Les risques de sous-traitance manufacturière en Chine : le témoignage de quatre dirigeants d'entreprises québécoises

Fadil, Jalal El; St‐Pierre, Josée

doi:10.3917/g2000.281.0093

Cited by 5 publications

(2 citation statements)

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“…De différents travaux empiriques (Ahmed et al, 2002 ;Nakos et Brouthers, 2002 ;Ibeh, Johnson, Dimitratos et Slow, 2004 ;Musso et Francioni, 2012 ;El Fadil et St-Pierre, 2011, on peut retenir deux séries de facteurs qui expliquent le choix d'un mode d'entrée. Il s'agit de facteurs internes ou endogènes qui dépendent des objectifs visés par l'entreprise en fonction de ses ressources et compétences disponibles, et des facteurs externes ou exogènes relatifs aux conditions environnementales du pays cible : stabilité politique et institutionnelle, taille et potentiel de marché, restrictions à l'importation, etc.…”

Section: Discussion Sur Les Facteurs De Choix Du Mode D'entrée Dans Les Marchés éTrangersunclassified

Risques et internationalisation des PME : proposition d’un cadre d’analyse1

Bouveret‐Rivat

Mercier‐Suissa

Saoudi

2020

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Section: Discussion Sur Les Facteurs De Choix Du Mode D'entrée Dans Les Marchés éTrangersunclassified

Risques et internationalisation des PME : proposition d’un cadre d’analyse1

Bouveret‐Rivat

Mercier‐Suissa

Saoudi

2020

ipme

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“…That is why cultural differences, according to Anantatmula (2010); Dong and Liu (2010) and Nummela et al (2004), can be a serious cause of failure for projects conducted in an international context. Difficulties may arise from cultural and social differences when applying certain managerial practices, transferring knowledge to foreign partners or communicating with partners (Beulen et al , 2011; El Fadil and St-Pierre, 2011; Zsidisin et al , 2004).…”

Section: Literature Reviewmentioning

confidence: 99%

Analysis and management of risks associated with outsourcing in China

Fadil

St‐Pierre

2016

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Purpose The purpose of this paper is to analyse the risks associated with outsourcing production to emerging countries with lower labour costs, namely China, and study actions and plans used to reduce the influence of factors/drivers that induce these risks. Design/methodology/approach This research uses a multiple case-study methodology, involving seven Canadian manufacturing firms that have chosen an outsourcing strategy in China. It is based on a particular approach of classifying factors/drivers that may generate risks related to this strategy and on interviews with two managers per firm to reduce personal bias. Findings In each of the seven cases studied, outsourcing was chosen to take advantage of lower labour costs in China, but in reality, costs were higher than expected due to unforeseen factors inherent to the risks involved. This study reveals that risks generated by factors/drivers such as lack of experience, reduced control over foreign operations and cultural differences are of major concern for managers outsourcing part of their production to China. However, according to some executives that were interviewed, certain actions can be taken by firms to overcome the negative influence of these factors/drivers. Furthermore, some risks may have multiple causes or be induced by other risks. Research limitations/implications The sample of this study was composed of firms from different industrial sectors, and the authors were therefore unable to analyse sector-specific risks. As the industrial sector has an impact on the technical complexity of the products and their components, it would be appropriate to reconduct our research using samples drawn from similar sectors. Practical implications These findings can help guide the decisions of managers wishing to outsource some of their activities to China and other emerging countries. They will contribute to the success of outsourcing strategies to these countries, as they reveal the risks associated with these strategies and the ways to deal with factors/drivers that can induce them. For example, building long-term relationships with Chinese partners based on collaboration, trust and mutual benefit as well as conducting a rigorous prospecting phase and taking time to select the right subcontractor can have a major impact on reducing risks. Originality/value The main contribution of this work is the analysis of risks associated with outsourcing to China, based on a categorisation of factors/drivers that can generate these risks, and the study of how firms manage these factors/drivers and control their negative effects. The nature of the practices and actions used to manage important risks depends on the characteristics of the companies, their size, resources and the products they outsource.

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