsevier, vol. 3(4), pages 305-360, October.
    2. Caves, Richard E, 1971. "International Corporations: The Industrial Economics of Foreign Investment," Economica, London School of Economics and Political Science, vol. 38(149), pages 1-27, February.
    3. John H Dunning, 2003. "Some antecedents of internalization theory," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 34(2), pages 108-115, March.
    4. Bruce Kogut & Udo Zander, 1993. "Knowledge of the Firm and the Evolutionary Theory of the Multinational Corporation," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 24(4), pages 625-645, December.
    5. Mudambi, Ram, 2002. "Knowledge management in multinational firms," Journal of International Management, Elsevier, vol. 8(1), pages 1-9.
    6. Buckley, Peter J. & Carter, Martin J., 2002. "Process and structure in knowledge management practices of British and US multinational enterprises," Journal of International Management, Elsevier, vol. 8(1), pages 29-48.
    7. Williamson, Oliver E, 1976. "The Economics of Internal Organization: Exit and Voice in Relation to Markets and Hierarchies," American Economic Review, American Economic Association, vol. 66(2), pages 369-377, May.
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