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dc.contributor.authorJoffre, Olivier
HAL ID: 5490
dc.contributor.authorDameron, Stéphanie
dc.date.accessioned2011-01-04T17:58:42Z
dc.date.available2011-01-04T17:58:42Z
dc.date.issued2007
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/5378
dc.language.isoenen
dc.subjectmanagement de la diversité culturelleen
dc.subjectcase studyen
dc.subjectcultural diversityen
dc.subjectcooperationen
dc.subject.ddc658en
dc.subject.classificationjelM14en
dc.subject.classificationjelG34en
dc.subject.classificationjelL96en
dc.titleThe good and the bad: the impact of diversity management on co-operative relationshipsen
dc.typeArticle accepté pour publication ou publié
dc.description.abstractenThis paper explores the consequences of cultural diversity on co-operative relationships. It postulates two different modes of co-operation: ‘community based co-operation’, based on the need to belong, and ‘complementary co-operation’, which seeks to harness strategic resources. These modes are combined with six dimensions of cultural diversity to create a cross-analysis framework. This framework forms the basis of our analysis of the interaction between cultural diversity and co-operation. Counterintuitively, the study of France Telecom Mobile and Orange UK’s integration team suggests that cultural diversity has little influence on issues of identity involved in co-operation. However, it reveals a strong link between cultural diversity and strategic rationale. The findings suggest that cultural confrontation affects complementary and community-based co-operation in different ways in the team studied. The former is hindered by stereotypes, while the latter is weakened by perceptions of injustice or inequity. Moreover, in the case studied, complementary cooperation is the operating mode most affected by cultural diversity: this diversity was always experienced by the team as a problem and never as an opportunity. However, this cultural confrontation was overcome and the group came together assisted by organizational mechanisms and procedures. The results bring into question the definition of culture as a stable set of values and behavioural norms, and highlight the representation of culture as a social construct. Furthermore, our findings help us to identify the factors that can reduce the major obstacles (stereotyping and perceptions of injustice) for teams within each co-operation mode.en
dc.relation.isversionofjnlnameInternational Journal of Human Resource Management
dc.relation.isversionofjnlvol18en
dc.relation.isversionofjnlissue11en
dc.relation.isversionofjnldate2007-12
dc.relation.isversionofjnlpages2037–2056en
dc.relation.isversionofdoihttp://dx.doi.org/10.1080/09585190701639786en
dc.description.sponsorshipprivateouien
dc.relation.isversionofjnlpublisherTaylor & Francisen
dc.subject.ddclabelGestion des entreprisesen


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