Résumés
Résumé
La culture nationale « ou distance culturelle » a fait l’objet de plusieurs recherches dans le champ du management international (MI). Afin de mesurer la distance culturelle, ces recherches ont largement mobilisé le cadre culturel de Hofstede. Cet article évalue et compare les différents cadres culturels les plus importants en MI. S’appuyant sur un échantillon d’opérations de rapprochement menées par des entreprises françaises à l’étranger, l’étude révèle des résultats différents selon le cadre culturel mobilisé. Si les cadres culturels de Schwartz et de Globe, tout comme le cadre révisé de Hofstede, semblent influencer le choix du mode d’entrée, aucune incidence ne résulte du cadre culturel initial de Hofstede.
Mots-clés :
- culture nationale,
- Hofstede,
- Globe,
- Schwartz,
- modes d’entrée,
- entreprises françaises
Abstract
National culture «or cultural distance» has been the subject of several studies in the field of International Business (IB). To measure cultural distance this research has mainly used Hofstede’s cultural framework. This article assesses and compares the most important cultural frameworks in IB. Based on a sample of interfirm linkages carried out by French companies with partners across the world the study shows different results according to the cultural framework used. While the Schwartz and Globe frameworks as well as the revised Hofstede’s framework seem to affect the entry mode choice, the Hofstede’s initial framework does not show any significant results.
Keywords:
- National culture,
- Hofstede,
- Globe,
- Schwartz,
- entry mode,
- French companies
Resumen
La cultura nacional « o distancia cultural » es objeto de varias investigaciones en el campo de la gestión internacional (GI). Con el fin de medir la distancia cultural, dichas investigaciones han movilizado ampliamente el marco cultural de Hofstede. Este artículo evalúa y compara los diferentes marcos culturales más importantes en GI. Apoyándose sobre una muestra de operaciones de acercamiento llevadas a cabo por empresas francesas en el extranjero, dicho estudio revela resultados diferentes según el marco cultural movilizado. Si los marcos culturales de Schwartz y de Globe, así como el marco revisado de Hofstede, parecen influenciar la escogencia del modo de entrada, ninguna incidencia resulta del marco cultural inicial de Hofstede.
Palabras clave:
- cultura nacional,
- Hofstede,
- Globe,
- Schwartz,
- modos de entrada,
- empresas francesas
Parties annexes
Bibliographie
- Anand, J.; Delios, A. (1997). “Location specificity and the transferability of downstream assets to foreign subsidiaries”, Journal of International Business Studies, Vol. 28, n° 3, p. 579-603.
- Angué, K.; Mayrhofer, U. (2010). « Coopérations internationales en R&D : les effets de la distance sur le choix du pays des partenaires », M@n@gement, Vol. 13, n° 1, p. 1-37.
- Brewer, P. (2007). “Psychic Distance and Australian Export Market Selection”, Australian Journal of Management, Vol. 32, n° 1, p. 73-94.
- Brouthers, K. D.; Brouthers, L. E. (2001). “Explaining the national cultural distance paradox”, Journal of International Business Studies, Vol. 32, n° 1, p. 177-189.
- Caprar, D. V.; Devinney, T. M.; Kirkman, B. L.; Caligiuri, P. (2015). “Conceptualizing and measuring culture in international business and management : From challenges to potential solutions”, Journal of International Business Studies, Vol. 46, n° 9, p. 1011–1027.
- Cho, K. R.; Padmanabhan, P. (2005). “Revisiting the role of cultural distance in MNC’s foreign ownership mode choice : the moderating effect of experience attributes”, International Business Review, Vol. 14, n° 3, p. 307-324.
- Chhokar, J. S., Brodbeck, F. C. et House, R. J. ( 2007). Culture and Leadership Across the World : The GLOBE Book of In-Depth Studies of 25 Societies, Lawrence Erlbaum Associates, Etats-Unis.
- Dow, D.; Ferencikova, S. (2010). “More than just national cultural distance : Testing new distance scales on FDI in Slovakia”, International Business Review, Vol. 19, n° 1, p. 46-58.
- Drogendijk, R.; Slangen, A. (2006). “Hofstede, Schwartz, or managerial perceptions ? The effects of different cultural distance measures on establishment mode choices by multinational enterprises”, International Business Review, Vol. 15, n° 4, p. 361-380.
- Dupuis J. P. (2004). « Problème de cohérence théorique chez Philippe d’Iribarne : une voie de sortie », Management International, Vol. 8, n° 3, p. 21-29.
- Hall, E. T. (1959). The silent language, Doubleday, New York, Etats-Unis.
- Hall, E. T. (1966). The hidden dimension, Doubleday, New York, Etats-Unis.
- Hall, E. T. (1976). Beyond culture, Anchor Books, New York, Etats-Unis.
- Hampden-Turner, C. et Trompenaars, F. (1993). The seven cultures of capitalism, Currency, New York, Etats-Unis.
- Haon, C.; Jolibert, A.; Gotteland, D. (2012). « Choisir parmi les méthodes quantitatives explicatives », dans GAVARD-PERRET M.-L., et al. (eds), Méthodologie de la recherche en sciences de gestion : Réussir son mémoire ou sa thèse, Pearson, France, p. 309-344.
- Hartmann, A. M. (2012). « The Theory of Cultural Dimensions », dans CHRISTIANSEN B. (ed.) Cultural Variations and Business Performance : Contemporary Globalism, IGI Global, Etats-Unis, p. 1-22
- Harzing, A. W.; Pudelko, M. (2016). “Do We Need to Distance Ourselves from the Distance Concept ? Why Home and Host Country Context Might Matter More Than (Cultural) Distance”, Management International Review, Vol. 56, n° 1, p. 1-34.
- Harzing, A. W. K. (2003). « The role of culture in entry mode studies : From negligence to myopia ? », Advances in International Management, Vol. 15, p.75-127.
- Hofstede, G. (1980). Culture’s consequences : comparing values, behaviors, institutions and organizations across nations, Sage, Thousand Oaks, CA.
- Hofstede, G.; Hofstede, G. J.; Minkov, M. (2010). Cultures et organisations, Pearson, Paris, France.
- House, R.; Javidan, M.; Hanges, P.; Dorfman, P. (2002). « Understanding cultures and implicit leadership theories across the globe : an introduction to project GLOBE », Journal of World Business, Vol. 37, n° 1, p. 3-10.
- House, R. J.; Hanges, P. J.; Javidan, M.; Dorfman, P. W.; Gupta, V. (2004). Culture, leadership, and organizations : The GLOBE study of 62 societies, Sage, Thousand Oaks, CA.
- Huanglin, W.; Schaan, J.-L. (2008). « How much distance do we need ? », Management International Review, Vol. 48, n° 3, p. 263-277.
- Iribarne, P. D. (1993). La logique de l’honneur. Gestion des entreprises et traditions nationales, Paris, Seuil.
- Inglehart, R. (2004). Human Beliefs and Values : A Cross-cultural Sourcebook Based on the 1999-2002 Values Surveys, Siglo XXI, Mexique.
- Inglehart, R.; Basáñez, M.; Moreno, A. (1998). Human values and beliefs : A cross-cultural sourcebook : Political, religious, sexual, and economic norms in 43 societies : Findings from the 1990-1993 World Value Survey, University of Michigan Press, Ann Arbor, Etats-Unis.
- Javidan, M.; House, R. J.; Dorfman P. W.; Hanges P. J.; Sully-De-Luque M. (2006). « Conceptualizing and measuring cultures and their consequences : A comparative review of GLOBE’s and Hofstede’s approaches », Journal of International Business Studies, Vol. 37, n° 6, p. 897-914.
- Karhunen, P.; Ledyaeva, S. (2012). « Corruption Distance, Anti-corruption Laws and International Ownership Strategies in Russia », Journal of International Management, Vol. 18, n° 2, p. 196-208.
- Kim, Y.; Gray, S. J. (2009). « An assessment of alternative empirical measures of cultural distance : Evidence from the Republic of Korea », Asia Pacific Journal of Management, Vol. 26, n° 1, p. 55-74.
- Kluckhohn, F. R.; Strodtbeck, F. L. (1961). Variations in value orientations, HarperCollins, New York, Etats-Unis.
- Kogut, B.; Singh, H. (1988). « The effect of national culture on the choice of entry mode », Journal of International Business Studies, Vol. 19, n° 3, p. 411-432.
- Löning, H. (1994). Une approche culturelle de l’utilisation des systèmes d’information comptable et de gestion dans différents contextes nationaux : l’exemple de la France et de la Grande-Bretagne, Thèse de doctorat, Groupe HEC, Paris, France.
- Lopez-Duarte, C.; Vidal-Suarez, M. M. (2010). « External uncertainty and entry mode choice : Cultural distance, political risk and language diversity », International Business Review, Vol. 19, n° 2, p. 575-588.
- Luo, Y. (2001). « Determinants of entry in an emerging economy : A multilevel approach », Journal of Management Studies, Vol. 38, n° 3, p. 443-472.
- Majocchi, A.; Mayrhofer, U.; Camps, J. (2013). « Joint ventures or non-equity alliances ? Evidence from Italian firms », Management Decision, Vol. 51, n° 2, p. 380-395.
- Malhotra, S.; Sivakumar, K.; Zhu, P. (2011). « Curvilinear relationship between cultural distance and equity participation : An empirical analysis of cross-border acquisitions », Journal of International Management, Vol. 17, n° 4, p. 316-332.
- Maseland, R.; VanHoorn, A. (2009). « Explaining the negative correlation between values and practices : A note on the Hofstede-GLOBE debate », Journal of International Business Studies, Vol. 40, n° 3, p. 527-532.
- Mayrhofer, U. (2004). « The influence of national origin and uncertainty on the choice between cooperation and merger-acquisition an analysis of French and German firms », International Business Review, Vol. 13, n° 1, p. 83-99.
- McClelland, D. C. (1985). Human motivation. Glenview, IL : Scott, Foresman.
- Moalla, E. (2015). « Vers une approche multidimensionnelle de la distance face au choix du mode de rapprochement sur les marchés étrangers », Management International, Vol.19, numéro spécial, p. 117-134.
- Morschett, D.; Schramm-Klein, H.; Swoboda, B. (2010). “Decades of research on market entry modes : What do we really know about external antecedents of entry mode choice ?”, Journal of International Management, Vol. 16, n° 1, p. 60-77.
- Padmanabhan, P.; Cho, K. R. (1996). “Owernship strategy for a foreign affiliate : An empirical investigation of japanese firms”, Management International Review, Vol. 36, n° 1, p. 45-65.
- Pesqueux, Y. (2004). « Culture nationale, valeurs et références « ultimes » », Management International, Vol. 8, n° 3, p. 1-9
- Peterson, M. F. (2004). « Culture, Leadership and Organizations : The GLOBE Study of 62 Societies », Administrative Science Quarterly, Vol. 49, n° 4, p. 641-647.
- Schwartz, S. H. (1994). Beyond individualism/collectivism : New cultural dimensions of values. In U. Kim, H. C. Triandis, S. C. Choi, G. Yoon, & C. Kagitibasi (Eds.), Individualism and collectivism : Theory, methods, and applications : 85-122. Thousand Oaks, CA : Sage.
- Schwartz, S. H. (1999). “A theory of cultural values and some implications for work”, Applied psychology : an international review, Vol. 48, n° 1, p. 23-47.
- Shaver, J. M. (2013). « Do we really need more entry mode studies ? », Journal of International Business Studies, Vol. 44, n° 1, p. 23-27.
- Shenkar, O. (2001). “Cultural distance revisited : Towards a more rigorous conceptualization and measurement of cultural differences”, Journal of International Business Studies, Vol. 32, n° 3, p. 519-535
- Shenkar, O. (2012). “Cultural distance revisited : Towards a more rigorous conceptualization and measurement of cultural differences”, Journal of International Business Studies, Vol. 43, n° 1, p. 1-11.
- Slangen, A. H. L.; Tulder, R. J. M. v. (2009). “Cultural distance, political risk, or governance quality ? Towards a more accurate conceptualization and measurement of external uncertainty in foreign entry mode research”, International Business Review, Vol. 18, n° 3, p. 276-291.
- Steenkamp, J. B. E. M. (2001). “The role of national culture in international marketing research”, International Marketing Review, Vol. 18, n° 1, p. 30-44.
- Taras, V.; Steel, P. (2006). « Improving cultural indices and rankings based on a meta-analysis of Hofstede’s taxonomy », Communication à l’Academy of International Business, Beijing, China.
- Tihanyi, L.; Griffith, D. A.; Russel, C. J. (2005). “The effect of cultural distance on entry mode choice, international diversification, and MNE performance : a meta-analysis”, Journal of international Business studies, Vol. 36, n° 3, p. 270-283.
- Trompenaars, F.; Hampden-Turner, C. (1998). Riding the waves of culture, McGraw-Hill, New York, Etats-Unis.
- Venaik, S.; Brewer, P. (2010). « Avoiding uncertainty in Hofstede and GLOBE », Journal of International Business Studies, Vol. 41, n° 8, p. 1294-1315.
- Venaik, S.; Brewer, P. (2013). “Critical issues in the Hofstede and GLOBE national culture models”, International Marketing Review, Vol. 30, n° 5, p. 469-482.
- Werner, S. (2002). « Recent developments in international management research : A review of 20 top management journals », Journal of Management, Vol. 28, n° 3, p. 277-305.
- Wilkinson, T. J.; Peng, G. Z.; Brouthers, L. E.; Beamish, P. W. (2008). « The diminishing effect of cultural distance on subsidiary control », Journal of International Management, Vol. 14, n° 2, p. 93-107.
- Xu, D.; Pan, Y.; Beamish, P. W. (2004). « The effect of regulative and normative distances on MNE ownership and expatriate strategies », Management International Review, Vol. 44, n° 3, p. 285-307.