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Management interculturel et processus d'intégration : une analyse de l'alliance Renault-Nissan

Author

Listed:
  • Christoph Barmeyer
  • Ulrike Mayrhofer

    (Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon)

Abstract

Facing the globalisation of markets and competition, car manufacturers need to revise their international development strategies. During the past decade, several companies have chosen to form alliances with their competitors in order to be part of the world leaders of this industry. However, the performances achieved through the signed operations diverge, mainly because of the management of cultural and organisational differences of associated entities. This research attempts to identify factors that are likely to contribute to the success of cross-border interfirm linkages. The empirical study is based on an in-depth analysis of the integration process of the Renault-Nissan alliance.

Suggested Citation

  • Christoph Barmeyer & Ulrike Mayrhofer, 2009. "Management interculturel et processus d'intégration : une analyse de l'alliance Renault-Nissan," Post-Print halshs-00684452, HAL.
    • Handle: RePEc:hal:journl:halshs-00684452
    DOI: 10.3917/mav.022.0109
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    Cited by:

    1. Amy Church-Morel & Anne Bartel-Radic, 2016. "Skills, Identity, and Power: The Multifaceted Concept of Language Diversity [Competencias, identidad y poder: las múltiples facetas del concepto de diversidad lingüística]," Post-Print halshs-01996048, HAL.

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