In La logique de l’honneur, Philippe d’Iribarne makes a comparison of three firms: French, Dutch and American, which carry out the same production with almost identical equipment in different places. The close observation of the most concrete aspects of the functioning of each factory and its management allowed isolating for…
Jean-Pierre Segal, EGOS Colloquium, Athens, 2015. Whereas it is often believed that international working experiences will increase the cultural awareness of expatriates, our cases show that it may produce the opposite effect. This paper shows that some Western expatriates managing subsidiaries in in Vietnam and New Caledonia lack of cultural…
Jean-Pierre Segal, in Burgoyne, J, Livian Y, Middle managers in Europe, Routledge, London, 1997, pp. 78-92. This chapter is based on extensive studies on Middle Management in large public companies in France. The diagnosis often made by senior executives (‘we have a middle management problem’) is discussed and the views…
Philippe d’Iribarne, Langage et Société, n° 129, septembre 2009: 101–118. Two reference versions of a company’s Principles of Action, one French and one American, are strictly matched. They affirm the same values and often employ the same words. Yet, on closer examination, a good many differences appear. And these owe nothing…
Philippe d’Iribarne – International Journal of Cross Cultural Management, 2009 Vol 9(3): 309–321. The idea of a national culture is generally challenged by those using an interpretative approach. They argue that, within a given society, one comes across rival definitions of reality. But it is possible to present a theory enabling us to…
(with M. Viegas Pires), Journal of World Business, volume 48, Issue 3, July 2013, 431-439. This article builds on the contingency approach of global leadership to examine empowerment in a cross-cultural context. Drawing upon an ethnographic research in a French NGO settled in Madagascar, it demonstrates that effective empowerment is not…
