Développer les compétences interculturelles à l’aide des systèmes de valeurs dans un contexte spécifique : une plongée dans une multinationale française implantée au Cameroun

Apitsa, Suzanne Marie

doi:10.7202/1060891ar

Cited by 13 publications

(3 citation statements)

References 37 publications

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“…The notion of expectancy and valence (Lee et al , 2011) described by Vroom (1964) is revealed in their motivations to undertake IAM. Despite the temporary nature of a self-initiated sojourn (Cerdin and Selmer, 2014), IAM is the epitome of social capital, evidenced in the numerous ways in which staff bring knowledge and skills to the workplace, are inspired to innovate – culminating in the interactions that they develop with individuals that in turn can facilitate innovation through cross-border action and value creation (Hitt and Ireland, 2002; Apitsa, 2018).…”

Section: Discussionmentioning

confidence: 99%

The SME ‘styling’ of HEI – HR of management of international mobility: motivations, benefits and barriers as drivers of innovation

Lichy

McLeay

2020

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PurposeAs government funding continues to decrease, higher education (HE) providers are pressed to become autonomous in terms of managing resources and innovation. Many operate as small and medium-sized enterprises (SMEs), expanding business activities beyond borders by integrating programmes of International Academic Mobility (IAM). Such programmes involve managing the flow of staff beyond national borders, contributing to a key dimension of internationalisation and IAM-driven innovation. This paper seeks to ascertain the motivations, benefits and barriers for undertaking IAM, and the HR processes through which they operate.Design/methodology/approachA four-stage qualitative methodological approach including interviews with 26 participants is employed to identify factors that motivate staff to participate in IAM programmes.FindingsEight factors that motivate staff to be involved with IAM (breaking from routine, leisure/recreation, socio-cultural discovery, networking, altruism, developing new skills/capabilities, research/funding collaboration and self-enhancement) and four issues that act as barriers (funding, HR myopia/lack of information, personal circumstances and schedule constraints) are identified.Originality/valueThis study contributes to an important yet under-researched area of employee-driven IAM, developing a conceptual framework that draws from and enriches: expectancy theory, communities of practice, social and human capital theories and intrapreneurship (i.e. employee-driven innovation).

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Section: Discussionmentioning

confidence: 99%

The SME ‘styling’ of HEI – HR of management of international mobility: motivations, benefits and barriers as drivers of innovation

Lichy

McLeay

2020

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“…In the same vein, Handley and Angst (2015) showed that the effects of contractual governance and relational governance on opportunism depended on the dimension "Individualism/Collectivism". Similarly, Apitsa (2018) notes in the Cameroonian (Central African) context that employees obey cultural logics that differ from Western managerial logics. Hofstede (1983) recognises that international project management is influenced by culture.…”

Section: The Collectivist Cultural Context Rolementioning

confidence: 99%

The effect of opportunism on the success of international development (ID) projects in a context dominated by a collectivist culture

Kaboré

Sané

2022

IJMPB

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PurposeThe effects of opportunism have been examined before, but not in specific contexts dominated by a collectivist culture. Thus, this research aims to examine the influence of opportunism on the success of International Development (ID) projects by incorporating a moderating factor – the collectivist dimension of national culture.Design/methodology/approachThe research is based on a primary database collected by questionnaire from 76 ID project coordinators in Burkina Faso (West Africa). The Partial Least Squares Structural Equation Method (PLS-SEM) was used to test our hypotheses.FindingsOur results show that opportunism has a direct negative impact on the success of ID projects. Similarly, the collectivist cultural context is to be considered as an independent variable and not a moderating factor. Indeed, the collectivist cultural context has an important positive influence on the project success. Our results call for the implementation of governance mechanisms (especially relational) to prevent opportunistic behaviour.Originality/valueUntil now, the study of the role of culture in the relationship between opportunism and project success has been neglected. Syntheses of the scientific literature on this topic do not mention any studies that have explored the moderating role of collectivist culture on the relationship between opportunism and project success. This is, to our knowledge, the first study conducted in Africa to examine these relationships in the context of ID projects.

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“…Le management d'un processus de coévolution peut aider à répondre à cette inquiétude . Ce management conduit les dirigeants à puiser les ressources et compétences manquantes dans le cadre d'une coopération inter-organisationnelle (Apitsa, 2018) .…”

Section: Comportement De Recherche De Renteunclassified

Profils coévolutifs au sein de groupements hétérogènes : cas de PME exportatrices malgaches

Ralandison

Milliot

Harison

2020

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Pour s’internationaliser, les PME s’impliquent parfois durablement dans des groupements intégrant des acteurs directs locaux (producteurs et/ou transformateurs) et des firmes étrangères chargées de les aider à accéder aux marchés étrangers. Pour identifier et analyser les profils qui contribuent au processus de coévolution des membres de ces groupements hétérogènes, cette recherche examine les conditions qui permettent de créer dans le temps un avantage commun tout en permettant de servir un projet individuel. Deux cas complémentaires de groupements associant des PME exportatrices malgaches et des firmes étrangères sont étudiés, de manière longitudinale et qualitative, pour comprendre un tel processus. Fondée sur une approche abductive, la mise en relation de ces cas permet d’identifier deux profils séquentiels d’acteurs qui conditionnent le potentiel coévolutif des parties impliquées : les profils comportementaux (capacités réactives permettant de faire face aux conditions de l’environnement externe) et les profils managériaux (attitudes proactives contribuant à impacter l’environnement externe).

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Développer les compétences interculturelles à l’aide des systèmes de valeurs dans un contexte spécifique : une plongée dans une multinationale française implantée au Cameroun

Cited by 13 publications

References 37 publications

The SME ‘styling’ of HEI – HR of management of international mobility: motivations, benefits and barriers as drivers of innovation

The SME ‘styling’ of HEI – HR of management of international mobility: motivations, benefits and barriers as drivers of innovation

The effect of opportunism on the success of international development (ID) projects in a context dominated by a collectivist culture

Profils coévolutifs au sein de groupements hétérogènes : cas de PME exportatrices malgaches

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