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La diversité culturelle dans les délocalisations : apports nuancés de deux littératures

Published on Jan 1, 2014in Management international
· DOI :10.7202/1027872ar
Carine Peeters12
Estimated H-index: 12
(ULB: Université libre de Bruxelles),
Sébastien Point8
Estimated H-index: 8
('ENS Paris': École Normale Supérieure)
+ 1 AuthorsAndrés Davila3
Estimated H-index: 3
('ENS Paris': École Normale Supérieure)
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Abstract
La delocalisation d’activites a l’etranger est une pratique de plus en plus repandue dans les entreprises, avec pour consequence d’accroitre les differences culturelles auxquelles les entreprises sont confrontees. L’analyse qualitative de 76 articles sur la periode 1996-2009 provenant de 26 revues internationales de gestion montre que la culture est uniquement presentee comme une menace pour les entreprises qui delocalisent, et ce, en depit d’une litterature sur la diversite nettement plus positive sur le sujet. Cet article propose des pistes de reflexion developpant une perspective plus nuancee des differences culturelles dans le contexte des delocalisations.
  • References (46)
  • Citations (2)
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References46
Newest
Published on Jun 1, 2011in International Business Review 3.64
Marja Roza1
Estimated H-index: 1
(EUR: Erasmus University Rotterdam),
Frans van den Bosch40
Estimated H-index: 40
(EUR: Erasmus University Rotterdam),
Henk W. Volberda49
Estimated H-index: 49
(EUR: Erasmus University Rotterdam)
How does firm size impact on a firm's offshoring strategy? Are the underlying motives for offshoring, the particular functions considered, the locations to relocate, and the particular governance mode different for small, medium-sized and large firms? In this paper, cost, resource and entrepreneurial drivers are investigated for their relationship with firm size. Moreover, we hypothesize on the relationship between function, location and governance mode choices of offshoring and firm size. Using...
Published on May 1, 2010in Journal of International Business Studies 7.72
Günter K. Stahl28
Estimated H-index: 28
(WU: Vienna University of Economics and Business),
Martha L. Maznevski18
Estimated H-index: 18
(Internet Movie Database)
+ 1 AuthorsKarsten Jonsen13
Estimated H-index: 13
(Internet Movie Database)
Previous research on the role of cultural diversity in teams is equivocal, suggesting that cultural diversity's effect on teams is mediated by specific team processes, and moderated by contextual variables. To reconcile conflicting perspectives and past results, we propose that cultural diversity affects teams through process losses and gains associated with increased divergence and decreased convergence. We examine whether the level (surface-level vs deep-level) and type (cross-national vs intr...
Published on Aug 1, 2009in Journal of International Business Studies 7.72
Jonathan P. Doh41
Estimated H-index: 41
(Villanova University),
Kraiwinee Bunyaratavej8
Estimated H-index: 8
(Wesley College),
Eugene D. Hahn15
Estimated H-index: 15
(SU: Salisbury University)
In this paper we explore the question of why firms offshore particular services to specific geographic locations. We draw on research related to the unique characteristics of services in trade and commerce, and more recent analyses of the transnational unbundling and spatial dispersion of business processes. We move beyond a simple assessment of the cost sensitivity or relative sophistication of offshoring services and develop a typology emphasizing the degree to which offshoring services activi...
Published on May 1, 2009in Journal of International Business Studies 7.72
Kuldeep Kumar22
Estimated H-index: 22
(FIU: Florida International University),
Paul C. van Fenema2
Estimated H-index: 2
(Tilburg University),
Mary Ann Von Glinow27
Estimated H-index: 27
(College of Business Administration)
A recent Offshoring Research Network (ORN) global survey of offshoring shows that since 2004 management concerns about operational issues on achieving the benefits of offshoring have increased significantly. In this paper we examine inter-task interdependence, a key operational determinant of inter-site interaction and communications in offshoring. We analyze existing theories of interdependence to examine the extent to which they provide guidance for understanding the interaction and communicat...
Published on Apr 1, 2009in American Sociological Review 5.39
Cedric Herring13
Estimated H-index: 13
(UIC: University of Illinois at Chicago)
The value-in-diversity perspective argues that a diverse workforce, relative to a homogeneous one, is generally beneficial for business, including but not limited to corporate profits and earnings. This is in contrast to other accounts that view diversity as either nonconsequential to business success or actually detrimental by creating conflict, undermining cohesion, and thus decreasing productivity. Using data from the 1996 to 1997 National Organizations Survey, a national sample of for-profit...
Published on Jan 1, 2009in Journal of International Business Studies 7.72
Shih-Fen S. Chen9
Estimated H-index: 9
(UWO: University of Western Ontario)
In this study, I take a transaction cost approach to explore the coincidence of private branding with offshore outsourcing – two retail trends that have attracted substantial attention but have never been analyzed concurrently. Retailers now play an increased role in marketing a product to shoppers, although their marketing efforts are usually specific to the supplier who brands the product. This is called brand specificity, a special case of asset specificity that drives up the cost of conducti...
Published on Oct 1, 2008in Academy of Management Review 10.63
O. Schenkar44
Estimated H-index: 44
(UM: University of Miami),
Yadong Luo64
Estimated H-index: 64
(OSU: Ohio State University),
Orly Yeheskel10
Estimated H-index: 10
The cultural distance metaphor dominates international management research, promoting a sterile, detached view where static antecedents in the form of artificially constructed differences serve as the dominant lens through which culture is viewed and its impact assessed. We examine culture and its positivist treatment in the foreign direct investment literature using the theoretical and real-world lenses. Adopting a social constructionist approach, we propose cultural friction as a substitute me...
Published on Aug 1, 2008in Decision Sciences 1.96
Constant D. Beugré11
Estimated H-index: 11
(DSU: Delaware State University),
William Acar11
Estimated H-index: 11
(SPbU: Saint Petersburg State University)
In this article, we develop an interorganizational justice model to explain cross-border interorganizational relationships. The model contends that cultural distance (construed as the cultural differences between offshoring partners) would influence behavioral uncertainty and the boundary spanners' perceptions of justice. Specifically, the model predicts that high levels of behavioral uncertainty are likely to reduce relational commitment, whereas low levels of behavioral uncertainty are likely ...
Richard Metters20
Estimated H-index: 20
(Emory University)
Purpose – Prior surveys have shown that national culture is a leading cause of problems in offshoring services. The research question posed in this paper centers on how and through what specific decisions national culture affects operational implementation in offshore facilities.Design/methodology/approach – A particular US service process offshored to Barbados and the Dominican Republic is studied. Ethnographic worker observations are combined with archival sources and executive interviews.Find...
Published on Jun 1, 2008in Management Information Systems Quarterly 4.37
Jens Dibbern17
Estimated H-index: 17
(UMA: University of Mannheim),
Jessica K. Winkler5
Estimated H-index: 5
(UMA: University of Mannheim),
Armin Heinzl21
Estimated H-index: 21
(UMA: University of Mannheim)
Gaining economic benefits from substantially lower labor costs has been reported as a major reason for offshoring labor-intensive information systems services to low-wage countries. However, if wage differences are so high, why is there such a high level of variation in the economic success between offshored IS projects? This study argues that offshore outsourcing involves a number of extra costs for the client organization that account for the economic failure of offshore projects. The objectiv...
Cited By2
Newest
Published on Jan 1, 2016
Karim Trabelsi1
Estimated H-index: 1
Tandis que certains chercheurs percoivent l’interculturalite comme un frein a la perennite des alliances strategiques internationales, d’autres la considerent par contre comme un facteur de longevite de ces relations. Cette divergence, que l’on retrouve d’ailleurs chez bon nombre de dirigeants, influe sur l’objet du management interculturel. Elle conduit a minimiser les differences culturelles ou a integrer les systemes culturels des entreprises partenaires. Ces deux approches engendrant des pro...
Published on Feb 1, 2015in Journal of International Business Studies 7.72
Carine Peeters12
Estimated H-index: 12
(Katholieke Universiteit Leuven),
Catherine Dehon13
Estimated H-index: 13
(ULB: Université libre de Bruxelles),
Patricia Garcia-Prieto4
Estimated H-index: 4
(ULB: Université libre de Bruxelles)
Contrasting with extant research centred on the organizational challenges of sourcing services in culturally distant countries, we show that cultural differences between home and host countries do not prevent firms from achieving their cost savings targets. Instead, the effect is positive, both for the captive and outsourcing governance models. Using insight from social psychology research and the theory of organizations, we build the argument that the positive effect is due to cultural differen...