Regulation of Social Times during the COVID-19 Period: A Replication and Extension of the Work Activity Regulation Model

Khanchel, Hanen

doi:10.5430/bmr.v9n3p14

Cited by 2 publications

(2 citation statements)

References 13 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In fact, Tunisian partners have learned to use time, but their polychrome culture persists (Khanchel, 2020a). Indeed, the barriers encountered during the COVID-19 period by French partners are related to the respect of deadlines.…”

Section: Independent Journal Of Management and Production (Ijmandp)mentioning

confidence: 99%

Partnership success factors: overcoming cultural misfit between tunisian SMEs and their french partners

Kahla

Khanchel²

2021

Ind. Jour. Manag. & Prod.

View full text Add to dashboard Cite

This paper proposes a conceptual framework to shed light on cultural issues in health crisis between Tunisian Small and medium-sized enterprises (SMEs) and their French partners. The Critical Success Factors (CSF) of a formalized management of cultural misfit can be considerable for researchers and practitioners: the steps of turning the page of the paradigm of cultural distance and address cultural difference from the point of view of mutual enrichment are worthy of interest. Indeed, the multivariate analysis proposes to go beyond this cultural paradigm to approach the cross-cultural management. Its goal is to formulate paths for reflection and research that will enrich the understanding of the difficulties encountered during the COVID-19 period in the dynamics of bringing together two entities from different national cultures. In order to achieve this objective, the correlational research design by Fey and Denison (2003) was adopted in this survey, using revised measurement scales from this work. This is because correlational research is concerned with studying a problem in order to analyse the relationship between cultural variables. The active consideration of cultural characteristics has a double advantage: it helps to alleviate tensions related to cultural challenges and capitalize on the CSF derived from the diversity of approaches. It proceeds from a detailed study of the cultural characteristics of the two partners, which will serve as a basis for a possible rapprochement in the future.

show abstract

Section: Independent Journal Of Management and Production (Ijmandp)mentioning

confidence: 99%

Partnership success factors: overcoming cultural misfit between tunisian SMEs and their french partners

Kahla

Khanchel²

2021

Ind. Jour. Manag. & Prod.

View full text Add to dashboard Cite

show abstract

“…They also have the potential to contribute to the widening of gender inequalities and to question the measures taken by the state for a long time [7]. Thus, the regulatory frameworks and solidarity practices established on the labor market may need to be adapted to ensure the sustainability of the welfare state and to guarantee adequate protection for employees during the COVID-19 pandemic [8]. The multiple definitions of these innovative practices are marked by a certain plasticity.…”

mentioning

confidence: 99%

Measuring innovative practices for workplace safety, health and well-being in Tunisia during the COVID-19 pandemic

Khanchel

2022

HSM

Self Cite

View full text Add to dashboard Cite

BACKGROUND: At the beginning of the health crisis, a growing number of Tunisian companies adopted innovative practices for organizing production and work associated with the spread of teleworking. These digital transformations correspond to both economic and social developments. OBJECTIF: This study holds promise as an ergonomic device that may inform organizational orientations setting and guide future research around causal pathways influencing innovative practices implementation for workplace safety. METHOD: Following the conclusions of Gallie and Zhou in 2013, [24] showing from a factorial analysis that the items selected belong to two dimensions, two health indicators were constructed from the answers to the following study. RESULTS: The empirical analyzis performed on database of Best Places to Work confirms the structure of employee recognition expectation in Tunisia. This structure varies about the reconciliation between professional life and family. Then, the results of a mediation-moderation model highlight the decisive role of recognition in the construction of occupational health in the COVID-19 context, especially when greater involvement is expected from employees. CONCLUSION: The innovative practices are applied in all regions of Tunisia at different levels and implemented at the first five certified companies to meet the various needs of employees. Its four pillars encompass social, mental, physical and financial well-being.

show abstract

Regulation of Social Times during the COVID-19 Period: A Replication and Extension of the Work Activity Regulation Model

Cited by 2 publications

References 13 publications

Partnership success factors: overcoming cultural misfit between tunisian SMEs and their french partners

Partnership success factors: overcoming cultural misfit between tunisian SMEs and their french partners

Measuring innovative practices for workplace safety, health and well-being in Tunisia during the COVID-19 pandemic

Contact Info

Product

Resources

About