Approche culturelle des rapports entre Tunisiens et Occidentaux dans le cadre des activités d'une entreprise en Joint Venture

Boudabbous, Sami

doi:10.3917/rsg.213.0081

Cited by 4 publications

(7 citation statements)

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“…Our results demonstrate that individualism as a cultural dimension plays a catalytic role and enhances the performance of foreign affiliates. This result contradicts Boudabbous (2005) who claimed that in the context of Euro-Maghreb joint ventures (particularly, those between French and Tunisian companies), there are complications associated with individual values. Our results support (Triandis, 1989) in that; this dimension is particularly relevant to the performance of cross-cultural teams.…”

Section: Discussioncontrasting

confidence: 70%

National cultural differences and foreign direct investment in emergent countries

Zaabi¹

2018

Int. j. adv. appl. sci.

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The aim of this study is to examine the effects of cultural differences on foreign direct investment performance in a rent-based economy. Regression analysis was used to test the hypotheses in a sample of 121 firms. The findings show that cultural distance, in general, did not have an effect on international foreign direct investment performance, but the hypothesis relating individualism scores of cultures from where foreign investment belongs and the performance of foreign affiliates is verified. The moral engagement of local employees appeared to have a catalytic effect. In contrast, uncertainty avoidance does not have any significant impact on the performance of affiliates. We also find that the performance of a foreign affiliate increases when they invest in the industry in which the host country has a comparative advantage.

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Section: Discussioncontrasting

confidence: 70%

National cultural differences and foreign direct investment in emergent countries

Zaabi¹

2018

Int. j. adv. appl. sci.

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“…This particularity of Arab enterprises is related to the high hierarchical distance found in the Arab world (Hofstede, 2001). However, this hierarchical distance is conditioned not by formal status but by a kind of representational parental authority, which means that Arabs will respect their hierarchical superiors only as long as they play the role of a substitute father (Boudabbous, 2005).…”

Section: Arab Managerial Culturementioning

confidence: 99%

“…Humanism and loose rules. In Arab organizations, management processes are informal because it is believed that rules must be bent to adapt to human needs (Boudabbous, 2005;Nydell, 2006). These principles tend to create a logic in which organizational uncertainties are preferable to strictly enforced rules.…”

Section: Arab Entrepreneurshipmentioning

confidence: 99%

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Cultural determinants of Arab entrepreneurship: an ethnographic perspective

Lalonde

2013

Journal of Enterprising Communities: People and Places in the Global Economy

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2013),"Students' attitude towards entrepreneurship: does gender matter in the UAE?", foresight, Vol. 15 Iss 4 pp. 278-293 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to fill gaps in the literature in entrepreneurship by studying the impact of the Arab culture on the process of starting a new venture. The unique perspective of an entrepreneurial team composed of four Arab immigrants and one non-Arab business partner is used to study this phenomenon. Design/methodology/approach -A very participative observation methodology was used to analyse the impact of Arab culture on the creation of a new venture by a multiethnic entrepreneurial team. Because the author is also part of the team, the degree of participation is considered as very high. Although, this kind of methodology has been used before in anthropology and sociology, to the author's knowledge it has never been employed in entrepreneurship. Since long-term involvement in the field is required by this ethnographic method, it should be noted that the author participated in this entrepreneurial team for two years. Findings -In this article, culturally-driven behaviors related to new venture creation were observed and analyzed. The main result lies in the demonstration that the influence of the Arab culture on enterprise creation processes is significant. In general, this impact is similar to the one on management. However, there are some differences which are presented and explained. Originality/value -Knowledge about Arab entrepreneurs is sparse and even more so regarding the influence of Arab culture on entrepreneurship. This article describes the impact of Arab culture on entrepreneurship processes and contributes to furthering knowledge about the experience of Arab entrepreneurs. It could also help improve public support provided to Arab entrepreneurs.

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“…For their part, Tunisian managers consider that the European lack flexibility and responsiveness in real time. We noted during our cases studied that in a negotiation, Tunisian managers also knew how to play on their polychrome dimension, by imposing on their European partners drifts of deadlines, in the name of their culture (Boudabbous, S, 2005).…”

Section: Discussionmentioning

confidence: 96%

Intercultural Management between Tunisia and Europe

Khanche¹,

Kahla²

2018

JBAR

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The subject of this paper is to report on the problem of cultural differences in management between Tunisia and Europe in the context of the company.Thus, the paradox between values and the way of managers’ life in companies. Therefore, daily strategies also represent one's willingness to be accepted by society and not to be cut off.The present article has three parts. The first is to identify the cultural foundations of European society, the Anglo-Saxons and the francophone’s culture. The second is to show how Tunisian cultural values are unsuited to the European model. The third part is to propose some recommendations for adapting the strategies of Tunisian companies to their European partners. Based on the Tunisian cultural configuration and the information collected through the case studies, we recommend a code of conduct companies attempt to bring together all staff around common values and to foster a common culture where social responsibility can play an important role. These codes cannot be imposed but must correspond to the reality of the business under. It is difficult for a gap to be created between the speeches and the reality, leading to the de-involvement of managers.The subject of this paper is to report on the problem of cultural differences in management between Tunisia and Europe in the context of the company.Thus, the paradox between values and the way of managers’ life in companies. Therefore, daily strategies also represent one's willingness to be accepted by society and not to be cut off.The present article has three parts. The first is to identify the cultural foundations of European society, the Anglo-Saxons and the francophone’s culture. The second is to show how Tunisian cultural values are unsuited to the European model. The third part is to propose some recommendations for adapting the strategies of Tunisian companies to their European partners. Based on the Tunisian cultural configuration and the information collected through the case studies, we recommend a code of conduct companies attempt to bring together all staff around common values and to foster a common culture where social responsibility can play an important role. These codes cannot be imposed but must correspond to the reality of the business under. It is difficult for a gap to be created between the speeches and the reality, leading to the de-involvement of managers.

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Approche culturelle des rapports entre Tunisiens et Occidentaux dans le cadre des activités d'une entreprise en Joint Venture

Cited by 4 publications

References 0 publications

National cultural differences and foreign direct investment in emergent countries

National cultural differences and foreign direct investment in emergent countries

Cultural determinants of Arab entrepreneurship: an ethnographic perspective

Intercultural Management between Tunisia and Europe

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